Umair Ali (BC 15059)

GUJRANWALA ELECTRIC POWER
COMPANY LTD
INTERNSHIP REPORT
SUBMITTED BY:
UMAIR ALI
BC15059
SUBMITTED TO:
GEPCO
UNIVERSITY OF THE PUNJAB

(GUJRANWALA CAMPUS)
GUJRANWALA ELECTRIC POEWR COMPANY LIMITED
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Acknowledgement:
First and foremost, thanks to “Almighty ALLAH” who gave me the strength and
will to go out in search of knowledge and who is always our greatest well-
wisher.
I am thankful to great Sir Jawad Aslam which belongs from finance
department, especially Thanks sir Akhtar Buttar from audit department.
I am very obliged to all the personalities who were always there whenever I
asked for help. It was really a very good experience to be at GEPCO.
The aim or purpose of our project is to discuss the functions, practices, policies
and other important aspects of FINANCE, AUDIT and REVENUE of GEPCO
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DEDICATION
“I Dedicate Our Report to my Respectable

Parents &Teacherwho are always a great
source of support & encouragement for me.”
Special Thanks to:
Mr.FAIZAN. (Coordinator internship program)

MR.AKHTAR BUTTAR [Assistant Manager Audit]
MR. JAWAD ASLAM[Assistant Manager Finance]
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TABLE OF CONTENTS
Acknowledgement…………………………………………. 2
Dedication………………………………………………….. 3
Thanks To………………………………………………….. 3
Executive Summary………………………………………... 6
Introduction……………………………………………….. 7
History (WAPDA)………………………………………….7
Intro of WAPDA…………………………………………... 8
Duties of WAPDA………………………………………….9
Authority…………………………………………………... 10
System of WAPDA…………………………………………10
GENCO’s………………………………………………….. 15
NTDC……………………………………………………….16
Structure of NTDC………………………………………….17
PEPCO……………………………………………………...17
GOALS of PEPCO…………………………………………18
DISCO’s…………………………………………………….20
INTRODUCTION OF GEPCO……………………………21
VISION STATEMENT…………………………………….22
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MISSION STATEMENT…………………………………..23
OBJECTIVES………………………………………………24
FUNCTIONS……………………………………………….25
STRUCTURES OF GEPCO………………………………..26
TOP MANAGEMENT……………………………………..27
JURISDICTION MAP (GEPCO)…………………………..28
DEPARTMENTS OF GEPCO……………………………..29
WORK DONE BY “ME”…………………………………..32
HRM Cell…………………………………………………...35
ADMIN……………………………………………………..36
GENERAL………………………………………………….37
INQUIRY…………………………………………………...39
REVENUE OFFICE………………………………………..42
AUIDT……………………………………………………...43
FINANCE…………………………………………………48
ANALYSIS………………………………………………..56
SWOT……………………………………………………..65
CONCLUSION……………………………………………72
Bibliography……………………………………………….77
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Executive Summary:
WAPDA supplies power to all of Pakistan except the metropolitan city of Karachi and some
of its surrounding areas, which were supplied by the KESC. WAPDA, the Pakistan Water
and Power Development Authority, was created in 1958 for the purpose of coordinating and
giving a unified direction to the development of schemes in Water and Power Sectors.
GEPCO Power Company incorporated on 25 April 1998 and obtained certificate for
commencement of business on 05 June 1998. Management and Administration is entrusted to
a Board of Directors.
However the six weeks are very short period, in which no one can learn the whole but just get
limited knowledge about the organzation and the working of the organzation and its
departements. As per the requirements of our report contents there is SWOT analysis of the
company. And there is recommendation about the company.
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Introduction:
It is compulsory for completion of my B.com(hons) degree requirements by the

University/institution for enhancement my skills, knowledge and capabilities. I
choose the most suitable and good organization GEPCO for this purpose.
I have spent Six weeks in this institution for acquiring knowledge and skills that
is useful for my study and also important for practical work in future.
Gujranwala Electric Power Company (GEPCO) is an electric distribution

company which supplies electricity to Gujranwala, Punjab, Pakistan.
History:
WAPDA was established in February 1959 to unify the maintenance of

infrastructure previously overseen by provincial agencies.
It’s also works under the supervision of Ministry Of Water and Power.
The Power Sector is currently in a state of transition from the wholly Government-owned
utilities to fully autonomous companies in power purchase, generation, transmission, dispatch
and distribution. Initially the power sector was run as a monolithic organization under the
Water and Power Development Authority (WAPDA). The WAPDA Power Wing provided
the line and functional control of the Power Distribution Wing directing the operation of eight
Area Electricity Boards (AEBs) at Lahore, Faisalabad, Gujranwala, Islamabad, Multan,
Hyderabad, Peshawar and Quetta. In 1998, WAPDA was restructured along the now familiar
lines calling for unbundling of generation, transmission and distribution. The AEBs were
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converted into stock companies called DISCOS with all the shares held by the government, a
regulatory agency was established [NEPRA], and a new entity, the Pakistan Electric Power
Company (PEPCO) created to supervise the transition to full autonomy of the DISCOS.
Twelve years later, the ―transition‖ continues and autonomy remains an objective rather than
a reality.
 WAPDA and the Karachi Electric Supply Corporation (KESC) was two bodies who
were responsible of generation, transmission, distribution and retail supply of
electricity in Pakistan
 KESC supply the metropolitan city of Karachi and some of its surrounding areas
Introduction to WAPDA:
Pakistan Water and Power Development Authority (WAPDA) were

established through an Act of Parliament in 1958. It is an autonomous and statutory body
under the administrative control of the Federal Government. The Authority consists of a
Chairman and three Members (Water, Power and Finance).In order to meet the
requirements of the
Country in both water and hydropower sectors with an ultimate object to put Pakistan on
the track of development, WAPDA has planned to construct five multi-dimensional water
storage dams during the next 3-12 years. The building of these dams will not only help
address acute water challenge but also produce cheap and clean hydroelectricity. In line
with its mandate, WAPDA is working hard to harness water and hydropower resources in
the country. The idea is to generate affordable, clean electricity, which will provide relief to
the consumers by bringing down the power tariff. The building of water storages will meet
the water requirements besides playing their role for mitigation of flood hazards
WAPDA includes “Tarbela and Mangladams” among its resources. Its headquarters are
in Lahore.
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Duties of WAPDA:
 Generation, Transmission and Distribution of Power.
 Irrigation, Water Supply and Drainage.
 Prevention of Water logging and Reclamation of Waterlogged and Saline Lands.
 Flood Management.
 Inland Navigation
 Management maintenances of distributing system
Authority of WAPDA:
Chairman
Secretry
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Member Member Member
Finance Water Power
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WAPDA System:
WAPDA has two wings System. The Water Wing is operated by WAPDA itself and
Power Wing is managed by PEPCO.
WAPDA
POWER
WATER WING
WING(PEPCO)
1. Water Wing:
In 1959, WAPDA was created to undertake the task of investigating, planning and
executing schemes for irrigation, drainage, prevention of water logging and reclamation
of saline land as an autonomous body responsible for integrated development of water
and power resources in Pakistan. Since then it has been engaged in building water
development projects which include extensive research and investigation to augment
country's water resources.
2. Power Wing
Power Wing is currently headed by Member (Power).Power of WAPDA comprising

of Generation, Transmission and Distribution has been restricted into fourteen (14) public
limited companies.
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These fourteen (14) Corporate Entities are:
 Four (4) thermal power generation companies (GENCOS)

 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. (MEPCO) Multan Electric Power Company
5. (IESCO) Islamabad Electric Supply Company
6. (PESCO) Peshawar Electric Power Company
7. (HESCO) Hyderabad Electric Supply Company
8. (QESCO) Quetta Electric Supply Company
9. 9. (TESCO) Tribunal Electric Supply Company
Power Generation Companies:
GENCO – IJAMSHORO POWER COMPANY LIMITED
GENCO – II THERMAL POWER STATION GUDDU.
GENCO – IIITHERMAL POWER STATION MUZAGGARGARH
GENCO – IV LAKHRA POWER GENERATION COMPANY.
National Transmission & Dispatch Company (NTDC) Limited:
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National Transmission & Dispatch Company (NTDC) Limited was

incorporated on 6th November, 1998 and commenced commercial operation on 24th
December, 1998. It was organized to take over all the properties, rights and assets
obligations and liabilities of 220 KV and 500KV Grid Stations and Transmission
Lines/Network owned by Pakistan Water and Power Development Authority
(WAPDA). NTDC operates and maintains twelve 500 KV and twenty nine 220 KV
Grid Stations, 5077 km of 500 KV transmission line and 7359 km of 220 KV
transmission line in Pakistan.
NTDC was granted Transmission License No.TL/01//2002 on 31st December 2002 by

National Electric Power Regularity Authority (NEPRA) to engage in the exclusive
transmission business for a term of thirty (30) years, pursuant to Section 17 of the Regulation
of Generation, Transmission and Distribution of Electric Power Act, 1997.
MISSION STATEMENT NTDC:
To contribute in the development of prosperous Pakistan by managing smooth and

economical transmission and dispatch system through excellence of professional work.
NTDCL BOARD OF DIRECTORS:.
1 Mr. Waqar Zakaria - Chairman Board Of Directors
2 Mr. Almas Haider – Member
3 Mr. Asjad Imtiaz Ali - Chairman Federal Flood Commission
4 Mr. Shah Jehan Mirza - Executive Director PPIB
5 Mr. Arshad Chaudhry - M.D NTDCL
6 Mr. Mohsin M.Syed
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7 Mr. Babar Sattar
8 Mr. Omer Rasul (Additional Secretary MOWP)
500KV GRID STATIONS:

NTDC operates and maintains twelve 500 KV and twenty nine 220 KV Grid
Stations, 5077 km of 500 KV transmission line and 7359 km of 220 KV
transmission line in Pakistan..
1 Islamabad SHEIKH MUHAMMADI PESHAWAR

2 RAWAT
3 Lahore SHEIKHUPURA
4 GATTI (FAISALABAD)
5 NOKHAR
6 Multan NEW MULTAN
7 MUZAFFAR GARH
8 YOUSAF WALA
9 Hyderabad GUDDU
10 DADU
11 JAMSHORO
12 NKI (KARACHI)
Pakistan Electric Power Company (PEPCO):
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 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,
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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 program, 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
The factors responsible for the shift in policies were: generation capacity could not be
increased to meet demand; WAPDA's growth caused inefficiencies, 'demand suppression' and
high tariff policy, proliferated theft. All these factors, over the years, adversely affected
WAPDA's financial condition. As part of this program WAPDA's functions under its Water
Wing and Power Wing were to be segregated.
It was previously envisaged that all power generation, hydel as well as thermal, would be
corporatized. However, later on it was decided that the hydel generation should remain part
of the Water Wing or the remaining WAPDA.
PEPCO has prepared the conceptual framework and is following a comprehensive strategy
whereby WAPDA's vertical-monolithic Power Wing has been restructured into twelve (12)
distinct autonomous entities under Companies Ordinance 1984. These are: three generation,
one transmission and eight distribution corporate entities
The restructuring program of WAPDA's Power Wing is based on the new strategic policies of
the GOP and endorsed and supported by the donor institutions. The aim of this transition is to
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install corporate and business culture through: adopting of good business practices, enhancing
productivity and efficiency, including customer orientation and service culture, improving
quality of services setting performance targets, reducing costs, theft and wastage. This will be
based on extensive use of information technology, management information systems,
monitoring and prudent decision making.
It has been decided that some of the functions currently being performed by WAPDA will
continue to remain with WAPDA/GoP in the largest interest of the country.
These are:
 Hydel development
 Hydel operation
It was also decided that some of the common facilities, being previously shared by the two
wings and by various departments within the power wing, should be segregated. These would
Initially remain with WAPDA unless transferred to any other particular corporatized entity.
These facilities include hospitals, schools, training facilities etc.
ACCOMPLISHMENTS:
Major accomplishments to-date is 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)
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 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.
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The specific objectives of PEPCO are:
• Stop load shedding,

Objectives • Revamping of generation units and to improve
customer services and
• Constructing new grid stations,

Objectives • Reducing line losses; minimizing tripping and theft
control,
• Development of an integrated automated power

planning system for generation, transmission and
Objectives distribution to ensure system stability, fault isolation
and upgrade relying, metering and tripping system
at NTDC as well as Discos level.
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GOALS:
The following power projects are in pipeline and will be included in GENCO III after
their commissioning.
* 425MW combine cycle dual fuel (furnace + HSD) at

Nandipur. (3x 95MW gas turbine + 138MW steam unit)
G * 320MW UAE gifted power plant at GTPS Faisalabad.

(5x16MW Fr5 gas turbines + 8x30MW Fr‐6 gas turbines)
* 525MW CCPP at Chichokimalian. (3x117MW gas turbines +
175MW steam turbine
* Morale building and to create sense of belonging amongst
O company employees.)
* Smooth and consistent flow/supply of electricity.

* Prompt restoration of disrupt electricity supply.
A
* Accurate and timely meter reading and billing.
* Provision of electricity connection in minimum time.
* Open door policy to facilitate our customers.
* Energy saving message dissemination.
* Creating positive image of Genco.
L * Special concessions for quick and timely payment of bill.

* Availability of stores to deal with emergencies.
* Feedback through customer services center.
S
* Create awareness amongst employees for adopting
* safety measures while working on lines.
* Take steps for welfare of company employees.
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DISCO’s
LAHORE ELECTRIC SUPPLY COMPANY (LESCO)
Lahore Area Electricity Board was reorganized into a corporatized entity under the name of
Lahore Electric Supply Company (LESCO) with effect from 22-03-1998, with the aim of
commercialization and eventually privatization.
AREA OF OPERATION:
LESCO's area of responsibility covers Civil Districts of Lahore, Kasur, Okara and Sheikhupura.
ORGANIZATIONAL STRUCTURE OF LESCO:
LESCO comprises of the following six distribution Operation Circles, one Construction and one
GSO Circle, as detailed below Operation Circles:
1. North Lahore Circle 5 Divisions / 24 Sub Divisions
2. Central Lahore Circle 6 Divisions /23 Sub Divisions
3. Eastern Lahore Circle 4 Divisions /22 Sub Divisions
4. Okara Circle 5 Divisions / 23 Sub Divisions
5. South-Eastern LHR Circle 5 Divisions /22 Sub Divisions
6. Sheikhupura Circle 5 Divisions / 22 Sub Divisions
Project Construction Circle: 4 Divisions
G.S.O. Circle: 3 Divisions.
KARACHI ELECTRIC SUPPLY CORPORATION LIMITED (KESC)

Company Profile:
The Karachi Electric Supply Corporation Limited was incorporated on 13th September 1913
under the Indian Companies Act, 1882 as amended to date under the Companies Ordinance
1984. The Corporation is listed on Karachi, Lahore and Islamabad Stock Exchanges. The
Government of Pakistan took control of the
Corporation by acquiring majority share holdings in 1952. The Ministry of Water and Power
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looks after the affairs of the Corporation at Federal level.
Business:
The Corporation is principally engaged in generation, transmission and distribution of electric
energy to industrial, commercial, agricultural and residential consumers under the Electricity
Act, 1910 as amended to date, to its licensed areas. The licensed area of KESC is spread over
entire Karachi and its suburbs up to Dhabeji and Gharo in Sindh and over Hub, Uthal, Vindhar
and Bela in Baluchistan. The total area covered is around 6000 square Kilometers.
Management:
The Board of Directors decides policy matters of the Corporation. The Managing Director
implements the decisions of the Board, as the Chief Executive Officer (CEO).
FAISALABAD ELECTRIC SUPPLY COMPANY (FESCO):

FESCO distributes and supplies electricity to about 2.00 million customers within its service
territory with a population of over 15.5 million under a Distribution License granted by
National Electric Power Regulatory Authority (NEPRA) pursuant to the Regulation of
Generation, Transmission and Distribution of Electric Power Act, 1997 (NEPRA Act).
Geographical service area of FESCO comprises Faisalabad, Sargodha, Mianwali, Khushab,
Jhang, Bhakker, and T.T
Singh districts. FESCO is one of the best electricity distribution companies in Pakistan in terms
of operational performance, as it has low degree of distribution losses and a high rate of bill
collection. Its main service area is Faisalabad, known as Manchester of Pakistan for its
extensive textile industries.
MULTAN ELECTRIC POWER COMPANY (MEPCO):

MEPCO the Multan Electric Power Company is one of the biggest Distribution Company of
WAPDA. The Charter of duties of MEPCO is to investigate plan and execute the transmission
and Distribution of Power in the Jurisdiction of MEPCO.
MEPCO officer and staff are doing their efforts to make it a modern and progressive
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organization. Multan Electric Power G. Hd (MEPCO) is one of the eight power distribution
companies opening in Pakistan comprising the Power Wing of WAPDA. It's area of operation
extract from Sahiwal to D.G.Khan boarding with Sind, Balochistan and NWPF. Hence the
larger of the eight companies.
MEPCO endeavors utmost to plan and ensure smooth power supply is its consumers. Its
services have been re enforced to make it can enforced and progressive commercial
organization.
ISLAMABAD ELECTRIC SUPPLY COMPANY LIMITED (IESCO):

IESCO was incorporated on 25th April, 1998 vide company registration No. L09499 of 1997-
98 under section 32 and certificate for commencement of business was obtained on 1st June,
1998 under section 146(2) of Companies Ordinance 1984.
Objective:
The main objective of the company is to acquire/take over those properties, rights and
liabilities of Pakistan, Water and Power Development Authority comprising of administrative
division formally known as the Islamabad Area Electricity Board (AEB)and to carry on,
expand and extend the business and activities.
Technical Overview:
IESCO has 78 Grids having total capacity of 1, 950 MVA and distributes the power through
581 feeders.
Operational setup:
To ensure uninterrupted supply of electricity and most intimate customer services IESCO is
divided into four Circles, 19 Divisions and 94 Subdivisions. Circle is headed by
Superintending Engineers (SEs), Divisions are managed by Executive Engineers (XENs) and
Subdivisions are run by Sub Divisional Officers (SDOs). Each division has a Customer
Services Officer (CSO).
GUJRANWALA ELECTRIC POWERCOMPANY(GEPCO)
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Introduction:
Gujranwala Electric Power Company (GEPCO) has been setup over area of
jurisdiction and network of former Area Electricity Board, which was created in early
eighties. It encompassed the areas of existing Districts of Gujranwala, Hafizabad, Sialkot,
Narowal, Gujrat and Mandi Bahauddin. GEPCO was incorporated on 25th April, 1998 and
obtained certificate for commencement of business on 5th June, 1998. Management and
Administration is entrusted to a Board of Directors. We have about 2,795,221 connections,
Average monthly
collection for the year 2013-14 is approximately 6261.20 million Rupees.
Gujranwala Electric Power Company Ltd. (GEPCO) is Electricity Distribution Company

with jurisdiction in the Punjab province. It serves a total of about 2.5 million consumers, with
an annual growth of 4.1 %. It services the urban as well as rural areas through 4 operation
circles, 23 divisions and 116 subdivisions with almost 19,786 km of 11kV distribution line,
16,726 km of LT lines, 1,669 km of 132kV and 335 km of 66kV transmission lines through
52 grid/substations. Peak demand for FY2009-10 was 1,813 MW and purchases were 6,987
GWh, with aggregate Transmission & Distribution losses of 11.1 %.
VISION Statement:
 Achieve and maintain the highest degree of efficiency, reliability and

responsiveness as a public service organization for variety of customers.
 Public and company worker’s safety shall be high on our priority.
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 Retaining and growing our business, staff and customer base will be of primary
importance.
 Developing innovative business relationships both inside and outside our local
distribution area will be keys to our success.
Mission Statement:
 Provide Safe, Secure, Accessible and Reliable Electric Power supply to our esteemed
Customers in accordance with their varying needs in a cost effective and efficient
manner with special emphasis on excellence and innovation.
 The main object of the Company is to acquire or take over those properties, rights and
liabilities of WAPDA AEB Gujranwala and to carry on expand and extend the
business and activities of such board or any part thereof including, without limitation,
the business of a public electricity distribution and supplier. i.e. the business of
electricity distribution. Authorized share capital of the Company is 5 Billion ordinary
shares of Rupees 10 each totaling Rs.50 Billion.
 To acquire or take over those properties, rights and liabilities of the Grid stations of
the Pakistan WAPDA and the transmission lines in relation.
 To carry on all or any of the business of purchasing, importing, transforming,

converting, distributing, supplying, exporting and dealing in electricity and all other
forms of energy and products or services associated therewith and of promoting the
conversation and efficiently use of electricity and all other forms of energy.
OBJECTIVES:
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To acquire or take over those properties, rights and liabilities of WAPDA AEB
Gujranwala
 To carry on expand and extend the business and activities.

 To acquire or take over those properties, rights and liabilities of the Grid stations
of the Pakistan WAPDA and the transmission lines in relation
 Promoting the conversation and efficiently use of electricity and all other forms of
energy.
Financial Objectives:
 To improve financial management to maximize utilization of Company resource.

 To achieve optimum debt equity ratio which provides financial soundness to
Company and better return on investment to shareholders?
Technical Operations Objectives:
 To maintain and develop network that meets consumers demand.
Commercial Operations Objectives:
 To ensure speedy provision of electricity connections to prospective consumers.

 To provide timely and accurate billing to consumers.
Manpower Planning Objectives:
 To ensure recruitment of best possible employees in accordance with the operational

requirements.
 Train manpower in accordance with their assignments to improve their skills and
efficiency.
Procurement Planning Objectives:

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 To procure equipment and material in a transparent manner.

 To ensure timely availability of equipment and material.
 To make cost effective procurement of materials without compromising on quality
Employee Welfare:
 Loans Awarded
 Pick & Drop Services
 Free Electricity Supply
Functions of GEPCO:
Following are the functions of GEPCO:
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Organization Hierarchy:
The structure of the organization is hierarchal comprising of a Board of Directors who

is working under the Chief Executive and each manager/director is assisted by a Deputy
Director and an Assistant Director in order to assist him in the routine matters. This Chain
based structure is very effective and is very popular, because power regarding decision
making has been delegated on the basis of the job specifications to minimize the grievances
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of the customers.
Top Management:
It has been noticed that most of the powers are centralized to avoid any unforeseeable
incidents, minimize the suspected losses and to reduce the fraudulent activities at the lower
level. This also creates some hindrances in the speedy operations on the other hand the
customers also feel uncomfortable in some instances.
Sr. # Top Management Designation

1. Mr. Munir Ahmad Chief Executive Officer
2. Hamid Mehmood Cheema Acting Company Secretary
3. Mr. Hashmat Ali Kazami HR & Admin Director
4. Mr. Anwar Chaudhray Chief Engineer (Technical)
5. Mr. Shaukat Ali Chief Engineer (Operation)

6. Mr. Muhammad Asad Finance Director
7. Mr. Zahoor Ahmad Chuhan Customer Services Director
8. Mr. Nadeem Ahmad Manger MIS
9. Mr. Yousaf Murtaza Head of Internal audit
10. Mr. Basit Zaman Chief Engineer Development
Management and Administration is entrusted to a Board of Directors. The number of

Directors of the Company is eleven. No person is appointed as Director unless he is a
member of the Company. The Directors may elect one of their members as the Chairman of
the Board and vest in him such powers, as they may deem fit in relation to the management
and administration of the Company. The Directors may elect one of their members to be the
Chief Executive of the Company. The Chief Executive of the Company shall be the ex-
officio Vice Chairman of the Board. This Board manages the business of the Company.
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Jurisdiction MAP of GEPCO:

GEPCO is responsible to provide the electricity to general public according to area of
jurisdiction assigned by WAPDA, and by the purchases electricity from NTDC. The principle
activities of the company are to own, operate and maintained the power distribution network
located within Licensee jurisdiction area and provide reliable and uninterrupted electric
power to customer spread over six districts: Gujranwala, Sialkot, Gujarat, Hafizabad,
Narowal and Mandi Bahudin, in the province of Punjab
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DEPARTMENT’S
Of
GEPCO
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DEPARTMENT’S
Audit
Customer Service
Finance
Information System
Revenue
FINANCE Department:
It consist of two main departments i.e. First corporate planning and control department deals
in forecast, plans and control on the basis of the past data.
Second Corporate Accounts Departments is consist of the following sections:
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 Compilation Inter Office

 Transaction Payable
 Receivable
 Impress Pension Section
 Banking Works
 Pre Audit Admin Accounts
CUSTOMER SERVICE
WAPDA is providing services to its consumer’s .Consumers to get benefit from the services
at any times that are mentioned below.
 For Power Failure Complaints

 Call 118 to contact Central Customer Services Centre (CSC).
 Contact your Sub-Divisional Office.
TECHNICAL
The technical department is consists of the following departments Planning and engineering,
Material management, Project cost.
INFORMATION SYSTEM
It was established in September 2002. The sole objective was to meet Information
Technology challenges and to take advantage of future opportunities.
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Work Done by Me:
Customer Service Department

Audit Department
Finance Department
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Objectives:
 management concerns: -
 Manpower planning / budgeting
 Recruitment and Selection
 Compensation and benefits administration
 Career planning and promotion
 Performance management
 Incentives administration
 Training and development
 Grant of Move over
 Grant of permission for higher education
 Consider and approve transfer requests
Audit Section
Audit Section:
In the first week I also visited admin section. MR. AKHTAR BUTTAR was the in charge in
this department who gave me all the information regarding the working and different issues
that the department handles. In this department all the problems are related to audit section.
This section includes the following posts:

1. Senior superintendent of department
2. Assistants
3. UDC
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4. UDC
5. LDC/Typist
Holidays & Leaves:

He was further told that admissible holidays or leaves an employee van have are
4 per month and casual leaves for say marriage are 25 per year in number. A certificate is
issued for leave and checked what the requested leave is and what is advisable which is
provided by the finance director, and employee has to submit in admin section
Types of leave
 Short leave (any emergency for 1 to 2 hours)

 Causal leave ( maximum for 9days and 24 in year)
 Earned leave/ long leave ( it is not more than 1year)
 Study leave ( it is not more than two years)
Transfers:
Out of company transfers are also dealt in admin section. PEPCO transfer policy up to
grade 17 is that in which a certificate by both the companies are given that is, the company
which the employee are going to leave and the other which going to join, requirements for
transfers are:
1. Domicile is needed
2. NOC (Non Objection Certificate)
3. Parents company would deal with the pension issues
Employee Recruitment & Selection:
Recruitment processes at GEPCO was told by MR. SARWAR. He told us about the different
sources used at GEPCO for recruitment and selection.
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1. Internal and External Sources:
To identify right person for the right position on a timely basis attract and retain a motivated
employee to grow with the company. The Company may recruit people according to the
business need. Employment Categories are Contract and temporary and employment can only
be done against the budgeted positions only.
. Following is the Recruitment & Selection Process of GEPCO.
 Add in News Paper

 Collection of Applications
 Test
 Interview
 Evaluation
 Offer of Appointment
2. GEPCO’s Recruitment & Selection Policy:
The objective of policy and procedures relating to Recruitment sources is to locate suitably
qualified and meritorious candidates from within the Company and outside to fit in with job
opening in the Company. The purpose of this policy is to identify applicants for a particular
position.
Key policies in this regard are summarized below:
a. Preference shall be given to qualified candidates from within the company, but
external applicants will be considered from time to time to infuse new blood.
b. HR Function shall maintain a database of skill inventories of its staff. Whenever
opening exists, this database shall be checked first to identify possible internal
candidate.
c. An Application Register is used for the purpose of recording details of
applications received in chronological order and also by function and
qualifications.
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d. Human Resource function will be sole custodian of the Application Register and
may refer to it for identifying any eligible candidates for any requisitioned
position.
3. GEPCO Employment Selection Process:
Human resource department is responsible all the new hiring to ensure recruitment of best
possible employees in accordance with the operational requirements. During probation
period, employee’s performance will be closely evaluated by the immediate supervisor to
ensure that employee meets expected standards.
Merit Lists: BPS-16 and above
Metric 5%
FA / F.Sc 8%
BA / B.Sc / B.com 12 %
MA / M.Sc 15 %
Marks secured in written test/interview 60 %
*Note:Final approval of the competent authority. 20% Quota reserved for employees’
children in recruitment in bps-01 to 11.
4. Tests:
Intelligence test;
Aptitude test;
Motor abilities;
5. Interviews:
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Panel interviews;
Behavioral interview;.
Mass interviews;
Job-related interview;
Progress in Recruitment:
Following is theprogress in Recruitment Process in 2015.
 Approval of Vacancies from Authority (Less Jr. Engineers, Diploma holders)

 Advertisement of Posts in all the leading newspapers
 Securitization of Applications
 Qualification/age strictly as per service rules of the post
 Written Tests
 Panel Paper Marking
 Interviews by the Selection Board
Merit list of the selected candidates.Formula and Preparing.
General Section
General section is playing a vital role in the company. We met MR. SHEHBAZ very first
week. He told us about various works that are performed in organization. In this department
assistants do work related to the:
1. Travelling allowance
2. Medical allowance
3. Marriage grant
4. Widow grant
5. Flat allotment
6. Scholarships of students (employees’ children)
7. Telephone bill payments
8. Salaries of employees from grade 1-17
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The General Section deals with matters related to:

1. Phone services
2. Housing society of employees
3. Re allotment of houses to employees
4. Preparation of salary bills
5. TA bills
6. Pension
7. Maintenance of service book
Different kinds of funds and scholarship
Service Book:
A service book is maintained of every employee in GEPCO in which all the record regarding
the service is maintained once the new employee passes his physical and health test and
appointment letter is given to him.
Contents of Service Book:

1. Name
2. Date of Birth
3. Signatures
4. Residence
5. Mark of identification
6. Impressions of little finger, middle finger, thumb, fore finger.
Pension:
Classification of Pension:
Pensions are divided into four classes:
i. Compensation Pension
ii. Invalid Pension
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iii. Super annotation Pension

iv. Retiring Pension
This section also include:

General Provident Fund.
Group Life Insurance.
Medical Care. (for both employee. Serving & retired)
Transportation.
Inquiry cell
The 4th week during my internship also had a chance to go the inquiry section where I had
met with Mr. Azar Yaqoob, who are the Assistant Administration Manager having BPS 17.
He told me that Inquiry Section also the part of the Admin Department and basically the
Admin Department two sections which are discussed
The 2 sections of the Admin Department are as follows:
1. One section deals with the followings.

 Posting
 Transfer
 Holidays
 Leaves
 Overtime
 Reward and Compensation
 Salary increment
2. And the other that is inquiry section deals with.
 Inquiries
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 Punishments
 Penalties (Major & minor)
They also told us about safety measurement:

The basic need of the safety is to prevent human being from any type of
injury.
General Safety:
Security is first stage of safety.
When we working in the plant area we should use PPE’s (Personal Protection
Equipment’s)
They are mention as below:
Helmet:
It prevent us from the head injury.
Overall:
It’s a special type of dress and this dress is fit to body. Loose dress may
be cause of any accident.
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Safety Shoes:
Goggle:
It is used to save our eyes from dust
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REVENUE CELL (RO)
Customer service department provide different types of services to their valuable customers
like as correction of bills, adjustment of bills, installments of bills, segregation of bills and
service of new electricity connections etc.
That department include following sections:
Consumer record Centre (CRC):
In this section all the records of consumer related to electricity is recorded.
Billing section:
That department prepares and calculates the bill of consumer according to units consumed by
the consumer as per tariff declared by government of Pakistan. In this section correction,
segregation and adjustment of bills are also performed.
Meter change order (MCO):
Meter changing order section performs two types of function:
1- Particular meter removed

2- Particular meter installed
Computer section:
In computer section all types of consumer data related to bills is enter and then print the bills.
Account Section:
Finance Department:
Finance department include the following sections:
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Banking sections:
The banking section collects the revenue in the shape of electricity bills deposited in different
banks. This section is control and watches the whole banking procedure.
Banking Section is the reconciliation section of GEPCO. The aim of this section is to manage
all the accounts of GEPCO. There are more that 1000 accounts of GEPCO in different bank’s
branches and post offices.
Electricity bills are being prepared in GEPCO computer section. When a consumer submits
his electricity bill in a bank that bank sent a copy of this paid bill to concerned Revenue
Officer. In this section a ‘summary of bills collected’ is received from commercial banks and
other ‘summary of bills collected’ is received from Revenue Officer. Both summaries are
matched or tally with the record of computer section and if there is any discrepancy found it
is removed by Banking Section.
All the revenue generated or collected is transferred to WAPDA House Lahore, after some
retained earnings.
GEPCO have following types of accounts.
 Revenue Collection Account

 Capital Contribution Account
 Security Deposit Accounts
 Deposit Works Accounts
 General Bank Account
Audit section
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Audit section deals in :
 Revenue section
 IR section (inspection report)
 SVR section (stock verification report)
Audit planning
13 (revenue audit)
19 audit parties
6 (IR audit, accounts)
GEPCO Material Management unit:

In audit section we visit GEPCO material management unit and saw different material
Like:.
Electrical transformer :
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12v electrical transformer:.
Single phaseelectrical meter:
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Three phaseelectrical meter:
Finance
Finance department:
Control all functions related the finance

Hierarchy of finance department:
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Finance Director
Manager (Corporate Manager (Corporate

Account) Planning And Control
19
Grade
Deputy Manmager
s
(General Account Deputy Manager
And Financial (CPC)
reporting)
18
Grade Deputy Manager
s Deputy Manager
(Budgeting And
(Payment / Admin)
Texation)
Functions of grade 18:
1. Deputy Manager (General Account and Financial Reporting):
Consolidation:
It includes all accounts/ trails/ sales of all 60 units of GEPCO.
Asset:
Fixed assets register /maintain
IOT (inter office transaction):
Handle the cases of transaction related the units/ branches of GEPCO
Receivable and payable section:
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Handle the cases of transaction related the units/ branches of WAPDA with in Pakistan.
2. Deputy manager (Payment and Admin):
He performs functions related the pension, payment (periodically, cashier, admin, salary).
3. Deputy manager (CPC):
He performs the functions related the costing, budgeting, capital expenditure, operational
expenditure, loan management (loan calculation, markup of loan, repayment of loan), Tariff
(related the billing) and fund releasing.
In these Tariff is a important function.
4. Deputy manager (Budgeting and Taxation):
It performs two types of functions.
Banking Taxation
• receive payment • management of tax

• payment of tax
Budgeting:
Normally on the basis of previous 2 or 3 year expenses estimation is made for current budget
and then transferred to relate to providences then finalize the tariff quotation. Budget is
approved by NEPRA (National Electrical Power Regulatory Authority).
Capital expenditure to update the system capital budgeting is done every year with condition
and planning of coordination department.
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It generally includes:
 New electrical units

 AMR meters
 Upgrade lines and system
 Mew transformer
 Meter
Then it is passed on to the NEPRA
If the project is big than needs more funds and needs capital budgeting.
Loan Calculation:
 Follow up of loan
 Markup payment
 Need of loan
 Repayment of loan
All are covered under this head of loan calculations.
Reporting:
All the issues are reported to NEPRA by CPC sections.
These issues involves
 Finance issues
 Accounts issues
Relending:
Loan from Asian development Bank to Government and Government to WAPDA at the high
rate
Operational Expenditures:
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These includes,
 Salaries and wages

 Repairing expenditures.
Tariff petition:
It is a per unit rate of electricity. Frame work provided by NEPRA is followed fill the form of
NEPRA and follow the direction of NEPRA for tariff
WAPDA file the quotation of tariff on the basis of:
 Estimation of units
 Cost of electricity
Subsidies:
The NEPRA finalize tariff and this is determined by considering by subsidies by government.
Example:
Determined rate is 13 the government gives instruction that the rate should be 11 per unit and
the difference of 2 is subsidy by government.
Operational budget:
 Cash budget
 Sale budget
 Electricity cost
Budgeting is transfer to all heads:
 Salary
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 Travelling allowance
Rolling budget:
Update budget every month , Adjust budget with actual budget
Financial
Analysis
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Financial Analysis
Solvency Ratios
Debt to Net Worth
Long term/Equity
External Internal Equity

(C.L+Long Liabilty)/Equity
Debt to Fund Ratio

Long term liability/Fixed Assets
Debt Service Ratio

EBIT/Interst charges
Net Profit to Net Worth Ratio

Net Profit/Net Worth
Solvency Ration
T. Liability/T.Assets
Current Ratio
C.A./C.L.
Quick ratio
C.A./C.L.
Fixed Assets Ratio

F.A./Long Term Funds
Profitability Ratios
Gross Profit Ratio
GP/Net Sale
Net Profit Ratio
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Net Profit/Net Sale
Operating Profit Ratio

Operating Exp/Net Sale
Operating cost Ratio

Operating cost/Net Sale
Solvency Ratios
Debt to Net Worth

Formula: Long term/Equity
2017 2018 2018 2017
27716392195/3777122377 21605527779/10340341193 7.34 2.089
CHART TITLE
Series1
8.00
7.00
6.00
5.00
7.34
4.00
3.00
2.00 2.089
1.00
0.00
1 2
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External Internal Equity
Formula: (Current Liability+Long Liability)/Equity
2018 2017 2018 2017
66460596133/3777122377 55822625464/10340341193 17.60 5.399
18.00
16.00
14.00
12.00
10.00
8.00 Series1
6.00
4.00
2.00
0.00
1
2
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Debt to Fund Ratio

Formula: Long term liability/Fixed Assets
2018 2017 2018 2017
27716392195/31593894084 21605527779/24930003795 0.88 0.867
0.88
0.88
0.87
0.87
0.87
0.87 Series1
0.87
0.86
0.86
0.86
1
2
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Debt Service Ratio

Formula: EBIT/Interest charges
2018 2017 2018 2017

5279578281/152118134 (7670687791)/196900294 34.71 -38.950
Chart Title
100%
80%
60%
40%
20%
Axis Title
0%
1 2
-20%
-40%
Series1, -38.950
-60%
-80%
-100%
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Net Profit to Net Worth Ratio

Formula: Net Profit/Net Worth
2018 2017 2018 2017
.-
6563218816/3777122377 6439152740/10340341193 1.74 -0.623
2.00
1.50
1.00
Series1
0.50
0.00
1 2
-0.50
-1.00
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Solvency Ration
Formula: Total Liability/Total Assets
2018 2017 2018 2017

66460596133/62683473786 55822625464/45482284271 1.06 1.227
1.25
1.20
1.15
1.10
Series1
1.05
1.00
0.95
1
2
Current Ratio
Formula: Current Assets/Current Liabilities
Quick ratio
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Formula: Current Assets/Current Liabilities
2018 2017 2018 2017

31089579672/38744203938 2055280476/34217097685 0.80 0.060
Fixed Assets Ratio

Formula: Fixed Assets/Long Term Funds
0.90
0.80
0.70
0.60
0.50 Series1
0.40
0.30
0.20
0.10
0.00
1 2
2018 2017 2018 2017

31593894084/23939269818 24930003795/11265186586 1.32 2.213
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2.50
2.00
1.50
1.00 Series1
0.50
0.00
Series1
1
2
Profitability Ratios
Gross Profit Ratio

Formula: Gross Profit/Net Sale
2018 2017 2018 2017

.-
13530881837/51806636291 1000777004/53378658351 0.26 0.019
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0.30
0.25
Net Profit Ratio
Formula: Net Profit/Net Sale
0.20
0.15
Series1
0.10
0.05
0.00
1 2
2018 2017 2018 2017

6563218816/51806636291 .-6439152740/53378658351 0.13 -0.121
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Series1
0.15
0.10
0.05
0.00
1 2
-0.05
-0.10
-0.15
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Operating Profit Ratio

Formula: Operating Expenses/Net Sale
2018 2017 2018 2017

52799178281/51806636291 .-7670687791/53378658351 1.02 -0.144
1.20
1.00
0.80
0.60
Series1
0.40
0.20
0.00
-0.20 1
2
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Operating Cost Ratio

Formula: Operating cost/Net Sale
2018 2017 2018 2017

7176453376/51806636291 8792188320/53378658351 0.14 0.165
0.17
0.16
0.16
0.15
0.15
Series1
0.14
0.14
0.13
0.13
1
2
SWOT Analysis
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Strengths:
 Recovery of GEPCO dues is Almost 100% which highest all over the Pakistan.
 GEPCO website provides every information about GEPCO to the customers and
investors.
 GEPCO has equipped with the latest technology.
 Improved local transmission network capable to receive and dispatch electrical
power for supply to jurisdiction area without any constraint.
 Provides common facilities to its employees in the form of;free electricity, free
medical and conveyance allowance
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 GEPCO is natural monopoly for distribution of electric power in area of

jurisdiction
 The GEPCO has efficient internal audit department, which keep check and
balance.
 The GEPCO has experienced of strategic apex and managerial skilled staff.
Weakness:
 Large time required for processing any project/job
 Communication system between employees is not sufficient
 Lake of loyalty, consistency and regulatory in the staff
 Customer’s guidance is not sufficient
 Customer’s complaint system is very old and execution on the complaint is
very fatigue.
 Customers and employees relation is very poor.
Opportunities
 Corporatization and commercialization goals as per plan.

 Establishment of mobile customer services center at each circle.
 New Grid Stations and augmentation/extension of existing Grid Stations and
Transmission Lines
 Establishment of Computer Billing Centers.

 Conversion of petrol vehicles to CNG.
 There is no competitor in the local market, there is a big opportunity to get more
share.
 Research and development in power generation equipment.
 Natural resources to increase water resources and cheaper power.
Threats:
 Since GEPCO is a public organization, therefore political environments are

Decreasing the efficiency of the company.
 Some other competitors like GEPCO have their own power
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Generation system; therefore GEPCO is dependent on those companies.
 Politics in the employees and labor unions are very awful for company.
 There is always a threat the government may impose some duties on the GEPCO.
 Obsolescence of strategic equipment.
Porter’s Five Forces Analysis
The porters five forces comprises on the following factors
 Supplier’s power
 Threats of Substitute
 Buyers Power and
 Barriers to entry.
But in the case of GEPCO the competitors are limited to provide their
services in thedefined areas of the country. They cannot provide their
services beyond the limitations.So the GEPCO is responsiblefor providing
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the services in there relevant areas therefore no other substitute or there is

no any new company,which can provide electric supply.
PEST Analysis
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Political Factors
The political situation of Pakistan is not satisfactory. Due to the rapid change in the
Government every government sets its own new trade policies. GEPCO is under
PEPCO/WAPDA which is a public sector organization and is controlled by the Ministry of
Water and Electricity of Pakistan. Raja Pervez Ashraf is Federal Minister of this ministry. As
WAPDA is fully operated by the Government. Due to this political interference in WAPDA
has increased and the political persons and policies directly affect the WAPDA which is not
only harmful for the WAPDA but causes inefficiency and mismanagement. Employees are
hired on political basis, due to this reason inefficient work force is hired which causes
corruption and mismanagement. Due to number of external political factors power-generation
is somewhat restricted. In mid-2000, Pakistan's government stated that it would permit a
natural gas pipeline linking Iran's massive reserves to rival India across Pakistani territory.
Pakistan would earn transit fees for Iranian gas supplied to India and also would be able to
purchase some gas from the pipeline when and if its own demand was sufficient. While Iran
and Pakistan have shown great interest in the project, India has been reluctant to move
forward as long as political and military tensions with Pakistan over Kashmir persist. The
recent escalation of tensions between the two countries has made any movement on the
project even more unlikely, though a feasibility study is still underway.
Govt. should apply sustainable policies for continues and sustained growth of WAPDA.
Economic situation:
The economic condition of Pakistan can also affect the foreign investors increasing
inflation rate make the cost of production high and thus reduce the profit margin.
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Investment activity in the country has already been slowed down and further raise in
the power tariff would add to the problem. Overall economic activity in the country would
remain sluggish if the investment remains blocked.
With the industrial power rates already too high, Pakistan was unable to compete
other regional countries in the international export market. "Target of $10 billion export
target is hard to achieve with such high power rates". Industries all over the world get power
on comparatively lower rates, but it was other way around in Pakistan "Under the TWO
regime we have to support the competitiveness, and in the presence of such exaggerated
power rates our industry is not in a position to compete with other Asian states".
Social situation:
Power tariff in Pakistan are related with the poverty, and raise in the tariff would
automatically push up the poverty. Poor lot in the country was already cutting down the food
intake, and another hike in the power tariff would worsen this situation in a country where
calorie-based poverty is on the rise.
Technological factor:
The energy demand in Pakistan is likely to increase steadily. Consequently, the
current level of dependence on fossil fuel for electricity production will come under severe
strain because of the high depletion rate of the fuel. Currently over 70 percent of the total
electricity generation in the country is from fossil fuels, as shown in Table 1 below for the
year 2000-2001. In the year 2000-2001 alone, the total fossil fuel consumption in electricity
generation amounted to 11.94 million tons of oil equivalent (TOE).
The fossil fuel resources, however, are not expected to last for many years. In fact at
the current rate of use of oil and gas for electricity generation, the existing oil reserves, if put
to produce electricity only, can last for a little over six years only, and the gas reserves for
about 75 years. According to some estimates, a large hydroelectric potential—to the tune of
around 30 gigawatts—exists, which is likely to form the backbone of future electricity
generation. But there are issues— environmental as well as political—that makes large-scale
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dams controversial. The mini- and micro-hydel plants, besides being too far removed from
the national grid, add up to a small net generation, serving only some local communities.
Even with a greater focus on microhydel plants, the benefit will remain confined mainly to
the northern mountainous areas.
Among the various renewable energy options, wind and solar energy stand out for a
larger and possibly grid-scale potential. Wind energy potential is currently being charted out
by a state agency and in view of the sharp drop in installation costs, may help attract private
investment in power generation. The potential is however likely to remain significant only in
the coastal areas, mostly far away from the national electricity grid, and perhaps only to the
tune of a couple of gigawatts.
Solar photovoltaic systems are prohibitively expensive in terms of installation costs.

Power from them is also available intermittently—only when energy from the sun is
available. On the other hand, PV systems are free of the ever-rising costs of input fuel.They
also incur much less operation and maintenance costs and are supposed to have a longer
lifetime than, for example, a fossil fuel power plant. Thus using solar-PV power looks
uneconomical in the short term, but may be profitable in the long term. It is, therefore,
interesting to identify the factors that can make investment in solar PV power generation
acceptable.
There are several technological alternatives for electricity generation. While the
product - electricity supplied to the end consumer- is uniform, different production
techniques do make a difference on the basis of final cost, reliability of supply and quantity
of polluting emissions. There are different primary energy sources such as thermal, nuclear or
renewable energy which make use of different installations and transformation processes.
Investment in technological processes is generally for the long term and is virtually
irreversible.
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Recommendation
&
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RECOMMENDATIONS:.
No doubt GEPCO has monopolistic
privileges over the distribution of electricity
in its jurisdiction and its customers are also
increasing to a great extent even then there
are no of areas which require further
improvement. Following measures and
recommendations are as proposed:
 Management should try create more understanding between different department is

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 workers to enhance their
skills to increase their productivity and utility of the GEPCO.
 All the duties and responsibilities of the employees and the 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.
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 The management should recruit right person for right job.

 The management should hire multi skilled workers to get economy of scales.
 The employees must be well trained for customer services issues. .

 Thecommunication gap between senior management and lower technical,
maintenance staffmust be improved.
 The organizational hierarchyinside the organization must be reduced.
 The application processing system must beimproved. For complaints and other
customer related tasks, online computerized systemshould be arranged.
 The trust of the customers must be retained.
 The DISCOS should purchase all rating capacitors 11 KV, 132 KV and 415 KV for
improving voltage of the lines.
CONCLUSION:
According to my observation despite of threats and weaknesses the GEPCO still has
opportunity to growth because the demand of electricity increases with the passage of time
(According to WAPDA estimates) but I think that the management of the company should
have strict check and balance on inventory system, authorities should be decentralized and
The working hours should be strictly checked and for that purpose should be Central their
Database System that take the data about the working hours of the employees and it should
report weekly to higher management.
I observed that the culture of the company is not supportive the goal of company, because
employee is not sincere with its duties. The basic reason that I found behind this is that
company has not proper incentive plans for the employee that motivate employee to perform
their duties sincerely.
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Bibliography:
Web Portals:
 http://www.GEPCO.com.pk>
 http://www.wapda.com.pk/forum>
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 http://www.google.com>
 http://www.wikipeedia.com>
Organization:
 Annual Report of GEPCO

 <http://www.GEPCO.com.pk/>
 <http://www.GEPCO.com.pk/management.aspx>
 <http://www.GEPCO.com.pk/Publications/AnReport.aspx>
 <http://www.GEPCO.com.pk/directors/detail.aspx>
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Umair Ali (BC 15059)

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Umair Ali (BC 15059)

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GUJRANWALA ELECTRIC POWER

UNIVERSITY OF THE PUNJAB

“I Dedicate Our Report to my Respectable

Special Thanks to:

Mr.FAIZAN. (Coordinator internship program)

It is compulsory for completion of my B.com(hons) degree requirements by the

Gujranwala Electric Power Company (GEPCO) is an electric distribution

WAPDA was established in February 1959 to unify the maintenance of

Pakistan Water and Power Development Authority (WAPDA) were

 Generation, Transmission and Distribution of Power.

 Irrigation, Water Supply and Drainage.

 Prevention of Water logging and Reclamation of Waterlogged and Saline Lands.

 Management maintenances of distributing system

Power Wing is currently headed by Member (Power).Power of WAPDA comprising

These fourteen (14) Corporate Entities are:

 Four (4) thermal power generation companies (GENCOS)

Power Generation Companies:

GENCO – IJAMSHORO POWER COMPANY LIMITED

GENCO – II THERMAL POWER STATION GUDDU.

GENCO – IIITHERMAL POWER STATION MUZAGGARGARH

GENCO – IV LAKHRA POWER GENERATION COMPANY.

National Transmission & Dispatch Company (NTDC) Limited:

National Transmission & Dispatch Company (NTDC) Limited was

NTDC was granted Transmission License No.TL/01//2002 on 31st December 2002 by

MISSION STATEMENT NTDC:

To contribute in the development of prosperous Pakistan by managing smooth and

NTDCL BOARD OF DIRECTORS:.

1 Mr. Waqar Zakaria - Chairman Board Of Directors

2 Mr. Almas Haider – Member

3 Mr. Asjad Imtiaz Ali - Chairman Federal Flood Commission

4 Mr. Shah Jehan Mirza - Executive Director PPIB

5 Mr. Arshad Chaudhry - M.D NTDCL

6 Mr. Mohsin M.Syed

7 Mr. Babar Sattar

8 Mr. Omer Rasul (Additional Secretary MOWP)

500KV GRID STATIONS:

1 Islamabad SHEIKH MUHAMMADI PESHAWAR

Pakistan Electric Power Company (PEPCO):

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

Formed fourteen (14) Corporate Entities as following:

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

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

The specific objectives of PEPCO are:

• Stop load shedding,

• Constructing new grid stations,

• Development of an integrated automated power

* 425MW combine cycle dual fuel (furnace + HSD) at

G * 320MW UAE gifted power plant at GTPS Faisalabad.

* Smooth and consistent flow/supply of electricity.

L * Special concessions for quick and timely payment of bill.

KARACHI ELECTRIC SUPPLY CORPORATION LIMITED (KESC)

looks after the affairs of the Corporation at Federal level.

FAISALABAD ELECTRIC SUPPLY COMPANY (FESCO):

MULTAN ELECTRIC POWER COMPANY (MEPCO):

ISLAMABAD ELECTRIC SUPPLY COMPANY LIMITED (IESCO):

GUJRANWALA ELECTRIC POWERCOMPANY(GEPCO)

Gujranwala Electric Power Company Ltd. (GEPCO) is Electricity Distribution Company

 Achieve and maintain the highest degree of efficiency, reliability and

 Public and company worker’s safety shall be high on our priority.

 To carry on all or any of the business of purchasing, importing, transforming,

 To carry on expand and extend the business and activities.

 To improve financial management to maximize utilization of Company resource.

Technical Operations Objectives: