INDEX

Chapter-1Introduction

Chapter-2

Profile of CESUCHAPTER-3

Objective of the study

Research methodology

Data collection

Scope and limitation of the study

Cauterization scheme

CHAPTER -4Organization structure of CESU

CHAPTER – 5

Findings

Suggestions

Conclusion

ANNEXURE

Questionnaire

Bibliography

Research Methodology

The project report required a sincere effort to study the organization structure. The analysis has been drawn on the basis of information and data available . The data is the most important thing for any analysis.

Data collection

Data has been collected from two sources:

Primary source

Secondary source

The primary data are the basis but important source though which we collect the data have been collected by meeting the various employees, executives and other supporting staff of the CESU.

The Secondary data are another source through which we collect the data and information. Secondary data have been collected from the internet . Different books, journals and other materials pertaining to the company and industry have also been consulted. My survey was basically done under the HR Department.

Research Instrument

The Research instrument used was the questionnaire containing closed form questions. A personal interview was conducted with the employees where questions on various aspects were asked and information collected.

Questionnaire design

The questionnaire was designed taking into consideration the various aspects discussed in the meetings, current happenings in organization.

Period of study

The study was under taken for a period of 45 days during August-Sep 2010

Questionnaires were pre testedObjectives were set and questionnaires were finalizedData were collected and recordedData were analyzed and interpretedReports were generated

Limitations of the study

Time constraint, as it is difficult visit all the units of the organization within a short period

The survey was conducted in CESU Bhubaneshwar and its finds are applicable to this division and further sample being small, the findings cannot be generalized in the whole of the CESU

It is possible that due to paucity of time some areas many not have been adequately covered.

INTRODUCTION

Organization structure is the established pattern of relationship amongst the component parts of the organization. It prescribes the relationship amongst various positions and activities in business. Since various positions are held by the persons so structure creates relationship among them. The organization structure provides a frame work which holds various functions together in accordance with the pattern admitted by managers. A planned structure outlines the required functions, correlates the functions, correlates the functions in a systematic manner and assigns authority and responsibility.

Every business sets some goals to be achieved. In order to achieve the goal some activities are to be performed. Theses activities are to be specified classified and grouped. The grouped activities are assigned to individuals or groups. The responsibility and authority is assigned to carryout various activities. A system of proper co-ordination is established to reach the organizational goals. The establishment of systematic relationship among various activities adpersons is the frame work of organization structure.

An organization structure should satisfy the requirements of the business. It should ensure optimum utilization of man power and different functions should be properly performed. There is a need for harmonious relationship among the persons at different positions. Designing of a structure is an important task and it should be under taken carefully . Following steps are essential for designing an organization structure :

Identifying Activities: The activities which are required to be performed in achieving organizational objectives should be identified . The functions to be performed for achieving different goals should be ascertained and activities relating to these functions should be identified. The major activities are classified into a number of sub-activities. While identifying activities, it should be borne in mind that no activity has escaped, there is no duplication in activities and various activities are performed in a co-ordinate way.

Grouping activities:

The closely related and similar activities are grouped together for the departments, divisions or sections. The co-ordination among the activities can only be achieved through proper grouping. The grouped activities can be assigned to different positions. The assignment of activities to individuals relates authority and responsibility. The authority is delegated to the lower levels of various departments.

Delegation of authority

Delegation is an administrative process of getting things done by others by giving them responsibility . When different positions are created in the organization then work is assigned to these persons. For getting the work done there is a need for authority. The authority is delegated to different persons in accordance with the assignment of responsibility.. Through the process of delegation, authority structure is created in the organization defining who formally inter acts whom.

Basic Principles of Organization

The main object of any sound organization is to increase the efficiency of the management so that the business may expands and give increase returns without a breakdown or unnecessary waste. Organization therefore involves scientific arrangement and planning of the productive process with a view to the most economic and favorable results.

Friction in the business concern must be removed so that the various organs or departments may work speedily and smoothly towards the definite goal laid down by the administration. All the organs of the business undertaking must work in perfect coordination with one anther. All the branches of the enterprise must be equally effective. If the balance is abet and some units of the business are well planned and efficient, whereas others are not, the organization is unsound. All the units of the business organization be organized on the same line irrespective of the size of such unit. This is because every unit is interdependent and the efficiency of even a small unit would endanger the whole undertaking.

The supervision and control of the management must be adequate. In case of small undertaking this may not present a serious problem the

organizer of enterprise is generally working as he manager and also in the direct personal contact with the business transactions .However, ,in case of larger undertaking the organization has to be more elaborate. The increase in importance of scientific business organization is the direct of the development of large—scale undertaking in modern times as a result of amalgamations, absorptions, and combinations.

As the business expands, the importance of sound organization increases. A sound organization must therefore be such as to permit smooth and easy expansion without dislocation of the undertaking. The office must be so organized as not to be crippled by change in the personnel and the organization must therefore be so arranged as to fit the personnel nut the personnel must be suitable for the organization. Al though it is true that the main organs of the business are created at the time of establishment and commencement of the undertaking, as the business expands it may be necessary to create still further organs or departments and even to transfer considerably the existing organs . A sound organization would permit of these changes smoothly and rapidly.

A sound organization should also make the fullest use of labor power. Personnel must be carefully selected for every work. Again, the factors that increase labor efficiency must be borne in mind. For example, the efficiency of the typist may be considerably increased by introduction of suitable seating accommodation, lighting and ventilation resulting in decrease in fatigue. The efficient organizer would therefore always be on the alert to see whether his arrangements need modification to obtain better results.

The underlying principles of sound organization may be summaries as follows:

(a)Division of Labour and Specialization

The classicists viewed specialization as the basis of efficiency. A group of individuals can secure better results by having division of work . F.W. Taylor applied this principle at the operation level and displayed how efficiency could be increased by breaking down jobs into single repetitive tasks performed on specialized tools. At higher level, however, grouping jobs into manageable units and their coordination can pose serious problems.

(b) Consideration of objectives

Organization offers the structure that enables us to accomplish goals. Objectives are helpful in determining the activities and structure itself. Once objectives are clearly defined, the organizer can conveniently proceed to group activities, delegate authority to individuals to whom activities have been assigned, and coordinate their effort for better result,. Since objectives have been direct bearing upon the organization structure, one should take due cognizance of time and develop and design the structure so as to facilitate accomplishment of objectives.

(c) Scalar Principle

The vertical dimension of organization structure consists of levels of authority arranged in hierarchy from the chief deductive at the top to the first line supervisor the bottom. Existence of these levels is always the characteristic of organized and coordinate group efforts. In complex business organization the number of levels may be substantially large.

The scalar principle holds that organization consists of two or more level of authority. The basic idea of this scale is that of grading or distributing a cartelistic over a series of demarcated units. In organizations, the levels represent graduations distributed authority. Each successively lower level down the management hierarchy represents a decreasing amount of authority.

(c) Principle or Decentralization

Logical grouping of related jobs and function is quite natural developing the organization structure. Departmentalization requires analyzing every thing that has to be done and determine the grouping in which it can be place without violating the principle of homogeneity. Thus financial aspects of the business can well be placed in one section.

Departmentalization is desirable because individuals vary considerably inherence of actives which their abilities will permit to perform effectively. Another advantage is that it focuses executive skills on logical and interrelated problems and provides a basis for top management to

coordinate and control the efforts of the departments. Departmentalization breaks the work in to manageable units.

(d) The Principle of Unity of Command

A business organization motive single head in whom all authority and responsibility is concentrated, but this has to be blend with the effort of organized people below. The single leader is the ultimate source of authority which conflicts are minimized. Unity effort, consistency of direction, high morale, and effectiveness of coordination depend upon one executive as the locus of ultimate responsibility To subject the person to the authority of more than one immediate superior leads to divide his loyalty and confute his action.

(e) Principle of Span of control

The idea of span of control is related to the horizontal dimension of an organization structure . Span of control also referred to the span of supervision of span of management refer to the number of subordinate reporting directly to the executive . The principle holds that large the number of subordinator reporting directly to the executive, the more difficult it tends to be for them to supervise and coordinate them effectively.

(f) Principle of Flexibility

Organization is created to accomplish certain goals. Both the environment and the individuals comprising the organization constantly in flux. To cope with these changes and reach its objectives, an organization must be designed with sufficient mount of flexibility . A flexible organization is able to witness pressure, but give way to the demand for genuine change without fundamentally altering the basic conditions of various segments of the structure.

(g) Principle of Balance

The principle implies that each area and function of an enterprise should operate with equal effectiveness making it a allotted contribution to the total purpose .Problems of balance arise from the tendency to sub-divide the work into small units. If sub-division is carried too far, the problem timing, coordination and integrating the work sequences become very

complicated. The idea of balance applies to organization structures as well as the functions and processes. The growth of business whether sudden or gradual, produces pressure which upset organization balance . A and therefore, changes in organization structure should be made after giving full consideration to balance, and by avoiding over-reliance upon a single type of structure. Horizontal and vertical dimensions should be marinating and kept in balanced relations to one another.

(h) Exception Principle

The next very fundamental principle of organizations the exception principle. This principle implies that only problems involving unusual matter should be referred upward and decided by higher level executives and that routine problems should be passed to the lower level and resolved their itself. It implies devising a method of control so that only exceptional results are flagged for the management attention. This principle is based on the assumption that management at higher echelons of organization structure have limited time and capacity and they should develop larger part of their time and abilities to important matters of planning and police making.

(i) Principle of Decentralization

This principle is of great significance in the organization, specially to large enterprise. One important implication of decentralization is to delegation of broad authority and decision making power to the semi-autonomous units. There is said to exist decentralization in an organization if decision making authority is pushed down to its lower level and as near the source of information an action as possible.

Principle of Simplicity

(j) The idea of simplicity in organization structure may at first appear facetious in view of large size and complex nature of many of our business organizations. Nevertheless, simplicity is an objective of organization planning

Simplicity is an appealing objective because it implies economy of efforts . This principle in brief states that it is desirable to consider simplicity structure in developing an organization aiming for a clear-cut structure as will permit doing the necessary work.

(k) Combining of line and Staff

Organization structure are usually of line and staff and functional types. Line structure is part of every organization. The staff and functional types are modifications of the line structure . Staff and functional structure seldom exist apart from a combination with line structure.

Line structure consists of vertical relationship with power to command and execute. Staff functions are auxiliary to the line functions and are advisory in nature . On the basis of distinction like this, it is argued that line and staff function should not be combined in one individual or department where separation of the functions is possible . The reason is that these are basic authority relations, combination of which will result ink confusion.

An over view of CESU

At present CESU is supplying electrical energy to about 9 lakhs of consumers in its area of operation spread over the districts of Puri, Khurda, Jagatsinghpur, Angul, Cuttack, Kendrapara, Nayagarh, Dhenkanala and a part of Jajpur District. Its distribution area covers 29,000 sq km and it provides electricity to about 1/3 of the population of the State of Orissa. Presently CESU has 20 electrical distribution Division, one MRT Division and one E&MR division . Five electrical circles are functioning under its control. It has got 68 sub-divisions, and 245 electrical Sections. Its Human Resource consists of about 8330 persons. One APDRP Circle and three APDRP Distribution Divisions are also functioning to execute all the construction works for system improvement financed by IBRD as a part of power structure reforms in Orissa. The infrastructure available with CESU is furnished below :

No. of Circles 5No. of Divisions 20No. of Supporting Division(E&MR.MRT, Store & Supply)

4

No of Subdivision 68No of Sections 245Length of 33 KV.CKM 2741.798Length of 11 KV CKM 15779.57Length of LT line 18904.776No. of 33 KV feeder 125No. of 11 KV feeder 584No of distribution transformer 17405

Objectives of CESU

To acquire, establish, construct and operate electrical lines for the purpose of distribution and supply of electrical energy and associated substations

To purchase and sale of electricity and co-ordinate with other companies

To plan, investigate and prepare product report, Business plan, and strategies documentation and forecast customer demand source of purchase of power

Tundertake for and on behalf of others the erection, operation, maintenance, management of electrical lines for the purpose of distribution and/or supply of electrical energy and associated substations, equipment apparatus, cables and wares.

Vision of CESU

- To ensure uninterrupted quality and reliable power supply to its consumer

- To be the best distribution utility of India

- To make every work place a safe working place

- To be socially responsible for employees and society

Its Mission

- Be a corporate responsible to care for human lives

- To adopt profitable policy to create a happy workforce and adopt best work culture practice

- To allow fair lab our welfare practice by eliminating fear of redundancy from the people through proper training

- Managing the change process by good and fair HRD practices

- To deploy latest technologies in the system to bring transparence

And its core values

Customer Focus

ORGANISATION STRUCTURE OF CESU

In every business enterprise the source of all authority rests with the Board of Directs. The primary authority and responsibility of making fundamental decision in respect of the location and exercise of general function of direction, supervision and control of administration rests with the Board. The exercises the supreme power of direction and control. It frames rules and regulations, organizes its functions, and plans its projects .It determines the activities to be undertaken, determines the pattern of the organization, the personnel to be employed, frames the rules and regulation, and determines the grant of funds and exercises supervision over all the activities.

With the inception of Central electricity Supply Utility of Orissa (Operation and Management) Scheme 2006 the Management Board of CESU came into being .Sub rule (ii) of Rule 2 of the said Scheme states that all assets, liabilities, right of day-to-day management of the affairs, and the power of administration and general superintendence including control of finance and manpower of the Utility shall be vested with the Management Board constituted by the Commission under this Scheme from the data as ordered by the Commission to this effect .The Management Board shall have the power to acquire hold and dispose of any property moveable or

immovable and enter into any contract for the benefit of the utility and may sue or be sued in the name of the Management Board represented by the Chief Executive Officer(Operation). The Management Board shall comply with the provisions of Electricity Act,2003 and other relevant statutory provisions and license conditions with regard to distribution of electricity in Utility’s area of supply. The Management Board shall carry on the business of distribution of electricity in accordance with the license conditions in respect of the area assigned to CESCO under the revoked license and shall abide by the directions of the Commission issued from time to time to the officers of the Utility as per the recommendations made by CEO(O) and with CEO (F&C).

Management of the Board

The Commission shall Commission Reserves the Power to constitute a Management Board for operation and management of the utility. The Board shall consist of not more than eight Members to be nominated by the Commission out of which two shall be full time Members. One of the full time Member shall be designated as Chief executive Officer(Operation) and other full time Member shall be designated as Chief Executive Officer (Finance and Commerce). The Management Board shall be headed by a Chairman to be designated by the Commission.

The Management Board shall be as follows:

(a) Chairman (designated by the Commission)

(b) Two members from the Govt of Orissa to be nominated by the Commission in consultation with Govt of Orisa

(c) Three Members to be nominated by the Commission from amongst the eminent persons having wide experience in Power Sector of Orissa

(d) Chief Executive Officer (Operation) designated by the Commission under the Scheme

According to the provisions of the scheme aforesaid, the Commission, vide their order dated 08-09-2008 reconstituted the CESU’s Management Board as follows:

(e) Chief Executive Officer Finance & Commerce designated by the Commission under the scheme.

According to the provisions of the scheme aforesaid the Commission in their order dated 08-092008 reconstituted the Cesu’s Management Board as follows:

1. Shri B K Jena Chairman2 Secretary,

Department of EnergyGovt of Orissa

Member

3 Chairman-cum-Managing Director,GRIDCO Member4 Police Commissioner

Cuttack – Bhubaneshwar, Twin City

Member

5 Dr Omkarnath Mohanty,V.C.,BPUT

Member

6 Dr Muktikanta Mishra,Ex-Professor,XIBM,Bhubaneshwar

Member

7 Mr.K P Rath,Former Member ,Transmission and Distribution,(OSEB)

Member

8 Mr A K GhoshChief Operating Officer, NDPL, New Delhi

Member

9 Chief Executive Officer, CESU Member10 Chief Operating Officer, CESU Member11 Chief Commercial Officer, CESU Member12 Chief Finance Officer, CESU Member

In addition to the above Mr. Ananta Rao, Chief General Manager (IT) GRIDCO shall be special invitee as and when required and so decided by the Chairman.

Chairman-the Presiding Officer of the Board

Sub rule of () of Rule 2 states that the Management Board shall consist of a Chairman to be nominated by the Commission in consultation with the Govt of Orissa. He shall hold office for a period of two years from the ate of entry in office and the said period is extendable He presides over all the meetings of the Board. He Chief guides and advises and have overall superintendence and control over the CEO(O) and CEO(F&C).He has the prerogative to decide al matters referred to him by the Board, CEO(O) or CEO(F&C).He also discharges all other functions assigned by the Commission under the scheme.

Executive Officer – the Chef Spokesman of the utility

Sub Section (ii) of Section 5 of the said Scheme states that subject to overall supervision, control and delegation of power by the Management Board and directions of the Commission-

He shall act as the Chief Executive and Chief Spokesman of the Utility. He shall manage the day-to-day affairs and management of the Utility and shall represent the Utility before the Commission, Govt and other Authorities. Shall take decision involving financial implications with concurrence of CEO(F&C). He shall carry out and implement the orders and directions issued by the Commission to the Utility. He shall also carryout and implement the resolutions/decisions taken by the Management Board. He in consultation with CEO(F&C) shall design and implement the organizational structure and management of the Utility. He shall represent the Management Board in all legal proceedings before the Commission, Courts, etc. In the name of the Management Board, he shall discharge all its statutory /regulatory requirements and obligations. The CEO(O) shall report to the Chairman.

Chief Executive Officer(Finance & Management)

Sub section of Section provides that there should be a Chief Executive Officer (Finance & Management). His duties and responsibilities consists of heading the finance, accounts, internal audit and also to manage all commercial activities for the Utility . Any other function as assigned by the

Commission or the Management Board from time to time is also executed by him . He reports to the Chairman.

Departmentalization

Departmentalization may be defined as the process of grouping activities into units with a view to ensuring effective management. Growth of enterprise and principle of specialization is the genesis of specialization. As span of management is factor that greatly restricts the size of thee, enterprise, therefore, the through departmentalization only an organization can be extended to a reasonable degree. In the same way, principle of specialization requires grouping of similar activities into separate units. The process of departmentalization takes place at all levels of the organization. The Chief Executive groups activities into major divisions administered by senior executives reporting directly to him. The senior executives further divide their activities into different sanctions. Thus the common process of grouping takes into individual jobs, grouping jobs into administrative units to establish the department. In terms of the level at which it is done, the process of departmentalization may be divided into the following three stages:

(a) Primary departmentalization i.e. initial breaking-up-of the functions into basic activities

(b) Intermediate departmentalization i.e. creating departments in the middle level organization

(c) Ultimate departmentalization i.e. dividing activities into separate units at lower level.

Several patters of departmentalization are available in the business world. The most common patterns are grouping by functions, products, territories, process, customers etc.

CESU as an Utility has multifarious functions . Apart from distribution of electricity, it has to collect dues, recruit staff, manage the finance, liaise with other nodal agencies, contest legal suits before

courts . It has therefore followed a mixed organizational pattern. It has a corporate office which is organized as under :

Sl. No. Designation1. Chief Executive Officer2. Chief Operating Officer3. In charge of Chief Commercial Officer4. Chief Finance Officer

For administrative convenience, the entire function of the corporate office has been divided into five wings, basing upon the principle of specialization and division of labor. These wings are:

1.Human resource and Administration wing 2. Legal wing3. Public Relation wing4. Technical Wing5. Planning and monitoring wing6. Commerce Wing

Human resources and Administration wing : It is the most important wing of the Utility. It take care of all Human resource requirements of CESU and also looks into day-to-day administration of the Utility. It has the following staffing pattern :

Sl. No. Designation1. Senior General Manager (HR)2. Dy General Manager (HRD)3. AGM(HRA)4. AGM(HRA)5 Manager (HR)6. Dy Manger (HR)7. Junior Manager (HR)8. Junior Manager (HR)9 Junior Manager (HR)10 Junior Manager (HR)11 Junior Manager(HR)12 Junior Manager (HR)

Legal Wing – This wing looks after the legal matter of the organization . It is constituted as under :

Sl. No. Designation1. Manager (Law)2. Junior Manager Law

Public Relation s Wing: It takes care of the public relation affairs of the Utility . This wing is headed by a Dy Manager (PR)

Technical Wing : Looks after all technical matters of CESU. It is organized as under :

l. No. Designation1. Sr General Manager2. Dy Manager(Mech)3. Dy Manager (Technical )4. Dy Manager (Technical)5 Assistant Manager

(Electrical)

Planning and Monitoring

Sl. No. Designation1. Sr General Manager2. Dy Manager(Mech)3. Dy Manager (Technical )4. Dy Manager (Technical)5 Assistant Manager

(Electrical)

Commerce Wing

Sl. No. Designation1. AGM2. AGM3. DM4. Manager

5. Junior Manger6. Junior Manager7. Junior Manager

Finance Wing

Sl. No. Designation1. GM2. DGM3. AGM4. AGM5. AGM6. DM7 Astt Managers (5 )

Organization of Field Offices

The entire area under jurisdiction of CESU is divided to Five Circles as detailed below :

1.Electrical-Circle I, Bhubaneshwar

2.Electrical Circle II, Bhubaneshwar

3.Electrical Circle, Cuttack

4. Electrical Circle, Paradeep

5. Electrical Circle Dhenkanal

Each Circle is headed by one Superintending Engineer who reports to _the main corporate office. Each Superintending exercises control over Divisional heads as enumerated below:-

Name of the Circle Name of the Division

Circle-I, Bhubaneshwar Bhubaneshwr City Distribution Division-IBhubaneshwar City Distribution Division-IIBhubaneshwr Electrical Division (BED)Nimapara Electrical Division(NED)

Circle II, Bhubaneshwar Khurda Electrical Division,KhurdaPuri electrical DivisionNayagarh Electrical DivisionBalugaon Electrical Division, Balugaon

Electrical Circle CuttackCity Distribution Division-ICity distribution Division IICuttack Electrical Division, CuttackAthagarhElectrical Division, AthagarhSalipur Electrical Division, Salipur

Electrical Circle Paradeep Kendrapara Electrical Division,KendraparaKendra para Electrical Division, MarsaghaiJagatsinghpur Electrical Division Paradeep Electrical Division

Electrical Circle Dhenkanal Dhenkanal Electrical Division,DhenkanalTalcher Electrical Division,ChainapalAnugul Electrical Division, Angul

From the above it is apparent that the number of Division under each Circle is not similar. For example, Bhubaneshwar circle has 2 distribution and Cuttack Circle have 1 Distribution and two Electrical Divisions each under their jurisdiction. Similarly, remaining three Circle have only

Electrical Divisions under them. The office of the Superintending Engineer is under :

Establishment SectionFinance SectionCommerceClerical A& Clerk B

Data entry officer Work and purchase

Technical is organized as:Technical Assistant

Organization of a Division

A distribution Division is headed by one AGM who reports to the head of the respective CIRCLE. He, in turn, exercise control over the Subdivisional heads who are in charge of the Sub Divisions. AHis office is organized as under :

Technical

Administrative(a) Assistant Manager(b) Divisional Accountant(c) Head Clerk(d) Cleck (a) & Clerk (b)

Similarly, an Electrical Sub Division is also headed by one a SDO who reports to the AGM and exercises control over the Section Officers under him. His office is organized as under :

Engineer Commerce

The last formation of CESU is the Section which is headed by a Junior Manager. He reports to the Sub divisional head.

Company profile

Before discussing any thing about CESU it is necessary to cast a birds eye view on the origin and growth of this Utility. As a matter of fact, CESU owes its origin to CESCO. In a nut shell, the origin and growth of CESU is as under :

The Central Electric Supply Company of Orissa Limited, CESO in short, was incorporated on 19-11-1997 under Companies Act, 1956 as a Public Limited Company. It received certificate of commencement of business on 30-12-1997 and started functioning with effect from 2611-1998 under the license of GRIDCO. CESCO received the distribution and retail supply license from Orissa Electricity Regulatory Commission (OERC) to distribute and make retail supply of Electricity in the Central Zone consisting of undivided Cuttack, Puri and Dhenkanal Districts of Orissa. It started functioning under its own license from 1-4-1999. The company continued to be a wholly owned subsidiary of GRIDCO till 31-8-1999.As a measure of power sector reform in Orissa 51% percent of the shares of the company were disinvested on 01-09-1999and accordingly the Company ceased to be a Government Company with effect from 1-9-1999. AES-ODPL acquired 51% of the shares of CESCO and took over the management of the company in August 2001. However, it disassociated itself from the management of the company from August 2001. On an application filed by GRIDCO with OERC the later appointed a Chief Executive officer to manage the affairs of CESO . The Chief Executive Officer took over the management with effect from 28-8-2001.The license of CESCO was finally revoked with effect from 01-04-2005 by OERC. After revocation of the license an un successful attempt was made to privatize the undertaking . Ultimately, in exercise of the powers under Section 22 of Electricity Regulation Act 2003, the Commission, vide their order dated 08-09-2006 the Central Electricity Utility of Orissa (Operation and Management )Scheme . The Scheme Came into force with effect from 08 September 2006and from this date the Utility is named as “ The Central Electricity Supply Utility of Orissa, CESU in short, and all assets, liabilities, rights, proceedings and

manpower as well as the license for distribution and supply of electricity held by CESO devolved upon CESU.An over view of CESU

At present CESU is supplying electrical energy to about 9 lakhs of consumers in its area of operation spread over the districts of Puri, Khurda, Jagatsinghpur, Angul, Cuttack, Kendrapara, Nayagarh, Dhenkanala and a part of Jajpur District. Its distribution area covers 29,000 sq km and it provides electricity to about 1/3 of the population of the State of Orissa. Presently CESU has 20 electrical distribution Division, one MRT Division and one E&MR division . Five electrical circles are functioning under its control. It has got 68 sub-divisions, and 245 electrical Sections. Its Human Resource consists of about 8330 persons. One APDRP Circle and three APDRP Distribution Divisions are also functioning to execute all the construction works for system improvement financed by IBRD as a part of power structure reforms in Orissa. The infrastructure available with CESU is furnished below :

Objectives of CESU

To acquire, establish, construct and operate electrical lines for the purpose of distribution and supply of electrical energy and associated substations

To purchase and sale of electricity and co-ordinate with other companies

No. of Circles 5No. of Divisions 20No. of Supporting Division(E&MR.MRT, Store & Supply)

4

No of Subdivision 68No of Sections 245Length of 33 KV.CKM 2741.798Length of 11 KV CKM 15779.57Length of LT line 18904.776No. of 33 KV feeder 125No. of 11 KV feeder 584No of distribution transformer 17405

To plan, investigate and prepare product report, Business plan, and strategies documentation and forecast customer demand source of purchase of power

Tundertake for and on behalf of others the erection, operation, maintenance, management of electrical lines for the purpose of distribution and/or supply of electrical energy and associated substations, equipment apparatus, cables and wares.

Vision of CESU

- To ensure uninterrupted quality and reliable power supply to its consumer

- To be the best distribution utility of India

- To make every work place a safe working place

- To be socially responsible for employees and society

Its Mission

- Be a corporate responsible to care for human lives

- To adopt profitable policy to create a happy workforce and adopt best work culture practice

- To allow fair lab our welfare practice by eliminating fear of redundancy from the people through proper training

- Managing the change process by good and fair HRD practices

- To deploy latest technologies in the system to bring transparence

And its core values

Customer Focus