1Associate Professor, Pandit Deendayal Petroleum University (PDPU), Gandhinagar, Gujarat, India
2Deputy Engineer/Chief Nodal officer (e-Urja project), Gujarat State Electricity Corporation Limited (GSECL), Baroda, Gujarat, India
Online published on 11 December, 2013.
As mandated by Electricity Act 2003, Gujarat Electricity Board (GEB) reorganized in April 2005 into initially six Companies i.e. one Generation Company, one Transmission Company and four Distribution Companies. A new Corporation named Gujarat Urja Vikas Nigam Ltd. (GUVNL) was then incorporated to carry out the residual functions of the erstwhile GEB. The power generation activities i.e. the power plants were transferred to GSECL (Gujarat State Electricity Corporation Limited).
In order to meet the complexities in the power sector and meet customer expectations, there was a need for standardization of business processes across the 7 companies. GSECL has extensively used Information Technology to support its business processes amongst which “e-Urja” project, an end to end IT project (ERP- Enterprise Resource Planning) has been implemented across the company i.e. eight power stations & corporate office. The ERP covers Operations, Maintenance, Material management, Finance, Fuel, Purchase, Scrap, HR/Payroll, Safety and Projects across the company.
This paper has tried to capture the people management issues and the transition process challenges of the e-Urja project and the innovative efforts put in by e-Urja Team GSECL in coping with resistance to
