Gujarat Electricity Board

1. Gujarat Electricity Board Best Practice of TRAINING DEPARTMENT Head Office Vadodara

2. BEST PRACTICES FOR TRAINING OF MAN POWER IN GEB • INTRODUCTORY • GEB is comprised of 19 O&M Circles 9 Transmission Circles and 8 Power Stations including Kadana and Ukai Hydro Power Stations • Total man power of the Board 50,000 which includes • 5399 Engineers • 26642 technical staff

3. TRAINING POLICY • Board formulated its own training policy in 2002 on the line of National Training Policy. • The main objective of the policy is to make GEB a learning organization

4. NATURE OF PROBLEM BEFORE THE CURRENT OPROCESS • Inadequate infrastructure facilities • Non-availability of meaningful training record • Training activities were at low profile • Lack of emphasis on training in transmission and distribution areas • No systematic approach of evaluation of the training programmes • Lackadaisical approach for induction training for fresh appointees and promotes • Absence of dedicated staff having good aptitude for developing and managing training activities in the department. • About 70% staff engaged in T&D activity with low level of efficiency resulting into high level of arrears and poor service to the customers • Commercial losses were on rise year after year

5. CORRECTIVE MEASURES TAKEN • Planning for up gradation of all Training Centres • Modern Training Institute at Wanakbori TPS for Generation Engineers, Operators/Technicians has been renovated as per CEA norms with good training model rooms, Computer Lab, Library etc. • PC based simulator is already procured for in-house training at Wanakbori TPS. • Necessary training aids are under procurement at various training centres for line staff. • Construction of Management Development Institute with the state of art at Gotri, Vadodara is decided & architecture is engaged for proper designing of the institute.

6. CORRECTIVE MEASURES TAKEN • Planned approach for imparting training by preparing annual calendar for the year 2003-04 & 2004-05 for various category of employees. • Two pronged approach for imparting training • Career link training • Customized need based training • Total 300 training programmes have been conducted at in-house training centres as well as outside reputed Institutes like PMI, NPTI, CIRE, BSES, ASCI, NTPC, IIM etc. in the year 2003-04. • About 13,200 employees/officers of various categories have been trained during the year 2003-04 against the target of 10,000. • Budgetary allocation – Rs. 1 crores for the year 2003-04 as well as for the year 2004-05. • New administrative set up for new Training Department is proposed for conducting effective and meaningful training activities.

7. TRAINING AT GRASS ROOT LEVEL • A massive training programmes have been designed for line staff, Helper/Lineman as a part of skill up gradation exercise which includes training inputs on human relations skills • During 2003-04 about 4000 personnel have been trained. Similarly, a training programme for Line Staff of Transmission Deptt. has been planned for the year 2004-05. • Feed Back Reports It is compulsory to all participants to submit feed back report to ascertain the quality of training inputs and redesigning of training programmes.

8. RESOURCE UTILIZATION • Relocation of Training Centres • Generation Training Centre has been re-located from Ukai to Wanakbori to facilitate trainees. • Shifting of T&D Training Centre meant for engineers to Vadodara will be carried out after construction of the new building at MDI, Gotri for better control and getting good faculties on regular basis from various organization and academic institutions. • Internal faculties are being engaged for conducting various in-house training programmes. • Review meetings of training centre in-charge are being held at regular intervals for effective monitoring of training activities.

9. ADDITIONAL RESOURCES DEPLOYED • 2 months for revising the training plan for the year 2004-05. • 6 months for providing adequate faculties at various training centres for line staff of Transmission and Distribution areas. • 2 months for getting clearance to construct new building for Management Development programme at Vadodara. • 3 months for renovating Generation Training Institute at Wanakbori TPS.

10. BENEFITS DERIVED • Tangible and intangible benefits in monitory terms may not be quantified. • However, culture is developed amongst all categories of employees to gain knowledge and expertise through training programmes. • More than 300 training programmes have been arranged at in house training centres as well as at outside training institutes. • About more than 13,200 employees including senior level officers have received training so far. • About 260 engineers have received training under APDRP Scheme at PMI, Noida and BSES Management Institute Mumbai.

11. Thank you