LEADER 05538oam 22007095 450 001 9910787147703321 005 20200520144314.0 010 $a1-4648-0304-8 024 7 $a10.1596/978-1-4648-0303-1 035 $a(CKB)3710000000261091 035 $a(EBL)1819602 035 $a(SSID)ssj0001347575 035 $a(PQKBManifestationID)11746941 035 $a(PQKBTitleCode)TC0001347575 035 $a(PQKBWorkID)11351660 035 $a(PQKB)11030058 035 $a(MiAaPQ)EBC1819602 035 $a(DLC) 2014021660 035 $a(Au-PeEL)EBL1819602 035 $a(CaPaEBR)ebr10950247 035 $a(CaONFJC)MIL653377 035 $a(OCoLC)880960176 035 $a(The World Bank)18168877 035 $a(US-djbf)18168877 035 $a(EXLCZ)993710000000261091 100 $a20140529d2014 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cn$2rdamedia 183 $anc$2rdacarrier 200 10$aGovernance of Indian state power utilities $ean ongoing journey /$fSheoli Pargal and Kristy Mayer 210 1$aWashington, DC :$cWorld Bank,$d[2014] 215 $a1 online resource (xviii, 111 pages) $cillustrations ;$d24 cm 225 0 $aIndia power sector review 300 $aDescription based upon print version of record. 311 $a1-4648-0303-X 311 $a1-322-22097-2 320 $aIncludes bibliographical references at the end of each chapters. 327 $aFront Cover; Contents; Acknowledgments; About the Authors; Executive Summary; Abbreviations; Chapter 1 Introduction; Notes; References; Chapter 2 Institutional Context; Figures; Figure 2.1 Timeline-Establishment of SERCs; Figure 2.2 Timeline of Power Sector Unbundling (Orange) and Central Electricity Acts and Policies (Green); Notes; References; Chapter 3 Corporate Governance of State Power Utilities; Boxes; Box 3.1 Literature on Corporate Governance; Objectives of Unbundling and Corporatizing State Utilities; Figure 3.1 Power Sector Structures, 2010 327 $aCorporate Governance Requirements for State Utilities in India Findings-Corporate Governance in Practice; Box 3.2 Types of Directors; Box 3.3 Shunglu Committee Recommendations on Corporate and Regulatory Governance; Figure 3.2 Utilities with More than Two Government Directors; Figure 3.3 Government Involvement in Different Utility Decisions; Figure 3.4 Utilities with Board Share of Independent Directors Meeting DPE Guidelines; Figure 3.5 Utilities That Have a Dedicated Regulatory Cell; Figure 3.6 Utilities That File Their Accounts on Time and Make Accounts and Audit Reports Public 327 $aFigure 3.7 Average Chairperson/Managing Director Tenure Figure 3.8 Number of Directors on Utility Boards; Figure 3.9 Average Number of Board Meetings per Year; Figure 3.10 Utilities with Audit Committees; Figure 3.11 Utilities with an Independent Director Chairing the Audit Committee; Figure 3.12 Utilities with Executive Directors Constituting Less or More than Half of Board Members; Figure 3.13 Utilities with an ERP System or Advanced MIS; Tables; Table 3.1 Share of Utilities in Compliance with Indicators That Constitute the Basic Index 327 $aBox 3.4 Corporate Governance as an Instrument of Change in West Bengal Table 3.2 Characteristics of the Top Five Utilities Covered in the Detailed Index; Box 3.5 Corporate Governance in a High Performing Joint Venture-Tata Power (Delhi); Box 3.6 Organizational Transformation and a Turnaround in Performance in Gujarat; Table 3.3 Utility Performance on the Detailed Index; Notes; Table 3.4 Correlation among Corporate Governance (CG) Variables; References; Chapter 4 Regulatory Governance; Mandates of SERCs; Implementation of Regulatory Mandates; Box 4.1 SERC Responsibilities 327 $aFigure 4.1 Ratio of Average Billed Tariff to Operating-Cost-Recovery Level and to Average Operating Cost, 2010 Figure 4.2 Change in Ratio of Average Billed Tariff to Operating-Cost-Recovery Level, 2003-10; Box 4.2 The Cost of Regulatory Assets; Figure 4.3 Measures Taken by SERCs to Protect Consumer Rights; Figure 4.4 Number of Regulations Notified by SERCs; Figure 4.5 Types of Regulations Notified by SERCs; Figure 4.6 Action Taken on OA by SERCs; Institutional Design: SERC Autonomy, Capacity, Transparency, and Accountability 327 $aFigure 4.7 Action Taken on Renewable Energy and Energy Efficiency by SERCs 330 $aThis World Bank review, Governance of Indian State Power Utilities: An Ongoing Journey, is a first attempt to systematically examine the quality of corporate and regulatory governance in the Indian power sector. Considering that much of the poor performance of utilities reflected internal and external shortfalls in governance, India's Electricity Act of 2003 mandated unbundling and corporatizing the vertically integrated state electricity boards, along with establishing independent regulators at the center and in the states. The aim was to create a more accountable and commercial performance c 410 0$aWorld Bank e-Library. 606 $aElectric utilities$zIndia 606 $aPublic utilities$zIndia 615 0$aElectric utilities 615 0$aPublic utilities 676 $a354.4/90954 700 $aPargal$b Sheoli$01545873 702 $aMayer$b Kristy 712 02$aWorld Bank. 801 0$bDLC 801 1$bDLC 801 2$bDLC 906 $aBOOK 912 $a9910787147703321 996 $aGovernance of Indian state power utilities$93801054 997 $aUNINA