Internship Report On

MEPCO (WAPDA)
Office of the Manager Operation MEPCO Circle R.Y.Khan

Internship report submitted to the department of

Management science, Islamia University Bahawalpur to
full fill the requirements of
BBA (Hons) Degree

By

JAMIL AHMED
BBA (Hons)
Roll no 18

Session: 2005-2009

Coordinator
Prof: Shahid Nawaz

DEPARTEMENT OF MANAGEMENT SCIENCE

ISLAMIA UNIVERSITY BAHAWALPUR RAHIM YAR KHAN CAPUS

Dated of Submission Sep 04, 2009

 Internship Report On MEPCO

APPROVAL SHEET

SUPERVISED BY -----------------------------

DESIGNATION -----------------------------

SIGNATURE -----------------------------

EXTERNAL EXAMINER

NAME -----------------------------

DESIGNATION -----------------------------

SIGNATURE -----------------------------

The Islamia University Of Bahawalpur Department of Management Science | ii

 Internship Report On MEPCO

PREFACE
“Genius makes its observations in short hand; talent writes them out at length.”
Christian Nevell Bovee
As mentioned by the above quotations observing and on site viewing are a
very firm base for learning. We learn a lot more by seeing the theories, we read in
books, applied practically by the pros and by seeing how they actually put them to work.

If we mull over the significance of internship program then we will be able to bare the
facts that internship enhance ones practical loom towards work and provide maximum chances
for learning, which will obviously help out candidate in the practical fields. The intention at
the rear about internship program is that the students can analyze, observe, feel, examine the
organization environment and equip themselves with the tools to face the ever shifting
challenges in the organizations. In short internship plays a pivotal role in the future sensation
& stir of the candidate.

This Report is specially meant for the student of BBA (Hons). It is concerned to a brief
study of the operation, Function, tasks and services of MEPCO.

The effective system at MEPCO was a piece of art and to see it in working process was a treat
itself. The billing system at MEPCO is designed to calculate and disseminate bills and to
store these bills in the data base and to use them for further use. MEPCO has fine
organizational structure and a well defined fully working effective system that helps and
aids managers to do their job at best. Our knowledge was further enlighten when we had some
of the lectures from the seniors managers of MEPCO, they knew quite a lot about the organizat
ion and the subject and they left no stone unturned to let us know about that it was a four
week study of the billing system and we had the most enjoyable case study of our life.

In preparation of this Report is have tried my best to provide all Possible information about
the operation, function and tasks of MEPCO in brief and comprehensive form. It also includes
a brief department worked during internship. I have also tried my best to use simple and easy
words and language.

This report is an anthology of my views pertaining to MEPCO operations & practices. In my

view it is a credible and comprehensive compilation of facts. In this report I wrote principally
on the issues pertaining to job duties & responsibilities, operations & practices and its future
prospects with some recommendations.
When the time came to give this information a convenient shape I was confronted with a
dilemma of what to put in. One leeway was to include all details with explanation & second
preference was to point out some worthy issues with some details. Last solution looked more
practicable to me therefore I opt for second solution i.e. to present some relevant feasible
details. These details entail information about management philosophy, practices, and
functions, strong and weak areas of MEPCO .
I take this opportunity to express my gratitude to all who helped me in the preparation of this
valuable report.

The Islamia University Of Bahawalpur Department of Management Science | iii

 Internship Report On MEPCO

Then internship report ends with some recommendation after identification of some problems
observed during the course of internship.

ACKNOWLEDGEMENT

All praise to Almighty Allah, the most merciful and compassionate, who give me skills and
abilities to complete this report successfully

I am grateful to my parents who are always been a source of encouragement for me throughout
my life and from start to the end of this report

I am thankful to all my staff members so MEPCO Rahim yar khan.

I found every one very co-operative and helpful for providing me the Theoretical as well as
practical knowledge about the function and operation of the MEPCO.

I like to express our gratitude to Faqir Ahmed (Head of Technical Dept.

MEPCO), Ahsan Kareem (Manager Revenue Branch) and the whole MEPCO Team that helpe
d me by providing all the needed information i needed to complete this report.

I express my greatest gratitude to my kindhearted Supervisor Mr. Shahid Nawaz who was the
Person who made me able to write this report, His enthusiasm shows the way forward to me to
achieve this success and who kept me in high spirit through his appreciation. He helped me a
lot each time I went up to him.

Jamil Ahmed
BBA (Hons)
IUB RYK CAMPUS
Session 2005 - 2009

DEDICATION

The Islamia University Of Bahawalpur Department of Management Science | iv

 Internship Report On MEPCO

I dedicate my work to my most respectable parents and teachers whom prayer made me
able to have such an opportunity of working in the Government Sectors and get
experienced

The Islamia University Of Bahawalpur Department of Management Science | v

 Internship Report On MEPCO

Internship Report On....................................................................................................i

MEPCO (WAPDA)........................................................................................................................i
By..................................................................................................................................i
JAMIL AHMED............................................................................................................................i
Coordinator..................................................................................................................i
DEPARTEMENT OF MANAGEMENT SCIENCE.....................................................................i
ISLAMIA UNIVERSITY BAHAWALPUR RAHIM YAR KHAN CAPUS................................i
Executive summary.......................................................................................................................1
Introduction...................................................................................................................................3
Purpose of the study..................................................................................................................3
General Purpose........................................................................................................................3
Specific Purpose.......................................................................................................................3
Power Wing...............................................................................................................................6
PEPCO......................................................................................................................................7
Vision...........................................................................................................................8
Mission........................................................................................................................8
Objectives....................................................................................................................8
PEPCO Board of Directors ........................................................................................9
MEPCO...................................................................................................................................10
Introduction...............................................................................................................10
Map...........................................................................................................................10
Top Management........................................................................................................11
MEPCO History........................................................................................................15
Mission Statement......................................................................................................16
Vision.........................................................................................................................16
Our Commitment.......................................................................................................16
Management Philosophy...........................................................................................16
Objectives..................................................................................................................16
Organizational Structure.............................................................................................................17

The Islamia University Of Bahawalpur Department of Management Science | vi

 Internship Report On MEPCO

The Islamia University Of Bahawalpur Department of Management Science | vii

 Executive summary
“Experience is not what happens to you, it is what you do with what happens to you.”
-Aldous Huxley
I judge my time spent at City District Government Gujranwala (Finance Department) as
being the most productive and exhilarating experience of my corporate life. Few of the
main highlights of my work experience while at Finance Department were:
• Good Leadership
• Congenial Work Atmosphere
• Challenging Tasks Assignment
• Employee Empowerment
• Proactive Problem Resolution

Before the details description of the report I started with the summary of work I done.
The basic purpose of this summary is to given an idea about the contents and efforts
made behind the completion of the report to the reader.

It was assigned me to visit the MEPCO to view the working environment, function,
procedures and behavior of doing work. Internship was started from 03-07-2009 and end
on 04-08-2009, this period was the real experience e of my life and I saw the setup,
working process and formal documentation of the MEPCO.

The MEPCO is a very big organization with several departments in working in the head
office. The human resource department which deal with the internees has assigned me
MEPCO Shahi road Rahim Yar Khan for 4 weeks. MEPCO gives me the opportunity to
view, how the books of accounts are prepared, how to fill the different forms, how to
behave wit customers and about the record keeping. I worked in Technical section of
MEPCO and learned about distribution system of MEPCO, technical correspondence
between departments and flow of data between departments. I also learned billing system
of MEPCO and also how to apply for new connection and what is procedure. Here staff
gives me opportunity to do practical work. It was a really nice and fruitful experience for
my upcoming practical life.
 I would like to conclude by saying that even though every person will have a
different story to tell, the common factor that binds us all is the good work done by our
predecessors in the IUB. I have given more than 100% of my efforts to keep up that good
work and I am sure that my colleagues have done the same. I am hopeful that as we pass
through the corridors of this great institution into the real world, this legacy will be kept
and upheld by the future generation of IUBians.
Introduction

Purpose of the study

Purpose of the study was two pronged.

General Purpose
• To get acquaintance to the MEPCO operations.
• To know what sort of changes management brings in managerial activities.
• To see the application of our Professional studies especially.

Specific Purpose
Specific purpose of the study includes.
• A partial fulfillment as a requirement for the completion of BBA(Hons) degree.
• To objectively observe the operations of MEPCO in general and the operations of
MEPCO in specific.
• To make recommendations or implementation plans for the improvement of the
operations of MEPCO in the light of our professional studies.

WAPDA, the Pakistan Water and Power Development Authority, was created in 1958 as a
Semi-Autonomous Body for the purpose of coordinating and giving a unified direction to
the development of schemes in Water and Power Sectors, which were previously being
dealt with, by the respective Electricity and Irrigation Department of the Provinces.
• Since October 2007, WAPDA has been bifurcated into two distinct entities i.e.
WAPDA and Pakistan Electric Power Company (PEPCO). WAPDA is responsible
for water and hydropower development whereas PEPCO is vested with the
responsibility of thermal power generation, transmission, distribution and billing.
There is an independent Chairman and MD (PEPCO) www.pepco.gov.pk
replacing Chairman WAPDA and Member (Power) who were previously holding
the additional charges of these posts.
• WAPDA is now fully responsible for the development of Hydel Power and Water
Sector Projects.
• PEPCO has been fully empowered and is responsible for the management of all
the affairs of corporatized nine Distribution Companies (DISCOs), four
Generation Companies (GENCOs) and a National Transmission Dispatch
Company (NTDC). These companies are working under independent Board of
Directors (Chairman and some Directors are from Private Sectors).
• The Companies are administratively autonomous and leading to financial
autonomy by restructuring their balance sheets by bringing their equity position to
at least 20 percent, required to meet the prudential regulations and to facilitate
financing from commercial sector (approved by ECC).
• The Loan Liability Transfer Agreements (LLTA) have been signed with Corporate
Entities and execution of loan transfer is complete.
• All Entities have the physical possessions of all their operational assets.
 • On 24th Feb. 2007 Ministry of Water & Power notified NEPRAapproved Tariff
for all Distribution Companies replacing unified WAPDA Tariff.
• Legal Agreements such as Business Transfer Agreements, Operation
Development Agreement, Energy Supply Agreement, Business Supplementary
Agreement and Fuel Supply Agreement etc. were executed between WAPDA and
Corporate Entities to facilitate commercial operations.
• Regulatory instruments like Grid Code, Distribution Codes, Performance
Standard for Distribution Companies and Transmission Companies were drafted
and got approved from (www.nepra.org.pk) in 2007.
• All major lenders gave their consent for transfer of their loan from WAPDA to
Corporate Entities, thus 326 loan assumption agreement were signed amongst
respective Companies, WAPDA and EAD (Economic Affairs Division) GOP.
• CPPA is established under the coverage of NTDC for payments from DISCOs to
IPPs, GENCOs and NTDC. Ultimately, it will function independently under
Federal Govt. and all forthcoming IPPs will be under CPPA.

The Charter of Duties of WAPDA is to investigate, plan and execute schemes for the
following fields:

a. Generation, Transmission and Distribution of Power.

b. Irrigation, Water Supply and Drainage.
c. Prevention of Water logging and Reclamation of Waterlogged and Saline Lands.
d. Flood Management.
e. Inland Navigation.

The Authority comprises of a Chairman and three (3) Members working through a
Secretary.

WAPDA is one of the largest employers of human resources in Pakistan. Over the years
WAPDA has built-up a reservoir of Technical know-how and expertise which has made it
a modern and progressive organization.
Power Wing
Power Wing is currently headed by Member (Power). Power wing of WAPDA
comprising of Generation, Transmission and Distribution has been restructured into
fourteen (14) public limited companies. These fourteen (14) Corporate Entities are ;

• Four (4) Thermal Power Generation Companies (GENCOs)

1] Southern Generation Power Company Limited (GENCO-1) head quarter at

Jamshoro district Dadu near Hyderabad Sindh.

2] Central Power Generation Company Limited (GENCO-2) head quarter at Guddu

district Jacobabad Sindh.

3] Northern Power Generation Company Limited (GENCO-3) head quarters at TPS

Muzaffargarh district Muzaffargarh Punjab.

4] Lakhra Power Generation Company Limited (GENCO-4) Headquarter at WAPDA

House Lahore.
• One (1) National Transmission & Power Dispatch Company (NTDC)

• Nine (9) Distribution Companies (DISCOs) as under:

1] (LESCO) - Lahore Electric Supply Company

2] (GEPCO) - Gujranwala Electric Power Company
3] (FESCO) - Faisalabad Electric Supply Company
4] (IESCO) - Islamabad Electric Supply Company
5] (MEPCO) - Multan Electric Power Company
6] (PESCO) - Peshawar Electric Power Company
7] (HESCO)- Hyderabad Electric Supply Company
8] (QESCO) - Quetta Electric Supply Company
9] (TESCO) - Tribal Electric Supply Company

PEPCO

PAKISTAN ELECTRIC POWER COMPANY

The Pakistan Electric Power Company (Private) Limited (PEPCO) has been entrusted the
task of managing the transition of WAPDA from a bureaucratic structure to a corporate,
commercially viable and productive entity. It is a mammoth task and progress in the
initial months was rather slow, but one should keep in mind that responsibility is
enormous and transition is a long drawn process.
Before going into further details of the restructuring programme, it is necessary to
understand the shift in the GoP policy. The GoP, in line with its Strategic Plan of
 1992 approved by the cabinet committee, had decided to restructure the entire
power sector in the country

• De-regulation of power sector

• Promotion of IPPs
• Restructuring of WAPDA
• Privatization of select corporate entities

Vision
To make Pakistan Power Sector customer friendly, efficient, able and responsive in
meeting tee electric energy requirements of industry, business and domestic customers,
and move to an energy sufficient model from the current energy deficient scenario, on
commercially viable and sustainable basis, in order to support the high growth economy
and to meet the government's objective of "Power for All".

Mission
To fully enable the reform and restructuring of the Pakistan Power Sector and to
transform the fourteen (14) Corporate entities (CE's) into autonomous and commercially
viable enterprises, thru induction of effective corporate management, best business and
utility practices, and well engineered systems, and bridge the ever growing supply-
demand gap, so as to meet customers electric energy requirement on a sustainable and
environmentally friendly basis, thru best utilization of resources, in an efficient, ethical
and customer friendly manner, with responsibility to the community and the Nation.

Objectives
Pakistan Electric Power Company (PEPCO) unveiled new face of Pakistan's power sector
with the crisis management objectives to improve the efficiency of the power sector and
to meet customers' electric energy requirements on a sustainable and environment
friendly basis. The specific objectives of PEPCO are:
 o Stop load shedding,
o Constructing new grid stations,
o Reducing line losses; minimizing tripping and theft control,
o Revamping of generation units and to improve customer services and
o Development of an integrated automated power planning system for
generation, transmission and distribution to ensure system stability, fault
isolation and upgrade relying, metering and tripping system at NTDC as
well as Discos level.

PEPCO Board of Directors

Mr. Shahid Rafi Chairman
Secretary Ministry of Water and Power

Mr. Tahir Basharat Cheema

Managing Director, PEPCO Member

Mr. Saleem Arif Member

Advisor, PEPCO

Razi Abbas Member

Chief Financial Officer, PEPCO

Mr. Wazir Ali Bhaio Member

General Manager (Operation)

Mr. Salman Iqbal Member / Secretary

Director Legal, PEPCO
MEPCO

Introduction
MEPCO the Multan Electric Power Company is one of the biggest Distribution Company
of WAPDA. It's area of operation is from Sahiwal to Sadiqabad, Bahawalnager to
Bahawalpur and Tounsa Sharif to Rajanpur and bordering with Sind, Balochistan and
NWFP

Map
The Charter of MEPCO is to provide the reliability, quality and safety of electric power
supply to the consumers in its Jurisdiction.

MEPCO is envisaged for the creation of the resources and engineering plans for
additions, renovation and augmentation of the distribution system in order to achieve
charter.

MEPCO is putting efforts to make it a viable and progressive utility to take care of
consumer's power demand.
Top Management

Mr. Guftar Ahmed

Chief Executive Officer
O/o Chief Executive MEPCO HQ, Multan.

Mian Iftikhar Ahmed

HR & Admn Director
O/o Chief Executive MEPCO HQ, Multan.

Mr. Mehar Khan

Chief Engineer / (Op.) Distribution.
O/o Chief Executive MEPCO HQ, Multan.

Mr. Jalal-ud-Din Malik

Chief Engineer / (Development)
O/o Chief Executive MEPCO HQ, Multan.
Hafiz Ashraf Ali
Chief Engineer / (CS) Director
O/o Chief Executive MEPCO HQ, Multan.

Mr. Pervaiz Akthar Shah Khaga

Chief Engineer / (Tech) Director
O/o Chief Executive MEPCO HQ, Multan

Mr. Syed Javaid Hashmi

Chief Engineer / (Op.) T&G
O/o Chief Executive MEPCO HQ, Multan.

Mr. Shafqat Asghar Tahir

Chief Engineer / (Op.) Director
O/o Chief Executive MEPCO HQ, Multan.
Syed Mushtaq Hussain Bukhari
Finance Director
O/o Chief Executive, MEPCO HQ, Multan

Board of Directors MEPCO

Mr. Tanveer Ahmad Sheikh (Chairman)/Director

Industrialist / MD, Maqbool Textile Mill,
Chowk Sarwar Shaheed, Muzaffargarh.

Ch. Guftar Ahmed (Director)

Chief Executive Officer MEPCO

Mr. Muhammad Azhar Iqbal (Director)

General Manager (Central Contract Cell),
WAPDA House, Lahore.
Engr: Malak Sher (Director)
General Manager (CPPA) WAPDA
WAPDA House, Lahore.

Mr. Mumtaz Khan Manais (Director)

Modern Agriculturist & Dairy Farmer
Gold Medal from UNO
& Pride of Performance from President of Pakistan

Mr. Tariq Mahmood Qurahsi (Director)

Engineering Advisor (Power)
O/o the Chief Engr: Advisor Plot No. 06 near old MNA Building, G-5/I,
Islamabad.

Ch. Muhammad Akram (Director)

Chairman PCGA House MDA Road Multan..
Mr. Shahbaz Ahmed Khan (Secretary)
Company Secretary MEPCO

MEPCO History
WAPDA
The electricity supply service in Pakistan, initially, was undertaken by different agencies,
both in public and private sectors, in different areas. In order to provide for the unified and
coordinated development of the water and power resources, Water and Power
Development Authority (WAPDA) was created in 1958 through WAPDA Act, 1958.

AREA ELECTRICITY BOARD MULTAN

The local areas electricity distribution service was being performed by various Regions of
WAPDA. Then the Area Electricity Board (AEB) Multan, on the eight AEBs in Pakistan,
was established under the scheme of Area Electricity Boards in 1982, in order to provide
more autonomy and representation to provincial government, elected representatives,
industrialists, agriculturalists and other interest groups in functions of the AEBs.

MEPCO
The environment and structure of the power industry throughout the world are undergoing
dramatic change. The power sector is moving from monopoly to privatization and from
integration to disintegration. To keep pace with this change, the Government of Pakistan
approved a Strategic Plan in 1994 as a consequence of which the power wing of WAPDA
has been unbundled into 12 Companies for generation, transmission and distribution of
electricity.

Multan Area Electricity Board was reorganized into one such corporatized entity under the
name of Multan Electric Power Company (MEPCO) with effect from 14.05.1998, with
the aim of commercialization and eventually privatization.
Mission Statement

Ensure convenient availability of high quality electric power to the people at affordable
price, retaining financial viability of the Company.

Vision
To ensure convenient availability of high quality power in area of responsibility, in order
to alleviate the poverty, improve quality of life and make the Industrial and Agriculture
Sector competitive in the World Market.

Our Commitment
Improve customer satisfaction Reduce Line Losses Weed out corruption Increase revenue
generation

Management Philosophy
• Open door policy for all
• Tackle all problems upfront
• Merit, justice, fair play be the hallmark
• Transparency in all fields
• Accountability of everyone

Objectives
• To play an active role to make “Sar Sabaz and Roshan Pakistan”
 • To facilitate agriculture and industrial sector
• To ensure un-interrupted & stable power supply to all our customers
• State-of-art customer care for entire satisfaction of customers
• To provide electricity to every village in jurisdiction of company
• To establish, construct and operate reliable electricity distribution network

Organizational Structure
MEPCO comprises of the following eight (08) distributions Operation Circles, one
(1) Construction and two (2) GSO Circle, as detailed below:
Operation Circles
G.S.O. Circles 6 Divisions
1. Multan Circle
2. Sahiwal Circle
Project Construction Circle 8 Divisions
Inputs and Outputs of MEPCO
MEPCO Multan Electric Power Company is an electricity distributing company
that disrtibutes electricity. Multan Electric Power Company buys electricity from either
WAPDA the Pakistan Water and Power Development Authority and NEPRA or produce
their own electricity by using thermal power station and distributes it to the consumers
through grids and power stations.
Inputs
The inputs of MEPCO includes the raw form of electricity coming from the power
stations and WAPDA and the purchased electricity from NEPRA. The then distribute this
electricity through out the multan division.
Outputs
The output of MEPCO is the processed form of electricity that is in the state of
distribution and is distributed through grid stations and transformer. They distribute this
electricity through out multan division to various sub divisions.
MEPCO’ MIS
The MIS of MEPCO Multan Electric Power Company is specialy designed to solve
the management related issues the MIS of MEPCO take the inputs coming from all the de
pt. and banks that are present in their enviornment MIS then process all the data coming
from these sources then make reports that helps in management decision making.
These reports help a lot in managing the firm effectively and efficiently.
Working of Various divisions/departments

Technical Overview
AREA OF OPERATION
MEPCO's area of responsibility covers Civil Districts of Multan, Khanewal, Sahiwal,
Pakpattan, Bahawalnager, Lodhran, Bahawalpur, R.Y. Khan, Vehari, Muzaffargarh, D.G.
Khan, Layyah, and Rajanpur.

ORGANIZATIONAL STRUCTURE OF MEPCO

MEPCO comprises of the following eight (08) distribution Operation Circles, one (1)
Construction and two (2) GSO Circle, as detailed below:-

Operation Circles
1. Multan Circle 6 Divisions / 33 Sub Divisions
2. D.G. Khan Circle 3 Divisions /12 Sub Divisions
3. Vehari Circle 3 Divisions /13 Sub Divisions
4. Bahawalpur Circle 3 Divisions / 17 Sub Divisions
5. Sahiwal Circle 4 Divisions /18 Sub Divisions
6. R.Y. Khan Circle 3 Divisions /15 Sub Divisions
7. Muzaffargarh 3 Divisions /16 Sub Divisions
8. Bahawanager Circle 3 Divisions / 13 Sub Divisions
Total 31 Divisions / 143 Sub Divisions
G.S.O. Circles 6 Divisions
1. Multan Circle
2. Sahiwal Circle
Project Construction Circle 8 Divisions

GRID STATIONS
1. 132/11KV 76 Nos.
2. 66/11KV 28 Nos.

TOTAL 104 Nos.

DISTRIBUTION TRANSFORMERS 1,15,810 Nos.

Capacity of Distribution Tfrs 5886.56 (MVA)

DETAIL OF INFORMATION GIVEN BELOW:-
1. Total Length of 132/66KV, T/Lines 4214.97 KM
2. 132KV Transmission Line. 2809.97 KM
3. 66KV Transmission Line. 1405 KM
4. Total Nos. of Power Transformers 204 Nos.
5. 132KV Power Transformers 160 Nos.
6. 66KV Power Transformers 44 Nos.
7. Distribution Transformers 115810 Nos.
8. Capacity of Distribution Transformers 5886.56 MWA
9. Peak Demand of 2007-08 2588 MW
10. Peak Demand of 2008-09 2752 MW
11. Peak Demand of 2009-10 3000 MW
12. New G/S added in 2009-2010 06 No.
13. Conversion for 66KV & 132KV 2009-2010 05 Nos.
14. Augmentation during 2009-2010 20 Nos.
15. Extension 2009-2010 15 Nos.
HT / LT LINES
1. 11 KV Feeders s 884 Nos.

2. Length of H.T Line 63,233 KM

3. Length of LT Line 42,595 KM

JURISDICTION MAP OF MEPCO

Click on the Map

for full image
CATEGORY WISE NUMBER OF CONSUMERS AS ON 06/2009
 No. of Consumers
CATEGORIES
PRIVATE GOVT. TOTAL
Domestic A-1 3337931 18030 3355961
Domestic Temp. E1 (1) 713 1 714
TOTAL DOMESTIC 3338644 18031 3356675
Commercial A-2 379773 1226 380999
Comm.: Temp E1 (2) 793 11 804
TOTAL COMMERCIAL 380566 1237 381803
Industrial B-1 340831 999 35080
Industrial B-1 (TOD) 32 0 32
Industrial B-2 4606 147 4753
Industrial B-2 (TOD) 949 33 982
Industrial B-3 26 4 30
Industrial B-3 (TOD) 186 5 191
Industrial B-4 0 0 0
Industrial B-4 (TOD) 6 1 7
TOTAL INDUSTRIAL 39886 1189 41075
Bulk Supply C-1 (A) 21 69 90
Bulk Supply C-1 (B) 108 180 268
Bulk Supply C-2 (A) 8 27 35
Bulk Supply C-2 (C) 0 0 0
Bulk Supply C-3 0 1 1
TOTAL BULK SUPPLY 137 257 394
Agri: SCARP D-1 2503 2080 4583
Agri: D-2 16997 137 17134
Agri: D-2 TOD 38721 61 38782
TOTAL AGRICULTURE 58221 2278 60499
Public Lighting (G1. G2) 295 1056 1351
Res: Colonies (H1, H2) 95 8 103
Rly: Traction (1) 0 4 4
Co- Generation (J) 3 0 3
TOTAL 3817847 24060 3841907
DEPARTEMENTS
Accounts Department
Finance Department
IT Department
Revenue Department
HR Department
Inventory Control Department
Training Department

Services
GENERAL INFORMATION
Information desired relative to subject matters covered by this Manual may be obtained by
personal call, by telephone, or by mail. This information is also available on the web site
of the MEPCO. The AMO’s Office is the main contact office where a separate window/
sub-office is available in addition to the customer service centers, to provide all necessary
information required regarding application for new connections and provision of electric
power services.

APPLICATION FOR SERVICE

Application and Agreement (A&A) Forms in English and Urdu along with abridged
conditions of supply as approved by NEPRA is available in each sub-
divisional/divisional/circle office and shall be given to prospective consumers free of cost
on demand.

A&A forms in Urdu and English script are also attached at the end of this Manual.

The prospective consumers shall be required to fill in the forms and attach the required
supporting documents as detailed therein.
Any assistance or information required in filling the application form shall be provided to
the applicant by staff in the office where form is to be submitted.
Application for new connection can be submitted to relevant office in person or by mail.

Written instructions regarding completion of the A&A form and fulfillment of all the other
requirements for obtaining a new connection are also available to the applicant on request.
These instructions are both in English and Urdu scripts.
DOCUMENTS TO BE ATTACHED WITH THE APPLICATION AND
AGREEMENT FORM
Documents to be attached with the A&A Form are as follows:

1. Signed Abridged Conditions of supply.

2. Ownership proof of the premises where connection is required.
3. An affidavit from the owner of the premises to the effect that no connection
existed previously at the premises for which connection is applied and that he shall
pay any outstanding dues in respect of any previous connection which existed at
the premises in question, if noticed thereafter.
4. “No Objection Certificate” from the landlord (if the applicant is a tenant along
with landlord’s proof of ownership and affidavit mentioned above).
5. Attested copies of National Identity Cards of the applicant and two witnesses.
6. The power of attorney (in case of a Company), in favor of the applicant to the
effect that the applicant is authorized to sign the application and execute
agreement on behalf of the Company.
7. In case of a Public Limited Company, the list of Managers, Directors etc. with
complete addresses and attested photocopies of all documents regarding
registration of the Limited Company along with Memorandum and Articles of
Association of the company.
8. Site plan where connection is required in case of industry.

9. In case of change of name/reconnection/extension and reduction of load, a

certificate from concerned the Revenue Office, to the effect that no arrears are
outstanding against the premises along with proof of owner ship/NOC.
 The prospective consumers shall submit completely filled A&A forms along with
the required documents in the respective nominated/designated office of Company.

3.1 The Company office shall check the A&A Form submitted by the prospective
consumer and if in order shall return “B” copy of the A&A form with counter foil duly
filled in as a token of receipt. However, if the Relevant office cannot provide the
connection for any valid reason, it shall inform the consumer in writing along with the
reasons thereof.

3.2 There shall be a “ONE WINDOW OPERATION” for the prospective consumer in the
Company office where the application is submitted up to the installation of a new
connection. This process shall be followed in all the offices of Company viz. Sub-
Divisions, Divisions, Circles etc.

DESIGN, COST ESTIMATE AND DEMAND NOTICE

After the receipt of Application Form along with the required documents the recipient
Office shall issue an acknowledgement receipt and a serial number to the applicant for
further processing etc.

The AMO/ DMO/MO/CEO’s office (depending on where the application is submitted)

after verification of the application (A&A Form) shall depute an engineer/ company
representative for site visit and preparation of Site Sketch and Cost Estimate. The
applicant shall also be informed of the date and time on which the engineer/ company
representative shall visit the site.

Based on the field report, cost estimates and determination of category of the consumers
etc., a Demand Notice shall be issued under registered AD or through courier by
concerned office to the applicant for the deposit of charges etc. The demand notice will
include the date of application, the serial No of the demand notice and the date of issue.
The demand notice shall also include the name of the applicant and the date till which the
demand notice is valid for payment. The demand notice for capital contribution and
security amounts will be issued simultaneously but separately. Both the demand notices
will have the name of the Bank Branch where payment of the demand notices should be
made.

Branches of designated banks shall be authorized to receive the Demand Notice charges
etc. and issuance of acknowledgement receipts etc.

A new priority number to each application after the demand notices have been paid will
be allocated and displayed on the mother board.

SUBMISSION OF WIRING TEST REPORT.

The prospective consumer except domestic & agriculture shall attach Wiring Contractor’s
Test Report,(Annex – ) with the paid Demand Notices and submit the same to the
concerned office. The Wiring Contractor’s Test Report, can be obtained free of charge
from the concerned office. These wiring test reports will have to be duly filled by the
approved wiring contractor and approved and stamped by an Electric Inspector after
physical verification of the site.

APPROVAL OF CONSUMER’S INSTALLATION

Before any electrical wiring or energy consuming apparatus is connected to the
Company’s distribution system, the same shall be subject to inspection and testing by the
concerned office and no connection shall be made to the company system without the
prior Inspection/Verification of the test report.

The Wiring Contractor’s test report shall be physically verified by the designated Officer/
Official of the concerned office concerned Company by visiting the site.

CATEGORIES/OFFICE FOR PROCESSING & SANCTIONING OF

CONNECTIONS
7.1 For processing/Sanctioning applications for new connections, consumers shall be
divided into following five categories.
CATEGORY-1 (AMO) Sub-Division
a. Tariff A-1 and A-2 for the general consumers at 220/ 400 Volts supply. AMO
b. General connections for load up to 15 KW. AMO
CATEGORY-2 (DMO) Division

a. Tariff B-1 for industrial supply up to 20 KW.

b. Other supplies and general connections above 15 KW and up to 40 KW
at 400 Volts.
CATEGORY-3 (MO) Circle

a. Tariff B-I for industrial supply at 400 volts for load above 20 KW to 40KW
b. Tariff B-2 for industrial supply at 400 volts for load above 40 KW but not
exceeding 500 KW.
b. Tariff C-1 for Bulk supply at 400 volts.
c. Other supplies and general connections above 70 KW but not exceeding
500 KW.
CATEGORY – 4 (CEO) MEPCO H/Q

a. Tariff B-3 at 11 KV or 33 KV for load above 500 kW but not exceeding

5000 KW.
b. Tariff C-2 for Bulk Supply at 11 KV or 33 KV.
c. Other supplies and general connections at 11 KV or 33 KV for load above
500KW but not exceeding 5000 KW.
CATEGORY – 5 (Authority) MEPCO
a. Tariff B-4 for Industrial Supply at 66 KV or 132 KV for all loads. Auth.
b. Tariff C-3 for Bulk Supply at 66 KV or 132 KV for all loads. Auth.
c. Other supplies and general connections at 66 KV or 132 KV for all loads. Auth.
d. Tariff B-5 for KESC franchise area for 220 kV and above, applicable for all loads Auth.

Time Schedule for giving new connections under Category 1 A-I and A-2 as prescribed in
(Performance Standards) distribution
SERVICE CONNECTION
PRIMARY SERVICE CONNECTION
An overhead primary service connection is that portion of the overhead supply
conductors, with supports if required, between the MEPCO's primary distribution system
(11000 volts and or above) and a distribution Sub Station or a Consumer Sub Station.

The primary connection will be furnished to a consumer as per his sanctioned load
following the Design and construction standards as mentioned in Distribution Code.

SECONDARY SERVICE CONNECTIONS

An overhead secondary service connection is that portion of the overhead supply
conductors, with supports if required, between either the MEPCO's secondary distribution
system (400 volts and below) or the distribution Sub Station and the Consumer's metering
equipment.

CLEARANCES
In order that the work to be done by the company and by the consumer is properly
coordinated and that proper clearances are maintained, the consumer shall obtain
information from the concern officer as to the designated pole and the height on such pole
where the service drop will be attached.
Attachments and supports for service connections of 400 volts or less shall be so installed
that, after provisions for normal sag, the required minimum clearances of service
connections are maintained:
In case a building is too low to provide the minimum clearances, a riser or a roof bracket
shall be installed in accordance with the specifications.

If the pole from which service is to be taken is so close to a building, that it is

impracticable to install a service drop in the usual manner, the consumer shall install the
service head adjacent to the pole at a point designated by the AMO and concerned officer
shall make the connection. In this case no service attachment will be required.
When a one-storey building is located on a street property line, and when the service drop
from the pole to the building, if carried to the street side of the building, would not
provide sufficient clearance, the consumer should consult the concern AMO regarding the
proper location for the service attachment.

The service head and attachment shall be so located that (1) the unenclosed wires will
adequately clear gutters, walls, balconies and other building attachments; (2) the wires
shall be out of reach from windows, balconies, porches, or any other part of a building
ordinarily accessible to the occupants or the public. and (3) in cold climates the possibility
of ice formation on the unenclosed wires is to be minimized.

CONNECTION OF SERVICE
The AMO shall in all cases make the final connection of the consumer's wiring facilities
to the overhead service drop;( The maximum length of such a service drop shall be such
that the voltage drop at the tail end of the service drop or the interconnection point shall
be within the specified limits) except that, if the consumer provides a recessed head, the
AMO shall furnish and attach lugs to the service drop conductors and the consumer shall
attach the lugs to the bus inside the building.

CHARGES FOR SERVICE CONNECTION

The methods of charging for the supply given to the consumer shall be those prescribed
by the Company from time to time.

Consumers shall only pay such amounts for which demand notices are issued to them,

5.1 Detail charges for domestic connections.

a) Rate Schedule for general ( Single Phase / 3 Phase ) service connections

5.2 Single Phase Connection Length of Line

i) Upto and including 40 meter. Rs: 3000/-
ii) Above 40 meter & upto 100 meter. Rs: 3000/- + Rs: 140/meter above 40 meter.
iii) Above 100 meter & upto 160 meter Rs: 11400/- + Rs: 220/ meter above 100
meter up to 160 meter.
5.3 3/Phase Connection Length of Line

i) Upto and including 40 meter. Rs: 8000/-

ii) Above 40 meter & upto 100 meter. Rs: 8000/- + Rs: 140/meter above 40 meter.
iii) Above 100 meter & upto 160 meter Rs: 16400/- + Rs: 220/ meter above 100
meter up to 160 meter.
iv) Above 160 meter & upto 280 meter Rs: 29600/- + 250/meter above 160 meter
upto 280 meter.

TEMPORARY CONNECTION
A temporary electric power supply connection shall be provided by the Company subject
to the availability of load and the prevailing rules, when a consumer demands electric
supply for a specific time period not exceeding 3 months , which may be further
extendable on three-months basis by the load sanctioning authority subject to clearance of
outstanding dues.

The consumer shall demand temporary connection for the following purposes:

• Illumination and lighting for weddings, festival, functions, exhibitions or national and
religious ceremonies etc.
• Construction of buildings
• Testing of industrial equipments
• Any other emergent requirement

6.1 Procedure For Application

6.1.1 The consumer shall apply for temporary General connection to the competent and
load sanctioning Authority i.e. upto 15KW to AMO and above 15 KW to 40KW to DMO
and like wise industrial upto 40KW to to DMO and upto 500 KW to MO and above CEO.
6.1.2 The consumer shall attach all the required documents with the application form as
mentioned in Clause 2.2, 2.3.
6.1.3 Company shall serve the consumer under One-Window Operation.
6.1.4 The company shall grant approval subject to the availability of load and the
conditions given in the Distribution Code.

6.1.5 The consumer shall be served with Demand Notice for cost for capital involved and
security* which will be deposited with the designated bank.

*The amount against the security shall include:

• The amount as per applied tariff and load

• The amount equal to the cost of expected consumption of electricity during the approved
temporary connection period.

6.1.6 The Company, after issuance of SCO, shall provide the electric power connection
immediately as per priority maintained for temporary connections.

CONDITIONS OF SUPPLY AND DISCONNECTION

7.1 The Company shall provide temporary electric connection to the consumer on his
demand for three (3) months duration and disconnect the same after the expiry of this
period.

7.2 The consumer shall apply for extension in the sanctioned period at least one week
before the expiry. The consumer shall pay in advance as security an amount equal to the
expected consumption of the period applied for extension.

7.3 The Company shall grant approval for further maximum three (3) months time, if
deems fit.
7.4 The consumer shall not use step-up or boost transformers without prior approval of the
Company.

7.5 The Company reserves the right to discontinue service without notice whenever in its
opinion such service is no longer temporary in character, if it is used for unauthorized
purposes, if it is used without the protection of approved current limiting devices or if it is
no longer needed.

7.6 The Company shall not energize any panel, nor set any permanent meters in any meter
group until the consumer has got removed all temporary power feed back, if any, from the
building(s) to be energized.

ENERGY METER INSTALLATION

1 METER LOCATIONS
The Company in accordance with the prevailing conditions of the consumer’s premises
shall determine the location for installation of meters at the inter connection point.
However, the following provisions must be met.
• The installed meters shall be accessible to the Company’s personnel for repairs, meter
reading and maintenance purposes.
• The meters shall be installed at a height between 1.25 to 2 meters from the ground level
or at a level from where the meter reading is possible without using climbing devices.
• The meters shall be located in a manner that any physical change in the premises must
not effect the meter installation.
• For multi-occupancy buildings, the metering equipment of all the consumers residing in
that building shall be installed at one location. Such meters can either be installed in a
room located in the premises or in a secure cabinet. The Company staff shall look after the
room or the cabinet and all the obligations related to such installations shall be of the
DISCO.
• The meters for the industrial or bulk power consumers may be installed out side or
inside the consumers premises, at a location identified by the consumer which shall be
easily accessible for the DISCO staff for repair and meter reading. For such installations
all the obligations related to security of meter shall be of the consumers.

SECURITY DEPOSITS AND FEES

1 SECURITY DEPOSIT

1.1 For the purpose of calculating the security deposit, the fraction of a kilowatt (for loads
above one kilowatt) which is equal to, or more than half kilowatt, shall be taken as one
kilowatt, and the fraction which is less than half a kilowatt shall be ignored.

1.2 The security amount deposited by the consumer at the time of getting connection shall
be refunded when he applies at the time of permanent disconnection after getting approval
for the refund from the load sanctioning authority. The security deposit amount can also
be adjusted in the final bill, if applied by the consumer.

Information Technology in WAPDA

The Information System Department of
WAPDA better known as WAPDA
Computer Centre (WCC) is the hub of IT
activity in WAPDA. Ever since the
Computer Centre was established in 1968,
WCC has supported the implementation
of computer technology throughout the
organization and the Country. Using
broad categories of mainframe, minis and
micro computers, running under an array of operating environments WCC has also the
distinction of producing skilled workforce for the IT industry.

The Authority is now fully harnessing the advantages of information technology (IT) and
in almost all studies from detailed monitoring of WAPDA's defaulters to Analysis of
Electricity tariffs, computer centre has become focal point for generating information
imperative for management policy formulation.

WCC has been instrumental in

implementing the WAPDA/GOP
instructions. The incentive packages were
promptly and uniformly implemented
giving timely relief to the agriculturist and
industrial consumers

The spontaneous implementation of these

incentive packages also enhanced electricity consumption and allowed WAPDA to sell its
surplus power, at the same time, bringing the country closer to a green revolution.

Equipped with VAX 4000 Computers from Digital Equipment Corporation (now Compaq
USA), IBM Servers, WAPDA's Information System Department field formations have
been given under the administrative control of respective DISCOs. These formations
remained operational to provide computerized electricity bills to more than 13.25 million
electricity consumers, every month.

This largest computer application in Pakistan has ensured uniform implementation of

electricity tariff across the country. The system has helped in reduction of consumers
complaints and assisted in streamlining revenue realization process.

To receive payments against federal & provincial government departments electricity

dues, directly from Federal Adjuster, a computerized system has been successfully
Operationalized.

At WCC headquarters in WAPDA House Lahore, two Alpha 2100 computers equipped
with renowned Alpha processors have been installed. These computer are being optimally
utilized to assist in timely analysis, generating vital information for the Authority and to
cater for the processing needs of LESCO.
WAPDA Computer Centre has completed work on a comprehensive year 2000 software
conversion plan and all in-house developed commercial software was made year 2000
compliant. All the other software including Employees provident fund, Assets accounting
etc. has also been converted and new revised software packages are running smoothly. In
all these packages field expansion has been done and dates used have been expanded to
include century. The goal of achieving year 2000 compliance for the in-house developed
software was accomplished by WCC officers without any external assistance and at the
same time no extra budget was sought for this purpose.

So far over 32,000 WAPDA officers and officials of various WAPDA formations have
been put on Y2K compliant computerized payroll system. The application software has
been provided to all DISCOs to ensure its complete implementation.

Entire operations of 177,000 WAPDA Employees provident Fund (EPF) members

including their monthly posting, annual balance sheet and upto end of service EPF details
have been fully computerized. Store-wise issue, receipt and balance of all 610 catalogued
items have been put on computers.

In the wake of complaints, a EPF Number based system has been put in place to
eliminate illegal availing of free units at more than one location by any employee. This
system has totally stopped wrong practice and the consumption booked against WAPDA
Employees has dropped by 20 %.A computer based system to monitoring the
implementation status of Authority's decisions has also been operationalized to assist
Secretary WAPDA.

In addition, processing of special reports for Authority and various WAPDA formations is
carried out by the computer centers. The division-wise computerized receivable reporting
and monitoring system providing twenty different arrears analysis reports have been
expanded to provide tariff wise information. These reports have been further extended to
support monitoring at the sub division level.

Performance data monitoring report reflecting various types of billing and consumers
statistics has also been refined. To assist in procurement of quality hardware and software
products, WCC is rendering valuable expert guidance to all WAPDA formations seeking
help.

To consolidate the information from geographically distributed databases, the data

communication facility available via WAPDA's Administrative Traffic Network in being
used. The free facility is being used to transmit program and summarized data.

The filed formations are also being encouraged to use electronic mail facility available
through Internet. Using backbone Fiber Optics and CISCO switches, in WAPDA House
all floors of WAPDA House Lahore have been inter-linked enabling systematic sharing of
hardware and information. An internal mail server and intranet website is developed for
Authority information. Intranet web application contains the modules like Inventory for
NTDC and Distribution stores, MIS reports, News, Notices, Projects, Books and Quran-
e-Pak.

To promote technical knowledge among the masses of this county, WAPDA Computer
Centre also established two most modern computer training Institutes at Mingora (Swat)
and Quetta. These institutes have now been shifted under the administrative control of
PESCO and QESCO respectively. The technical courses are being constantly monitored
and whenever required, changes are being made to keep them align with latest
technology.

Investors information

Corporatization Policy

Objectives

In 1992, the Strategic Plan for restructuring the Pakistan Power Sector (PPS) was
approved by the GOP/CCI. As a part of the restructuring process, WAPDA's functions
under Water Wing and Power Wing were to be segregated in the following manner:
 • Unified Power wing of WAPDA comprising of Generation, Transmission and
Distribution to be restructured into fourteen (14) public limited companies under
the corporate law.
• Restructure power sector assets to form autonomous commercial entities through
the adoption of prudent business practices, enhanced efficiency levels, cost
reduction and profit orientation
• Promote competition to eventually offer affordable electricity to customers.
• Through corporatization / commercialization process, promote commercial
viability and enhance business value of the assets block of each corporate entity.
• Enhance privatization initiatives

Accomplishments
Major accomplishments to-date are as follows:

• Operationalized Pakistan Electric Power Company (PEPCO) as a Private limited

management company owned by Government of Pakistan (GOP) to steer, manage
and oversee the corporatization/commercialization reforms program.

Formed fourteen (14) Corporate Entities as following:

• Four (4) Thermal Power Generation Companies (GENCOs)

• One (1) National Transmission & Power Dispatch Company (NTDC)
• Nine (9) Distribution Companies (DISCOs)

• Constituted Board of Directors of the corporate entities with the induction of

Directors from the private sector and PEPCO to utilize their experience for
formulation of effective corporate policies.
• Executed Legal agreements such as Business Transfer Agreements (BTA),
Operation and Development Agreement (ODA), Electricity Supply Agreements
(ESA), Bulk Supply Agreements (BSA) and Fuel Supply Agreements (FSA)
between WAPDA and corporate entities for autonomous commercial operation.
 • Transfer of WAPDA staff to the respective corporate entities (Manpower
Transition Program Phase-I completed). Phase II is scheduled for completion by
June, 2000.
• Obtained Federal Tax Exemptions for the corporate entities for Capital Value Tax,
Income tax and Wealth Tax.
• Obtained consent of most of the creditors
• Prepared, reviewed, approved and adopted opening Balance Sheets of the
corporate entities as of 30-06-1998.
• Privatization schedule for Faisalabad Electric Supply Company (FESCO)
finalized & sent to the Privatization Commission of Pakistan
• Investment Plans for Distribution Power System Rehabilitation prepared and
finalized by the Distribution companies
• Financial Restructuring of WAPDA approved by GOP
• Filed applications by all Power Distribution Companies (DISCOs) for obtaining
License from National Electric Power Regulatory Authority (NEPRA). Public
hearing by NEPRA for processing of applications of Lahore Electric Power
Supply Company (LESCO) and Gujranwala Electric Power Company (GEPCO)
completed
• Submitted proposal to GOP for Price consideration to be paid or settled by GOP
with WAPDA so that share of the corporate entities owned by WAPDA can be
transferred in the name of GOP

Future Activities

To accelerate the corporatization process, following activities will be undertaken:

• Rationalization of transfer prices of power from GENCOs to NTDC and NTDC to

DISCOs and seek NEPRA approval.
• Initiate study to assess the merits of corporatization and privatization of Hydel
Generation facilities
• Identification & transfer of residual assets and employees to the corporate entities
Future Projects

PROJECTS ANNOUNCED BY THE PRESIDENT OF PAKISTAN

• Diamer Basha Dam

• Kurram Tangi Dam Project
• Munda Dam Project
• Akhori Dam Project

FEASIBILITY STUDY IN HAND (HYDROPOWER PROJECT)

• Golen Gol
• Dasu
• Bunji
• Keyal Khwar
• Lawi
• Palas Valley (Chor Nullah)
• Spat Gah
• Basho
• Phandar
• Jabban
• Thakot
• Patan
• Tarbela
• LBOD STAGE-1 BADIN AREA DRAINAGE SYSTEM

ONGOING PROJECTS

UNDER CONSTRUCTION DAMS

• Gomal Zam Dam Project

• Mirani Dam Project
 • Mangla Dam Raising Project
• Sabakzai Dam Project
• Satpara Dam Project

UNDER CONSTRUCTION CANALS

• Rainee Canal Project

• Kachhi Canal Project
• Greater Thal Canal Project

UNDER CONSTRUCTION DRAINAGE PROJECTS

• RBOD-I
• RBOD-III

UNDER CONSTRUCTION HYDROPOWER PROJECTS

• Allai Khwar Hydropower Project

• Khan Khwar Hydropower Project
• Duber Khwar Hydropower Project
• Jinnah Hydropower Project
• Neelum Jhelum Hydropower Project
Training

General Manager (Training) office is functioning at WAPDA House, Lahore and controls
various training centers detailed below: -

a. WAPDA Staff College, Islamabad.

b. WAPDA Engineering Academy (Water & Power), Faisalabad
c. Thermal Generation Training Center, Guddu
d. Hydel Training Center, Mangla
e. Technical Services Group, Lahore
f. 8 Regional Training Centers (RTCs), one at each DISCO

Address:
734 WAPDA House, Lahore
Phone: (042) 9202003
Fax: (042) 9202608

PEPCO Committed to wipe out load shedding

With the grace of Almighty Allah, within a span of few months, additional power of
almost 3500 MW will be added in the National Power System. And Insh’Allah; this
menace of Load shedding shall be uprooted from the country for ever.

The detail and status of all these projects is:

Project Type Capacity Status
GENCO Additional PEPCO 300 Completed
Attock Power IPP 165 Completed
Malakand-III IPP 81 Completed
Atlas Sherazi IPP 225 July
Orient Power IPP 225 July
Sumandri Road Rental 150 August
Nishat Power IPP 200 September
Fauji Mari IPP 202 October
Muridke Power IPP 225 October
Sahiwal Power IPP 225 October
Guddu Rental 110 October
Soho Wala Sialkot Rental 150 November
Satiana Road Rental 200 November
Naudoro Rental 51 November
Karkay Rental 249 November
Gulf Rental 81 December
Engro Rental 227 December
Genco Addional PEPCO 300 December

Hydropower Projects under Study

S. Project River Location Installed Estimated Status
 Capacit Construction
No.
y (MW) Cost (US$)
Feasibility Study completed.
Keyal Keyal
1 Patan 122 160 million Detailed Design and Tender
Khwar Khwar
Documents initiated.
Feasibility Study, Detailed
2 Kohala Jhelum Kohala 1100 1.7 billion Design and tender
Documents in progress.
Feasibility Study in
3 Dasu Indus Dasu 4000 6.5 billion
progress.
Lower
Spat Feasibility Study in
4 Spat Patan 610 700 million
Gah progress.
Gah
Lower
Chor Feasibility Study in
5 Palas Patan 621 700 million
Nullah progress.
Valley
Feasibility Study, Detailed
6 Bunji Indus Gilgit 5400 6 billion Design and Tender
Documents in progress.
Appointment of Consultants
for Detailed Design and
7 Phandar Ghizar Gilgit 80 65 million
Tender Documents in
process.
Appointment of Consultants
for Detailed Design and
8 Basho Basho Skardu 28 30 million
Tender Documents in
process.
Feasibility Study completed.
Darosh- PC-II for Detailed Design
9 Lawi Shishi 70 120 million
Chitral and Tender Documents
initiated.
 PC-II for Feasibility Study,
Detailed Design and Tender
10 Thakot Indus Thakot 2800 5 billion
Documents to be initiated in
2008.
PC-II for Feasibility Study,
Detailed Design and Tender
11 Patan Indus Patan 2800 5 billion
Documents to be initiated in
2008.
Golen Study for Detailed Design
Golen Chitral-
12 Gol- 106 130 million and Tender Documents in
Gol Mastuj
Mastuj progress.
PC-II for Detailed Design
and Tender Documents
Harpo-
13 Harpo Skardu 33 40 million prepared & ready for
Lungma
submission to Ministry of
Water & Power.
Desk study & filed
14 Yulbo Indus Skardu 3000 6 billion
reconnaissance initiated.
TOTAL 20770 32.15 billion

Power Policy 1995

General
The Government of Pakistan in March 1994 announced the Policy Framework and
Package of Incentives for private sector power development in the country. It received a
tremendous response albeit for all Thermal Plants. GOP now intends to encourage
proposals for power generation based on indigenous resources namely its hydel
resources. Hydel power being cheaper, will provide tariff relief to the consumers, utilize
indigenous resources, involve Pakistani entrepreneurs and provide benefits of economic
growth to the relatively backward parts of Pakistan.
The need for a separate Hydel Power Policy

In Pakistan nearly all hydro potential results from discharges into the Indus River basin.
Discharges result primarily from precipitation and snow-melt in the northern
mountainous ranges of the country. Discharges take place in small rivulets coming further
down to the bigger tributaries of River Indus and then to Indus River itself. The
development of hydropower projects however, is characterized by remote locations and
seasonal variations. Pakistan's climatic factors including rainfall and snowmelt, make it
relatively easy to develop hydel generation during the months of July to December while
the period January to June is extremely dry in terms of stream flow. In order, therefore, to
arrest the risk of over development in summer months that would create an unbridgeable
gap in winter months, the total requirement of hydel plants in private sector may be
limited to 2,000 MW upto the end of the 9th Five Year Plan. However, the limit of 2,000
MW will be reviewed at a later stage and can be enhanced to suit the national priorities
and power demand growth. Realizing that these peculiarities of hydropower development
necessitate special consideration the Government has devised an attractive policy
package to evoke response of private sector similar to that of thermal power. The salient
features of the policy framework and package of incentives devised for development of
hydropower through private sector.

Applying for New Connection

 To apply for new connection the user needs to send the application

to the SDO which then process it further.

Processing of User Application

The sent application is then sent by the SDO to either ex. Engg. Or to the Ast. Manager
C.S.depending on the requested connection. Who then direct it to the lineman to get
a feasibility report which is sent to the dist.

Making Feasibility Report

Paying the Demand Notice
MEPCO Billing System
Consuming Units
Meter Reading
Generating & Distributing Bills
Paying Bills and Receiving Revenues
DFD of Billing System
Frequently asked questions about commercial activities of MEPCO are given below.
prospective consumer can get a new connection
a. The prospective consumer can get free of cost an application form from the Sub-
Division situated in his area.
b. The application form duly filled in has to be submitted in the Sub-Division, where the
concerned clerk will issue receipt as an acknowledgement having received the application
form.
c. The new connection application will be processed in the Sub-Division and connection
would be installed in 35 to 45 days. In case any connection is not feasible due to any
technical or any other reason, the prospective consumer would be informed accordingly
with reasons for rejection of application.

method of recording reading

The meter reading is recorded by the meter reader by visiting the premises from door to
door. Whatever reading he records he enters the same on Meter Reading Record and
simultaneously on the Meter Reading Card held by the consumer. It will make the
consumer aware of the units he has consumed.

wrong bill be corrected

In case any bill contains any error the consumer should report to the customer services
center of concerned Sub-Division/Division/Circle or Customer services center MEPCO
H/Q.

grace days are given for deposit of electricity bills and where

15-days period is allowed for depositing the electricity bills in all scheduled banks and
post offices.
In case a connection is disconnected, how can it be reconnected

For whatever reason a connection has been disconnected it can be reconnected by

applying for the same on the prescribed form available with the concerned Revenue
Office free of cost, and after complying with the specified instructions, the connection is
resorted.

can the connection be converted into other person's name

The change in name of the connection can be arranged by applying for the same to the
concerned Sub-Division, on the prescribed application form to be submitted duly filled in
along with the required document to substantiate justification for change of name. After
the applicant has fulfilled all the pre-requisites for change of name, the connection is
changed into the desired new name.

consumer get his load increased/decreased according to his requirement

The consumer will have to apply to the SDO/other competent authority who will arrange
the verification of the load and test report and will arrange the reduction/extension of the
load.

consumer arrange the disconnection of his supply and refund of security

The consumer who does not want to continue his electricity connection will apply for
permanent disconnection to the SDO. The connection would be permanently
disconnected by the SDO after obtaining clearance from Revenue Office and observing
departmental formalities.
detection bill

A 'Detection Bill' is served for:

1. illegal abstraction of electricity or consumption of energy;
2. direct hooking and
3. on account of slowness etc.

Detection bill for dishonest abstraction of electricity is assessed in accordance with the
provisions of section 26-A of the Electricity Act, 1910. So whoever is found to committ
an offence to be prosecuted under section 39 and 39-A of the Electricity Act 1910, which
requires an FIR to be lodged with Police.

correct low voltage problem in the area

Please contact the AMO/DMO/MO of your area. The will address the problem at their
level and, if necessary, will refer to MEPCO head quarter for an augmentation work

dangerous poles or wires hindering the doorway or the street can be removed
As the poles/wires were installed before the construction of the house or street, give the
details in writing to the Executive Engineer Operation of your area, who will prepare an
estimate of the probable cost of removing the pole or wires. This cost has to be paid by
you for relocation of the pole or wires.
Financial Overview

Financial Overview
FINANCIAL OVERVIEW OF MEPCO
FINANCIAL RESULTS DURING 2007-2008
Revenue (Rs. in Million)
Sale of Electricity 45,051.011
Rental & Service Income 208.347
Amortization of Deferred Credit 872.872
Other Income 1,211.774
Total Revenue 47,344.004

EXPENSES
Cost of Electricity 52,163.935
Operating Expenses (incl depreciation) 5,714.761
Financial Charges 1,378.275
Tax (57.627)
Total Expenses 59,199.344
Loss for the year (11855.340)

FINANCIAL POSITION AS ON 30.06.2008

ASSETS (Rs. in Million)
Tangible Fixed Assets 35,049.703
Long Term Advances / deposits 19.761
Current Assts 15,249.250
Total Assets 50,318.714

Equities & Liabilities

Share Capital & Reserves 5,196.755
Long Term liabilities 13,881.113
Current Liabilities 31,240.846
Total Expenses 50,318.714
SWOT Analysis
 s
Strength and weakness are basically occurring in the internal environments of the
organization. It provides the information that in which area we are strong and weak and it
provides the solution how we can overcome the weakness and utilize the strength in a
right direction. The SWOT analysis is a comprehensive and critical overview of the
operations, procedures, rules and regulations, services and other related activities, the
analysis include the analysis of MEPCO in the light of the specific variables which
directly or indirectly affect the operations of the MEPCO . The tool selected for the
analysis of organization is SWOT analysis.
It is the moral and professional duty of the directors, managers and executives to
overcome the weakness and convert them into strengths, and get maximum benefits and
opportunity from the prevailing resources.

Strength
• The MEPCO top management is the combination of both experience and young
energetic professionals which are proving to be the real strength of MEPCO.
• MEPCO website provides every information about MEPCO to the customers and
investors.
• MEPCO has equipped with the latest technology.
• MEPCO has good relation with different departments.
• The MEPCO employees are locally so, the turnover rate is low.
• The MEPCO has efficient internal audit department, which keep check and
balance.
• The MEPCO has experienced of strategic apex and managerial skilled staff.
• Full support from Federal Government
Weaknesses

• The administrative cost of the company is very high due to which the profitability
of the company decreases.
• There is still improvement of technology in the MEPCO like in computers.
• There customer service are not up to mark they have to improve the customer
services to satisfy the customers
• There divisions are not well furnished they have the need to improve them.
• Telecom and Media revolution
• Dependency on suppliers of power generation equipment.

Opportunities

• The MEPCO is situated in the region where the customers are large in quantity
and other necessary related product is easily available in the market.
• There is no competitor in the local market, there is a big opportunity to get more
share.
• Buyers of MEPCO services are easily available in the local market.
• The extension plan of divisions by the MEPCO is very good to capture the
market.
• The MEPCO has maintained better relationship in the market which helps the
MEPCO to increase the customers.
• The strategies of MEPCO are very strong which help them to get advantage sover
the competitors.
• Research and development in power generation equipment
• Natural resources to increase water resources and cheaper power
 • There are rapid changes in technology of power generation and to coup with it
ministry will have to be planning for the future plans keeping in mind the changes
• New power projects have the bargaining power for higher prices keeping in view
the high demand and supply gap in power sector.

Threats

• One major threat to the MEPCO is increasing number of customers day by day.
• Due to fluctuation occur in the supply is permanent threat to the MEPCO.
• There is always a threat the government may impose some duties on the MEPCO.
• An other threat to the MEPCO is change in day by day technology.
• Withdrawal of support from suppliers.
• Curtailment of budget.
• Obsolescence of strategic equipment
• There is not a long list of suppliers in power sector and the suppliers enjoy
monopoly to some extent and they can charge higher and delay supplies as there
is long waiting lists for equipment supplies
Limitations

• No proper arrangement for electricity they have dames and generators but they are
not work according to the requirement of the MEPCO.
• Some time MEPCO employee create tens environment in the MEPCO due to
there non cooperative behavior.
• They have provided me knowledge about MEPCO but not according to the
requirement of internship due to much work load on the employees.

Observation

• I have observers that there is need of improvement in the MEPCO especially the
building of the MEPCO is not according to the requirement of MEPCO.
• Some time the employee don’t cooperate with customer they must have needed to
cooperate with customers to create good relationship with them.
• I have also observe that ther is no proper dress court of employee in the divisions
so, they have need to follow proper dress court
• I have observed that there is need of safety department or some safety precaution
for employees of MEPCO.
Suggestions

The following are some suggestions about the MEPCO shahi road Rahim Yar Khan

• Management should try create more understanding between different department s

to increase their productivity.
• The top management should give the authority and flexibility to every manager to
make decisions according to the situation at any time and in the absence of the top
manager.
• A proper training should be given to the employees and he workers to enhance
their skills to increase their productivity and utility of the MEPCO.
• All the duties and responsibilities of he employees and thee workers should be
clearly defined.
• The computer technology should also be used in decision making as well as in
storing and feeding the data.
• There should be decentralization in decision making.
• The management should recruit right person for right job.
• The management should here multi skilled workers to get economy of scales.
Conclusion

I got a lot of experience in MEPCO. During my internship I come to know that the
different units are working under one umbrella. I have noticed that they are getting
the benefits by minimizing different costs which earlier they were paying due to lack
of technology of computer.
The MEPCO has latest technology for its services and they are serving the local
market very well. MEPCO has open door policy for all tackle all problems upfront
Merit, justice, fair play be the hallmark Transparency in all fields Accountability of
everyone.
Annexure