It is mentioned in the application that the key performance measures are defined as per PPA and are reviewed regularly. However a systematic approach with the help of which senior leaders of the division review organizational performance and organizational capabilities is not evident. Also, a systematic approach to translate review findings into opportunities for improvement and innovation is not evident.



The application mentions that the impact on the society of the product and operations of the division is considered during design stage of project/plant. Also, the emission level of flue gases and discharge of liquid effluents are monitored daily to keep them within control. The division has achieved zero discharge of liquid effluents.

Although the application mentions examples of some of the activities carried out by division for community support, a systematic approach for active participation by senior leaders and employees in community support activities in not evident.

The division has performed SWOT analysis for developing divisional strategy. It includes key participants and planning time horizons. However, the application does not address approach to develop strategic planning process with help of which division derives its strategic objectives.

The application includes various factors affecting the strategic planning process. However a systematic approach to gather and analyse the data relevant to these factors is not evident.

Division has mentioned the process for deploying strategy. Various short term and long term action plans have been shown along with their measures, review schedules and examples of improvements achieved.

The application includes description of deploying action plans and allocating resources accordingly. However a systematic approach for developing action plans and allocations of resources other than finance e.g. HR, materials etc. is not evident.

It is mentioned that at present there is only one customer due to Power Purchase Agreement with the customer. The division uses various listing and learning methods to determine customer requirements in addition to PPA. For example, meetings between division and customer are held regularly for performance review as per PPA and for complaint resolution. In addition, annual reports and in house journals of customer are referred to gather relevant information. The division keeps track of relevant market trend and government policies through newspapers and business magazines. However, a systematic approach to determine appropriateness of these methods to determine customer requirements with respect to changing business needs and directions is not evident.

It is mentioned that customer base cannot be expanded at present due to Power Purchase Agreement with the existing single customer. It is also mentioned that the efforts are made to establish contacts with major industries in the region. However it is not clear how the division systematically determines or targets new customers / customer groups / market segments.

It is mentioned in the application that relationship with the existing customer is built and maintained by meeting his key requirements. However, a systematic approach for building relationships to acquire new customers is not evident.

Also, It is mentioned that the operational problems and customer complaints are resolved through telephonic communication and weekly meetings between the division and customer. However a systematic approach for effective and prompt complaint management is not evident. Also, a systematic approach to aggregate and analyse the complaints for use in improvement in other divisions of the organization is not evident.