INTRODUCTION

Abstract:

This project deals with “A study on budgetary control with reference to the Krishna District
DR.N.T.T.P.S (Power Plant) IBRAHIMPATNAM”.

This project focus on the a deeper understanding of the state of the company is to ultimate goal
of all representations in budgeting and Budgetary control management’s task is to find out the
reasons for the variances and to take the proper action This Study, the impact of budget and
Budgetary control on the performance of power supplying company nttps, was conducted using,
As case study. the resources are limited, it every organizations tends to exact means by which
it can get what it wants with the limit resources at its disposals. Therefore, the organization adopts
the concept budgetary control to satisfy their needs at the least possible. We adopted descriptive
research design with data gathered through questionnaire Administered to respondents. Non-
parametric Tool of chi square was employed to analyze the data.

Key words: coordinating, evaluating, planning and controlling.

BUDGETARY CONTROL:

Budgetary control means the control of operations with the aid of budget .It is essential for
policy planning control .It acts as instrument of co-ordination. Budgetary control is the technique
of management control through budget .Budgetary control is designed to evaluate the
performance in the terms of goals .Budgeted trough budget reports. It is a system which is
established to use tools the planning and control.

The establishment of budgeted relating to responsibilities of executives the requirement of a

policy, and the continuously comparison of actual with budgeted results, either to secure by
individual action the objective of that policy , or to provide a basis for its revision”

Throughout the budget period the use of budgets and budgetary control reports for the purpose of
coordination ,evaluating and controlling day-to-day operating according to the goals which is
specified to budget is involved by the budgetary control .The were presentation of budget

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doesn’t have much value it’s real value lies in the aspects of the planning and its utilization
during the period for the purpose of control and coordination .Under budgetary control actual
results are constantly checked & evaluating and comparison of actual results is made with the
budgeted goals and wherever indicted corrective action should be undertaken.

NTTPC ltd is the largest power generated company in India both in terms of installed capacity
and generated out puts. The company is engaged in the business generation and sale of bulk
power.

The government of India. Held 62.28% stake in NTTPS as on 31st December 2017.NTTPS has two
segments; generation and other business .Their other business includes providing consultancy
project management and supervision, and supervision. Oil and gas exploration, and coal mining.

The company operates their states at a level efficiency that exceeds the average in India; based
upon availability average plant load factor they have developed a long term technology road map
for the induction of high efficiency equipment, including super critical and ultra supercritical
mechanism at their new plants. Their subsidiaries include NTTPS electric supply company ltd,
Pipvav power development company ltd, kanji bijilee utpadam nigam ltd and Bhatia rail bijilee
company ltd.

 The budget is an significant use of is both planning and controlling process and
is very widely used by managers to monitor plan and control various activities
maintain at every level of the organization.
 Budgets help managers in integrated personal within the organization efforts
towards a common goal .The maintain properly appropriating and adequate to
different activities can be coordinated by achieve the organizational objectives.
 Budget acts as controlling devices to correct any deviations. It is the
expenditures for a given activities exceeds the allotted to budget at any point in
time, this will be a deviated from the prescribed course of action, requirements
attention and action by the organization management.

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 NEED OF THE STUDY
 The project is undertaken to analyze and understand the budgetary control
process in Dr. NTTPS, which gives main exposures to practical implication of
theory knowledge.
 To motivate organizational members to perform well.

 To know about the organization’s operating of using various budgetary control

techniques.

 It helps to coordinate integrate and balance the effort of various departments

light of the overall objectives

 It helps to achieve better control of operation through regular systematic

monitoring.

 It helps to association the budgeting process and budget performance.

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 SCOPE OF THE STUDY

 The scope of the study is limited to collected in the financial data has published in
the company annual report.

 To suggested favorable solution to the various problems related to financial

performance.

 Any work without boundaries result in ambiguous end.

 So this study has been confined to the finance department of Dr.NTTPS,

IBRAHIMPATNAM.

 The information about financing strategies and difficult to collect as the head
office of Dr.NTTPS as well as railway board mainly frames them.

 The study mainly concentrates on the budgetary aspects of IBRAHIMPATNAM.

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 OBJECTIVES OF THE STUDY

The primary objective of the study on” budget and budgetary control” is to understand
the process of planning and control through budgets in Dr.NTTPS, IBRAHIMPATNAM.

 To study existing the budgetary control method and practices at Dr.NTTPS.

 To find the budgetary control system and gives the benefits and principles
of this system.

 To find the techniques of budgetary control for decision making.

 To understand a detailed plan of action for a business over a period of time.

 To find the various cost centers and department with efficiency and economy.

 To find the capital expenditure for future.

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 LIMITATIONS OF THE STUDY

 To Lack of time is to another limit factor ,the schedule period of 5 week or not
sufficient to make the study independently regarding budgetary control in Dr,
NTTPS
.
 To provide for a detailed plan of action from business over period of time.
.
 It expects the tradeoffs between and within programs.

 To study the conducted in a short period, it was not detailed in all aspects

 It expects high degree of managerial skill because its success depends upon the
precision of estimates.

 It cannot directly be applied to direct materials, direct labor and overheads

associated with production function. Thus its application is limited.

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 RESEARCH METHODOLOGY

To achieve a objectives the following methodology has been adopted. The information
for this report has been collected through the primary and secondary. They are following two
sources.

 Primary data
 Secondary data

PRIMARY DATA

The primary data of the topic is collected by personal interaction with the officials of the finance
and accounting department and also from annuals reports of the company. The financial data
relating to the organization has been collected for the 5 years.

SECONDARY DATA

The data collected from the other sources

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 INDUSTRY PROFILE

ELECTRICITY SECTOR IN INDIA:

The electricity sector in India had an installed capacity of 223.625 GW as of April 2013;
the world’s fifth largest captive power plants generate an additional 34.444 GW. Non Renewable
Power Plants constitute 87.55% of the installed capacity and 12.45% of Renewable Capacity.
India generated 855 BU (855 000 MU i.e. 855 TWH) electricity during 2011-12 fiscal.

In terms of fuel, coal-fired plants account for 57% of India’s installed electricity capacity,
compared to South Africa’s 92%; China’s 77%; and Australia’s 76%. After coal, renewal
hydropower accounts for 19%, renewable energy for 12% and natural gas for about 9%.

In December 2011, over 300 million Indian citizens had no access to electricity. Over one
third of India’s rural population lacked electricity, as did 6% of the urban population. Of those
who did have access to electricity in India, the supply was intermittent and unreliable. In 2010,
blackouts and power shedding interrupted irrigation and manufacturing across the country.

The per capita average annual domestic electricity consumption in India in 2009 was
96KWh in rural areas and 288 KWh in urban areas for those with access to electricity, in contrast
to the worldwide per capita annual average of 2600 kWh and 6200 kWh in the European Union.
India’s total domestic, agricultural and industrial per capita energy consumption estimates vary
depending on the source. Two sources place it between 400 to 700 kWh in 2008-2009. As of
January 2012, one report found the per capita total consumption in India to be 778 kWh.

India currently suffers from a major shortage of electricity generation capacity, even
though it is the world’s fourth largest energy consumer after the United State, China and Russia.
The International Energy Agency estimates India needs as investment of at least $135 billion to
provide universal access of electricity to its population.

The International Energy Agent estimated India will add between 600 GW to 1200 GW
of additional new power generation capacity before 2050. The technologies and fuel sources
India adopt, as it adds this electricity generation capacity, may make a significant impact to
global resource usage and environmental issues.

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 India’s electricity sector is amongst the world’s most active players in renewable energy
utilization, especially wind energy. As of December 2011, India had an installed capacity of
about 28 GW of renewal technologies-based electricity, exceeding the total installed electricity
capacity in Austria by all technologies.

India’s network losses exceeded 32% in 2010 including non-technical losses, compared
to the world average of less than 15%. Both technical and non-technical factors contribute to
these losses, but quantifying their proportions is difficult. But the Government pegs the national
T&D losses at around 24% for the year 2011 & has set a target of reducing it to 17.1% by 2017
& to 14.1% by 2022. Some experts estimate that technical losses are about 15% to 20%, A high
proportion of non-technical losses are caused by illegal tapping of lines, but faulty electric meter
that underestimate actual consumption also contribute to the reduced payment collection. A case
study in Kerala estimated that replacing faulty meters could reduce distribution losses from 34%
to 29%.

Key implementation challenges for India’s electricity sector include new project
management and execution, ensuring availability of fuel quantities and qualities, lack of
initiative to develop the large coal and natural gas resources present in India, land acquisition,
environmental clearances at state and central government level, and training of skilled manpower
to prevent talent shortages for operating latest technology plants.

EVOLUTION

The first demonstration of electric light in Calcutta was conducted on 24 July 1879 by
PW Fleur& Co. On 7 January 1897, Kilburn & Co secured the Calcutta electric lighting license
as agents of the India Electric Co, which was registered in London on 15 January 1897. A month
later, the company was transferred from London to Calcutta only in 1970.

Enthused by the success of electricity in Calcutta, power was thereafter introduced in

Bombay. Mumbai saw an electric light demonstration for the first time in 1882 at Crawford
Market, and Bombay electric supply & Tramways Company (B.E.S.T.) set up a generating
station in 1905 to provide electricity for the tramway. The first hydroelectric installation in India
was installed near a tea estate at Sidrapong for the Darjeeling Municipality in 1897

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ELECTRICITY CONSUMPTION

STATE PER CAPITA CONSUMPTION(kWh)

Goa 2004.77

Pondicherry 1864.5

Punjab 1663.01

Gujarat 1558.58

Haryana 1491.37

Delhi 1447.72

Chandigarh 1238.51

Tamil Nadu 1210.81

Himachal Pradesh 1144.94

Andhra Pradesh 1013.74

Telangana 10394.01

Jammu & Kashmir 968.47

Rajasthan 811.12

Uttar Pradesh 386.93

Uttarakhand 930.41

Madhya Pradesh 618.1

Maharashtra 1054.1

Karnataka 873.05

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Kerala 536.78

Lakshadweep 428.81

Bihar 117.48

Jharkhand 750.46

Orissa 837.55

West Bengal 515.08

Andaman and Nicobar Islands 506.13

Sikkim 845.4

Assam 209.2

Manipur 207.15

Meghalaya 613.36

Nagaland 242.39

Tripura 253.78

Arunachal Pradesh 503.27

Mizoram 429.31

GENERATION

Power development in India first started in 1897 in Darjeeling, followed by the commissioning
of hydropower station at Sivasamudram in Karnataka during 1902.

India’s electricity generation capacity additions from 1950 to 1985 were very low when
compared to development nations. Since 1990, India has been one of the fastest growing markets
for new electricity generation capacity.

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 The country’s annual electricity generation capacity has increased in the last 20 years by
about 130 GW, from about 66 GW in 1991 to over 100 GW in 2001, to over 199 GW in 2012.
India’s power finance Corporation Limited projects that current and approved electricity capacity
addition projects in India are expected to add about 100 GW of installed capacity between 2012
and 2017. This growth makes India one the fastest growing markets for electricity infrastructure
equipment. India’s installed capacity growth rates are still less than those achieved by China, and
short of the capacity needed to ensure universal availability of electricity India by 2017.

According to India’s Ministry of Power, about 14.1 GW of new thermal power plants
under construction are expected to be put in use by December 2012, so are 2.1 GW capacity
hydropower plants and a 1 GW capacity nuclear power plant. India’s installed generation
capacity should top 200 GW in 2012.

In 2010, the five largest power companies in India, by installed capacity, in decreasing
order, were the state-owned NTPC, followed by three privately owned companies: Tata Power,
Reliance Power and Adana Power.

In India’s effort to add electricity generation capacity over 2009-2011, both central
government and state-owned power companies have repeatedly failed to add the capacity targets
because of issues with procurement of equipment and poor project management. Private
companies have delivered better results.

THERMAL POWER

Thermal power plants convert energy rich fuel into electricity and heat. Possible fuels
include coal, natural gas, petroleum products, agricultural waste and domestic trash / waste.
Other sources of fuel include landfill gas and biofuels. In some plants, renewal fuels include
landfill gas and biofuels. In some plants, renewal fuels such as biogas are co-fired with coal.

Coal and lignite accounted for about 57% of India’s installed capacity. However, since
wind energy depends on wind speed, and hydropower energy on water level’ thermal power
plants account for over 65% of India’s generated electricity. India’s electricity sector consumes
about 80% of the coal produced in the country.

Fuel constraints

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A large part of the Indian coal reserve is similar to Gondwana coal. It is low calorific value and
high ash content. The iron content is low in India’s coal, and toxic trace element concentrations
were negligible. The natural fuel value of Indian coal is poor. On average , the Indian power
plants using India’s coal supply consume about 0.7 kg of coal to generate a KWH, whereas
United States thermal power plants consume about 0.45 kg of coal per KWH. Whereas United
States thermal power plants consume about 0.45 kg of coal per KWH. This is because of the
difference in quality of the coal, as measured by the Gross Calorific values (GCV). On average,
Indian coal has a GCV of about 4500 kcal/kg, whereas the quality elsewhere in the world is
much better; for example, in Australia, the GCV is 6500 kcal/kg approximately.

India has an extensive review process, one that includes environmental impact assessment,
prior to a thermal power plant being plant being approved for construction and commissioning.
The Ministry of Environment and Forests has published a technical guidance manual to help
project proposers and to prevent environmental pollution in India from thermal power plants.

Installed Thermal power Capacity

The installed capacity of thermal power in India, as of 31 October 2012, was 140206.18 MW
which is 66.99% of total installed capacity.

 Current installed base of Coal Based Thermal Power is 120,103.38 MW which comes to
57.38% of total installed base.
 Current installed base of Gas Based Thermal power is 18,903.05 MW which is 9.03% of
total installed capacity.
 Current installed base of Oil Based Thermal power is 1,199.75 MW which is 0.57% of
total installed capacity.
 The state of Maharashtra is the largest producer of thermal power in the country.

HYDROPOWER

In this system of power generation, the potential of the water falling under gravitational force is
utilized to rotate a turbine which again is coupled to Generator, leading to generation of
electricity. India is one of the pioneering countries in establishing hydroelectric power plants.

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The power plant at Darjeeling and Shim ash (Shivanasamudra) were established in 1898 and
1902 respectively and are among the first in Asia.

India is endowed with economically exploitable and viable hydro potential assessed to be
about 84,000 MW at 60% load factor. In addition, 6,780 MW in terms of installed capacity from
Small, Mini, and Micro Hydel schemes have been assessed. Also, 56 sites for pumped storage
schemes with an aggregate installed capacity of 94,000 MW have been identified. It is the most
widely used from of renewable energy. India is blessed with immense amount of hydroelectric
potential and ranks 5th in terms of exploitable hydro-potential on global scenario.

The present installed capacity as 31 October 2012 is approximately 39,291.40 MW which

is 18.77% of total electricity generation in India. The public sector has a predominant share of
97% in this sector. National Hydroelectric power Corporation (NEEPCO), Sutlej jalvidyut
Nigam (SJVNL), Tehri Hydro Development Corporation, NTPC-Hydro are a few public sector
companies engaged in the development of hydroelectric power in India.

NUCLEAR POWER

As of 2011, India has 4.8 GW of installed electricity generation capacity using nuclear
fuels. India’s nuclear plants generated 32455 million units or 3.75% of total electricity produced
in India.

India’s nuclear power plant development began in 1964. India signed an agreement with
General Electric of the United States for the construction and commissioning of two boiling
water reactors at Tarapur. In 1967, this effort was placed under India’s Department of Atomic
Energy. In 1971, India set up its first pressurized heavy water reactors with Canadian
collaboration in Rajasthan. In 1987, India created nuclear power Corporation of India Limited to
commercialize nuclear power.

In 2011, India had 18 pressurized heavy water reactors in operation, with another four
projects of 2.8GW capacity launched. The country plans to implement fast breeder reactors,
using plutonium based fuel. Plutonium is obtained by reprocessing spent fuel of first stage
reactors. India successfully launched its first prototype fast breeder reactor of 500 MW capacities
in Tamil Nadu, and now operates two such reactors.

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 India has nuclear power plants operating in the following states: Maharashtra, Gujarat,
Rajasthan, Uttar Pradesh, Tamil Nadu and Karnataka. These reactors have an installed electricity
generation capacity between 100 to 540 MW each. New reactors with installed capacity of 1000
MW per reactor are expected to be in use by 2012.

India’s share of nuclear power plant generation capacity has been just 1.2% of worldwide
nuclear power production capacity, making it the 15th largest nuclear power producer. Nuclear
provide 3% of the country’s total electricity generation in 2011. India aims to supply 9% of it
electricity needs with nuclear power by 2032.

India aims to supply 9% of it electricity needs with nuclear power by 2032. India’s
largest nuclear power plant project under implementation is at jaitapur , Maharashtra in
partnership with Arriva , France.

SOLAR POWER

India is bestowed with solar irradiation ranging from 4 to 7 kWh/square meter/ day across the
country, with western and southern regions higher Isolation.

India is endowed with rich solar resources. India receives the highest global solar
radiation on a horizontal surface. With its growing electricity demand, India has initiated steps to
develop its large potential for solar energy based power generation. In November 2009, the
government of India launched its Jawaharlal Nehru national solar mission under the national
action plan on climate change. Under this central government initiative, India plans to generate
1GW of power by 2013 and up to 20GW grid-based solar power, 2GW of off-grid solar power
and cover 20 millions square meters with solar energy collectors by 2020. India plans utility
scale solar power generation plants through solar parks with dedicated infrastructure by state
government by state governments, among others, the governments of Gujarat and Rajasthan.

Solar power is the conversion of sunlight into electricity, either directly using photo
voltaic (pv), or indirectly using concentrated solar power (csp). Concentrated solar power
systems use lenses or mirrors and tracking systems to focus a large area of sunlight into a small
beam. Commercial concentrated solar power plants were first developed in the 1980s. the 354

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MW SEGS CSP installation is the largest solar power plant in the world, located in the Mojave
Desert of California. Other large CSP plants include the Sol nova solar power station (150 MW)
and the And solar project in the United States, and the 221 MW charanka solar park in India, are
the world’s largest photovoltaic power station.

wind power

India has the fifth largest installed wind power capacity in the world. In 2010, wind power
accounted for 6% of India’s total installed power capacity, 1.6% of the country’s power output.

The development of wind power In India began in the 1990s by Tamil Nadu electric
board near Tuticorin, and has significantly increased in the last few years. Suzlon is the leading
Indian company in wind power, with an installed generation capacity of 6.2 GW in India. Vestals
is another major company active in India’s wind energy initiative.

As December 2011, the installed capacity of wind power in India was 15.9GW, spread
across many states of India. The largest wind power generating state was Tamil Nadu
accounting for 30% of installed capacity, followed in decreasing order by Maharashtra, Gujarat,
Karnataka, and Rajasthan. It is estimated that 6 GW of additional wind power capacity will be
installed in India by 2012. In Tamil Nadu, wind power is mostly harvested in the southern
districts such as Kanyakumari, Tirunelveli and Tuticorin.

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 The state of Gujarat is estimated to have the maximum gross wind power potential I n
India, with a potential of 10.6 GW.

OTHER RENEWABLE ENERGY

Renewable energy in India is a sector that is still in its infancy.

As of December 2011, India had an installed capacity of about 22.4 GW of renewable

technologies-based electricity, about 12%of its total. for context, the total installed capacity for
electricity in Switzerland was about 18 GW in 2009. The table below provides the capacity
breakdown by various technologies.

Renewal energy installed capacity in India (as of 31 December 2012)

TYPE TECHNOLOGY INSTALLED

CAPACITY

(in MW)

Gird Connected power

Wind 18420.40

Small hydro 3496.14

Biomass 1248.60

Bagasse Congeneration 2239.63

Waste – to-Energy (WtE) 96.08

Solar 1176.25

Off Grid, Captive Power

Waste to Energy – Urban 113.60

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 Biomass Non-Bagasse 426.04

Cogen

Biomass Gasifiers- Rural 16.696

Biomass Gasifiers- 138.90

Industrial

SPV System (>1KM) 106.33

Aerogen/Hybrids 1.74

As of August 2011, India had deployed renewal energy to provide electricity in 8846
remote village, installed 4.4 million family biogas plants, 1800 micro hydel units and 4.7 million
square meters of solar water heating capacity. India anticipates adding another 3.6 GW of
renewal energy installed capacity by December 2012.

India plans to add about 30 GW of installed electricity generation capacity based on

renewal energy technologies, by 2017.

Renewable energy projects in India are regulated and championed by the central
government’s Ministry of New and Renewable Energy.

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 COMPANY PROFILE

Generate electric power, transmit it to the load centers and to distribute to the people is
the responsibility of the government, and it is done through the later APSEB (Andhra Pradesh
State Electricity Board). The APSEB is also responsible for formulation and implementation and
internal policies and it was recognized as an autonomous body.

The power sector in AP state is the form of APSEB till January 1999, whose function is
to generate, transmit and distribute the power to the consumer at a fair value. The strength of the
employees in all cadres was about 72,000.

After the reform process started, the APSEB bifurcated into two separate corporations from
01.02.1999 under the company act i.e.

 APGENCO (Andhra Pradesh power generation corporation Limited)

 APTRANSCO(Transmission Corporation Limited of Andhra Pradesh)

APGENCO will take over the existing power stations of APSEB and will generate the power at
the lowest possible rates and sell it to APTRANSCO and thereby consumers of Andhra Pradesh.

APGENCO (Andhra Pradesh power Generation Corporation limited, Andhra Pradesh,

India.) came into existence on 28.12.1998 and commenced operations from 01.02.1999. this was
sequel to Government’s reforms in Power Sector to unbundle the activities relating to
Generation, Transmission and Distribution of Power all the Generating Stations owned by
erstwhile APSEB were transferred to the control of APGENCO.

The installed capacity of APGENCO as of 31.12.2011 is 8924.9 MW comprising 5092.50

MW thermal, 3829.40 MW Hydro , 2 MW Wind power stations and 1.0 MW Photo Voltaic Cell
based Solar Power plant, contributes about half the total Energy Requirement of Andhra Pradesh,
APGENCO is the third largest power generating utility in the Country next to NTPC and
Maharashtra. It’s installed Hydro capacity of 3829.4 MW is the second highest among all power
utilities in the country.

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 ORGANIZATION CHART OF APGENCO

CHAIRMAN

MANAGING
DIRECTOR

DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR

(THERMAL) (HYDEL) (TECHNICA (FINANCE) (PROJECTS)

L)

EXECUTIVE CHIEF OF CHIEF OF CHIEF CHIEF JOINT

DIRECTOR VIGILANCE GENERAL GENERAL GENERAL SECRETARY
MANAGER MANAGER MANAGER (PERSONNE
&
(ADM) (HR) (IR) L)
SECURITY

Vision:

To be the best power utility in the country and one of the best in the world.

Mission:

 To generate and supply adequate and reliable power in the state of Andhra Pradesh in the
most economic manner.
 To spearhead accelerated economic power development by planning and implementing
new power project with in stipulated time and cost.

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  To implement renovation and modernization of all existing units enhance their
performance.
 To operate power stations economically, efficiently, and eco-friendly.

OBJECTIVES:

 To achieve status as one of the best power station in India by 2015 on the basis of
performance.
 Continuously monitor the generation process to ensure compliance with the specified
requirement of grid effectively and economically.
 Ensure specify dependability and reliability of the electricity generation process in an
environmentally sustained manner.
 Continuous improvement in process/system through an up gradation of technology and
skills and knowledge of the employees by organizing regular training courses.

VALUES:

 Excellence in all aspects of the company

 Respect for the individual and personal Growth
 Tackling challenges and Solving Problems
 Honesty, Integrity and Ethical Business
 People as the Source of Strength
 Continued Self-improvement never being satisfied

PLANT

The First Stage was approved by the Planning Commission in July 1973 at a cost of
Rs.76.86 corers (RS.0.183 corers per MW). The project work was inaugurated by the then
Hon’ble Prime Minister Mrs. Indira Gandhi on 7th April 1974. The first and second Units were
commissioned on 1st November 1979 and 10th October 1980 respectively. The completed cost of
project was Rs.193.6 corers( Rs.0.46 corers per MW) due to increase in cost of land acquisition,
main plant equipment, design improvements to have better performance and reliability and
general global price escalation etc..

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 Due to over increasing power demand of Andhra Pradesh, the second Stage with two units
of 210 MW each was taken up during 1986. The units were commissioned on 5th October 1989
and 23rd August 1990. The second stage costed us Rs.511 corers (Rs.122 corers per MW).

Vijayawada TPS Stage-I have a unique plant design .the coal bunkers and mills are located in
between the Boiler House and Electrostatic Precipitators unlike the usual practice of planning the
bunkers and mills in between the turbine and boiler. This has improved accessibility for
maintenance and neatness of the plant.

The high level performance of the Vijayawada Thermal Power Station has been a
benchmark for the country. Winning awards at National level has been a routine for this unique
Power Station. The Station has received Meritorious Productivity Awards from Government of
India for the last 21 years consecutively. It also bagged 10 Gold Medals in row since 1994-95 for
attaining more than 85.6% Plant Load Factor.

APGENCO is contemplating to enhance the Vijayawada TPS’s capacity with a 660 MW Unit
with Super Critical Boiler Technology, during 2007-2008. The largest capacity installed in the
country as of now is 500 MW. The reason for choosing 660 MW Unit for stage. IV is that the
specific Plant cost per MW is cheaper by 6.5%; Plant efficiency because of Super Critical
Technology will be more by 6%.

All statutory clearances / Approvals are obtained M/s. KfW of Germany agreed to
finance the project to an extent of Rs.1600 corers through Government of India. REC has
sanctioned a loan of Rs.825 corers M/s. Vattenfall Europe were appointed as Project consultants
for EPC Tendering and Project implementation contract Agreement for EPC is expected to be
finalized by 31-12-2004.

Renovation and modernization (R&M) are being given greater focus and R&M of the
generating units is being taken up in a planned manner. Augmentation of electrostatic
precipitators has been taken up at a cost of Rs.22 corers to control the emission level.

Vijayawada Thermal Power Station has acquired ISO 9001: 2000 Certification from M/s. Lloyds
Register Quality Assurance in May, 2004.

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 His Excellency Dr. A.P.J. ABDUL KALAM, Hon’ble PRESIDENT OF INDIA
presented a GOLD SHIELD to VIJAYAWADA THERMAL POWER STATION on 24-08-2004
at New Delhi in recognition of its outstanding performance in the last 4 years.

Vijayawada Thermal Power Station continues to maintain its prominence among the best
performing power stations in the Country.

PLANT DETAILES:

S.NO. DESCRIPTION AREA IN ACRES

1 Plant Area 567

2 COLONIES

‘A’ Colony 181

‘B’ Colony 96

‘C’ Colony 54

3 CW Canal 400

4 Ash Pond 1069

TOTAL 2367

AWARDS

The station has been the recipient of many prestigious Awards from various organizations
including Meritorious Awards instituted by the Government of India. The Station has received
the meritorious Productivity Award for twenty consecutive years and also got the Incentive
Award for eleven consecutive years. The station has bagged Gold Medal for 2002-03, 9th time in
a row since 1994-95. With its exceptional performance during 2003-04, it has qualified to
receive 10th gold medal and 21st meritorious productivity Award in a row.

23
THE MAIN PARTS AND THE WORKING OF NARLA TATA RAO
THERMAL POWER STATION PLANT

Narla Tata Rao Thermal Power Station is located on the left bank of river Krishna at a
distance of 2 k.m and is in between Ibrahimpatnam and Kondapally villages and j 16 K.M of the
north side of Vijayawada city in Krishna district. The sight lines at an elevation of about 26.5
meters above the mean-sea-level.Narla Tata Rao Thermal Power Station Complex consists of 4
stages-IV of 500 MW. The stage-I, stage II, stage III, stage IV units are commissioned as
detailed below.

STAGE NUMBER UNIT NUMBER CAPACITY DATE OF

OMISSINING

I 1 210MW 01-11-1979

2 210MW 10-10-1980

II 3 210MW 05-10-1989

4 210MW 23-03-1991

III 5 210MW 31-03-1994

6 210MW 24-02-1995

IV 7 210MW 06-04-2009

The Total capacity of the station is 1260MW. 210MW. Dr. Narla Tata Rao Power Station
is a unique one in the country, unique in its layout and numerous facilities for easy operation
maintenance. The large, reservoir created thermal power station is linked to a singareni colliery
company limited (S.C.C.L) for the supply of coal.

24
SPECIAL DESIGN FEATURES OF DR.NARLA TATA RAO THERMAL
POWER STATION

The cold bunkers and mills are located between the boiler house and ESPs unlike usual
arrangements elsewhere in the country of planning the bunkers and mills in the turbine house is
completely isolated from the mills to ensure a dust-free atmosphere in the turbine house and also
to ensure easy accessibility of mills foe maintenance.

Stage-I &II & III:

The first, second and third stage boilers, turbines and generators, are of completely new
design. Tower type boilers of single pass design manufactured by M/s Bharat heavy electrical
limited collaboration with Stein industries (France), KWU Turbines and generators of West
Germany designed are installed in the second and third stages.

Stage-IV

The basic character of the plant is Coal based thermal station (1*500 MW) with
Conventional boiler and steam turbine. The Special Features of the plant are: Near to River
Krishna and cooling water is taken from the upstream of the river and the return water is fed
back to the river downstream. An alternative cooling water system with forced draught cooling
towers is also available.

TOWER TYPE BOILERS

Among the advantages of Drainable heat exchange and their edge over two pass boilers
when using high ash content coal, lesser erosion of Heating surface components to two pass
boilers etc., the spacing of the tubes and velocity of flue gases can be suitably adjusted at the
design stage to achieve better results maintenance of the boilers could be faster as there is no
need for snaffling of sky climber for maintenance of super heaters and economizers.

Direct fired tube mills:

The tube mills can run for a very long time (several thousand hours) without stopping as
forged balls are fed into running mills while a vertical bowl mill is prone the frequent shut down
due to its design consisting of several moving wear parts within the system.

25
FINANCIAL STRUCTURE:

Details of capital Investment made on each Stage

SL.NO STAGE AMONT IN CRORES

1 I(2*210MW) 193

2 II(2*210MW) 533.33

3 III(2*210MW) About 800

4 IV(2*210MW) 2100

CORE VALUES

 To operate and maintain power station at high availability ensuring minimum cost of
generation.
 To build leadership to professional excellence and quality.
 To build a team organization by sharing knowledge and empowering employee.
 To treat everyone with personal attention, openness, honesty and respect they deserve.
 To break down all departmental barriers for working together.
 To have concern for ecology and the environment.

NATURE OF ACTIVITY

APGENCO is one of the organizations of A.P.S.E.B. (Is no more now,) we have

APGENCO & APTRANSCO apart from distribution comparison to bring back those fruitful
days. Let us not waste our time in analyzing whether splitting of APGENCO has given any
positive results so far or not. It is high time to step into the future on a great optimistic note.
Among the different successor entities of APGENCO.

MANUFACTURERS AND DESIGN

The instruments and controls were supplied and commissioned by M/S Instrumentation
Limited, Kota to design of George Kent U.K the boilers were manufactured by M/s BHEL,

26
hardware the second and third stat boilers, turbines and generators are of a completely new
design manufactured by M/s BHEL under collaboration with stain industries (France) KWU
turbine and Generators of West Germany design are installed in II and III states.

PERFORMANCE AND ACHIEVEMENTS

There has been a progressive important in the performance of the units from year to year
not only in generation but also in availability and capacity utilization it begged
“PRODUCTIVITY AWARDS” for the post 15 years continuously and has been awarded” BEST
HOUSE KEEPING PRIZE” for all its cleanliness and neatness, another outstanding
achievements is in the reduction of oil consumption i.e. 3 ml per unit.

COMBINATION OF COAL

Coal obtained from mills is held in suspension in the boiler. Oil is used for ignition and
stabilization of the flame. Next coal is blurting in suspension. Air necessary for combustion is
supplied by force draft fans air from these fans is preheated to minimize heat transfer from the
furnace to air.

The main parts of a boiler are:

 Drum
 Down cameras
 Riser tubes
 Ring header
 Water Walls
 Super-Heater

No. of stages in HPT: 25

 No .of stages in IPT :2*40=80

 No .of stages in LPT :2*80=160

Steam 5400 c, 175 kg/cm2 pressure is passed to HPT and rotates the turbine thus converting heat
energy into mechanical energy; by the end of HPT steam has the parameters 3400 c, 36 kg/cm2

27
pressure. This sent back to boiler to raise its temperature to 5400 C which is achieved by heat
transfer from flue gases to incoming stream.

CONDENSATE SYSTEM

To send steam from LPT to condenser law pressure i.e. almost vacuum should be created
condenser which is done with main air reactor (MAE) parameters of the condense flows through
MEE temperature of a it transfers to liquid to arise. Air which is absorbed by the condensate
reaches the outlet of DA parameter will be 1600 and 76kg/cm2.

HOT WATER SYSTEM

The condensate at the outlay of DA is fed to BEP to raise its pressure to 170kg/cm. Next it is
passed through HPH to raise its temperature. At the outlet of economizer the temperature will be
2800C. This steam from the outlet of decorator to the economizer is called heat water system.

DISPOSAL OF FLUE GASES

Flue gases obtained from the boiler along with lighter ash particles are sent to
electrostatic precipitator (ESPS) and induced draft fans to collect ash particles. The flue gases are
sent in four different parts in ESPS for better removal of ash particles.

POWER TRANSMISSION

There is 18-220 KV our feeders from the plant power generated at 15 KV is stepped up to
220 KV and is sent to distribution transformer from where it is distributed.

Dr. NTTPS from a grid with power stations like R.T.P.S, K.T.P.S and srisailam and in case of
emergency and increases of emergency power is drawn from any of these stations.

DEPARMENTATION

In this Dr. NTTPS there are various functions carried out in the whole plant, these all are
divided into 18 systems.

1. Coal Handling Plant

2. Fuel Handing Plant
3. Cooling Water System

28
 4. Combustion System
5. Air Flue System
6. Pulverizing System
7. Ash Handling System
8. Ash Disposal System
9. Water Handling System
10. Ranking Cycle System
11. Governor System
12. Lubricant System
13. Condensate System
14.Excitation System

ORGANIZATION HIERARCHY

The head of the plant is the Chief Engineer, the operation and maintenance of the plant is
divided into five stages which are stage-I, stages-II, stages-III, stages-IV and coal handling plant
(CHP). Each stage has one superintending Engineer to control.

The four stages are divided into different divisions, such as Operation & Maintenance
(O&M), Boiler Maintenance (BM), Turbine Maintenance (TM), Common Auxiliary
Maintenance (CAM). Each division is headed with one divisional Engineer (DE), DE
subordinate Assistant Divisional Engineer (ADE), ADE under 2 or 3 Assistance Engineers
supervise the work, AE under there are an additional Assistant Engineer (AAE)

The supply of coal for all the units is handled by coal handling plant (CHP). Coal handling
plant is divided into

 Electrical Maintenance
 Mechanical Maintenance

The administration is supervised by a superintending Engineer (SE) which is divided into

 Technical
 Purchases
 Chemical Department

29
  Staff

HOSPITAL

Deputy civil Surgeon heads the hospital. He is assisted by Assistant Civil Surgeon,
Pharmacists and Nurses. He also calls on specialist Doctors from outside for weekly visits to the
hospital so as treat patients who suffer from critical diseases. The hospital has the necessary
infrastructural facilities such as X-ray and ECG units.

COAL YARD

Superintending engineer heads the coal yard. He is assisted by Divisional Engineers and
the latter are assisted by Assistant Divisional Engineers and Assistant Engineers. The major
functions of the coal yard are receiving, unloading and crushing of coal. After crushing the coal,
it is transmitted to the bankers for combustion.

SHIFT SYSTEM

The thermal power plant runs throughout the year. The plant runs three shifts in a day
decide the general shift. The shift timings of the plant are presented. Shift rotating takes place for
every two days. Employees who work in the 6:00 AM to 1:00PM shift for two days will get
rotated to the second shift, employees who work in the second shift for two days will get rotated
to the third shift. In this way, shift rotation taken place for every two days uniformly for each
employee. The timings of the general shift are from 08:30 AM to 12:30 PM and from 3:00 PM to
5:30 PM.

WORKING CONDITIONS

The working conditions are quite good in Dr. NTTPS (VTPS). The Thermal Power Plant
as mentioned earlier spans over huge area of 2,367 acres of land of which the plant occupies an
area of 567 acres. In the remaining land, it developed a green belt, which is highly uncommon in
any other thermal power plant in India. The power plant strives hard to maintain greener and

30
cleaner atmosphere in and around its premises. It has already planted 1, 25,000 samplings and
further plantation on regular basis is being done.

RULES AND REGULATIONS

Every organization has its own rules and regulations and Dr. NTTPS is no exception. In
Dr. NTTPS, the rules and regulations are very strict. For instance, the management views
unauthorized absenteeism seriously. Further, the operations & maintenance staff should be
continuously made available in the organization.

SWOT ANALYSIS

Strengths:

 Strong Market Position and Integration Levels

 Strong R & D capabilities
 Operational Excellence
 Stable credit ratings.

Weaknesses:

 Lack of owning transmission and distribution assets

 Unbalanced fuel mix

Opportunities:

 Strategic diversification
 Globalization
 Increasing demand for power generation
 New business development

Threats:

 Increasing competition
 Raise in fuel prices
 Forthcoming strict environment norms

31
 THEORETICAL FRAME WORK

BUDGET AND BUDGETARY SYSTEM:

The budgeting process is used in the performance budgeting for the construction of phase
which includes pre commissioning activities. Besides meeting the essential requirements of
managerial control the budgeting exercise also covers the long term capital budgeting, which is
presented in the form of annual plan.

The budget presents the plan , objectives and policies of enterprise numerical terms it is a
short term operational plan used as a tool by management for planning as well as controlling the
activities of the organization and also ensure the coordination among the different departments in
the organization to achieve predetermined goals. in a broad sense ,a budget constitutes of
planned or expected results in quantitative terms for a specified future period. it may be
expressed either in financial or physical terms like machine hours, man hour , units or products ,
or in any other numerically measurable terms

BUDGETARY CONTROLT

The use of budget to monitor and regulate the operational activity of the organization in
systematic manner is called ‘budgetary control’

The institute of cost and management accountings, London, defines budgetary control as ‘the
establishment of budgets, regulating the responsibilities of executive to the requirements of a
policy and the continues comparison of actual with budgeted results either to ensure by
individual action to provide a firm basis for its revision.

A budgetary control system secures control over costs and performance in various parts of an
enterprise by.

1. establishing budget
2. comparing actual results with budgeted ones; and
3. taking corrective action or revising the budget if necessary.

32
OBJECTIVES OF THE BUDGETARY SYSTEM :

 To prepare annual budgets in such a manner those managers at various levels in

organization carry out periodical exercise in respect of each contact or responsible
centre for physical planning and matching resources broke up into monthly targets
or cash flows.
 To introduce and operate responsible for achievement of specified targets with the
recourses allocated for the purpose.
 To bring about effective co-ordinate of all activities of the organization and
 To gear up service divisions to meet effectively the requirements of project.
 To elimination of waste and increase in profitability.
 To ensure planning for future by setting up various budgets, the requirement and
expected performance of the enterprise are anticipate.
 To provide clear guidelines for managers and supervisor and its major way
organizational objective are transacted into specific task.

SCOPE OF BUDGETARY CONTROL:

Main activities (or) scope of budgetary control includes following steps for proper implications
of budgetary control.

Scope of budgetary control

Preparation of the budget

Actual preference to be recorded

Comparison between actual budget figures

33
 Corrective steps deviations between actual & budget

Revision of the budget

BUDGET PERIOD AND PHASING

The budget period or annual begets should with the financial year. In October every
year the budget should drawn up for the ensuring the financial year in the form of Budget
estimates financial year in the form of Revised Estimates [R.E]...In addition the budgets are to be
reviewed on monthly basis by project review teams, in the light of actual expenditure and
projections in the budget period. Budget should indicate monthly phasing of expenditure and
targets for the first and quarterly phasing for the second half of the year. At the time of review of
the budget estimates to frame revised estimates the quarterly phasing should be broken up into
monthly phasing.

While drawing up the actual budget in October every year, the long term capital budget
for ongoing and new schemes should be formulated as apart of exercise as preparation of annual
plan. The long term capital budget should indicate for a period of six years following the budget
period of six years following the budget period of six years following the budget period wise
annual phasing of the capital expenditure and physical schedules recourse based network.

BUDGET HEADS:

34
 For uniform accounting, it is essential that costs are collected for each of the factory
though this may involve splitting up of payments against contracts which embrace more than one
system. Allocation of the cost as system wise affords a sound basis for cost accounting, inter-
firm comparisons and provides valuable inputs to the data bank. Budget provisions are related to
project estimates and monitoring of actual expenditure where as control variables for part control
and instrumentation system. Factory piping which includes pipelines, for ash water mains,
compressed air system and civil works piping.

Auxiliary pumps for water treatment plant and civil works system. If there are, any
contracts not covered in the budget heads provision for such contracts should be shown against
the appropriate system by head by adding code number.

TYPES OF BUDGET :

According to the nature expenditure budget are classified under:

 Direct capital outlay on works

 Technical consultancy
 incidental construction during construction
 Employee cost
Other establishment expenses:

 Training and recruitment

 Preliminary expenses
 Misc brought-out assets
 Capital budget
 Township budget

BRIEF EXPLANATION TO THE NATURE OF EXPENDITURE INCLUDED

IN EACH BUDGET IS INDICATED BELOW:

35
Incidental expenditure during construction personal payment:
These comprises of salary, wages, allowance, contribution of PF and other funds and
other expenses such as LIC, medical reimbursement, canteen subsidy etc. any provision of areas
of salary D.A.
Office and other expenses:
Expenses incidental to construction and capital works not traceable directly to incidental
expenditure, during contribution equipments, vehicle running expense, office rent.LC and cost of
drawings, travelling expenses, printing and stationary, communication expenses, advertisement for
tenders etc. are major items in the category.

ESSENTIAL OF BUDGETARY CONTROL

There are certain steps which are necessary for the successful implementation of a
budgetary control system.

 Organization for budgetary control

 budget centers
 budget officers
 budget manual
 budget committee
 budget period
 determination of key factor

REVIEW OF PROJECT BUDGET:

Monthly review:

At monthly intervals the budget should be reviewed by project review committee [PRC].
Project budget should report actual expenditure against budget heads. Work heads and corporate
budget by the 7th of month following the report month. The monthly review should be examined
by project review team[PRC],who should record variations for any variations and proposed for
expending works in the minutes of the meetings reasons for any variations in the case of budget
heads exceeding 10% of the budget estimates revised estimates or which ever is Rs.5 lakhs

36
should be analyzed and report upon.PRT should conduct a quarterly budgets review with a view
to projecting anticipated expenditure.

Quarterly review:

PRT should conduct a quarterly budgets review with a view to projecting anticipated
expenditure. During the year against approved budget estimates/revised estimates. As time is
essence of such review, only a quick review of anticipated expenditure for individual budget
heads involving provisions exceeding Rs.50 lakhs in each case should be made and reported in
minutes to PRT. For this purpose, project budget should furnish all the relevant data to project
manager [project] and planning and system by the 10th, of the month following the quarter
project budget committee should review the actual expenditure and assess anticipated
expenditure contract co-ordination/engineers in charge. The assessments of anticipated
expenditure should be furnished by the project budget committee to General Manager [project]
by the 30th of the month following the quarter under review.

BUDGET OF SERVICE DIVISION CORPORATE BUDGETS:

A review of budgets of service and corporate divisions should be conducted at quarterly

intervals by corporate budget committee[CS'C].For this purpose corporate accounts should report
actual expenditure up to the need of the quarter by the 10th of the month following quarter to
corporate budget and budget-coordination of the remaining period of the year should be sent to
the corporate budget should put up a consolidated report division wise and project wise to
corporate budget committee[CBC] by the 15th of the may, August, November and February
every year.

OBJECTIVES OF THE CURRENT BUDGETARY CONTROL SYSTEM

The current budgetary control system-operating phase has been compiled to achieve the
following objectives.

 To control actual performance with reference to standards/norms adapted in the budget

ascertain the deviations analyze and establish the reasons.

37
 To identify constraints in generation and timely action for estimation constraints.

 To monitor the generation of internal recourses so as to ensure the availability of

adequate funds.

 To prepare the revenue budget so as to forecasting the periodical profitability of the

organization.

 To develop standards/norms of performance in the various areas of operation and

maintenance based on the experience.

 To ensure effective coordinate planning of all activities so that all the inputs and services
necessary for achieving the physical targets are available at appropriate time.

 To create cost consciousness among the managers responsible for decision making

 To provide data regarding operational norms and cost for the purpose of formulating
tariff.

 To provide data basis for assessment of working capital requirements

 To control the working capital particularly book debts spares and other items inventory.

 To improve profitability and internal resources generation.

38
SCOPE OF THE PERFORMANCE BUDGET:
The budget for operation and maintenance activities will be called performance budget
operation. This in effect means that all financial targets in the budget will be based on
performance targets in physical terms.
The current budgetary control system operation pays envisages generation and
transmission line projects as independents investment centers. It becomes applicable to a project
in the year in which it plans to commercialize its first generation unit. However, the budget infer
expenses from the date of synchronization to the date of commercial generation is to be taken
case of in the capital budget of the respective project similarly in the case of transmission line
projects the system becomes applicable from the year in which it plans to commissions its first
line along with substation or the date commercial generation of the first unit of generative project
with which this line is associated, whichever is later. For subsequent lines, the O&M will be
prepared from the case generation of energisation.

The system investigates the preparation of operation and maintenance budget for each of
the cost centers as per the requirements of coasting systems.

The performance budget operation will consists of following budgets along with the
supporting schedules:

 Budget balance sheet.

 Budget profit and loss account.

 Revenue budget.

In addition, separate budgets for revenue activities other than operation for research and
development consultancy contracts etc.

The expenses respect of developmental expenditure for improvements additions

replacement, renewals, balancing facilities etc. arc of capital nature and will be budgeted for in
the construction budget of budgetary control system-construction pairs.

39
 To facilitate management control the system also investigates, phasing of these budgets
into monthly targets. The actual performance then will be reasons for variation s will be analyzed
and established for taking corrective remedial actions.

CLASSIFICATIONS AND TYPES OF BUDGET

The budgets are usually classified according to their nature. the following are the types of
budget, which are commonly used

A. Classification according to time

 Long - term budgets

 Short – term budgets
 current budget

B. Classification on the basis of function

 operating budget
 financial budget
 master budget

C. Classification on the basis of flexibility

 fixed budget
 flexible budget

ADVANTAGES OF BUDGETARY CONTROL

Budgeting is closely connected with control. the exercise of control in the organization
with help of budgets is known as budgetary control, budgetary control a tool in the hand of
management & plays an important role in function of management

 Maximization of profit
 estimates future
 tool for measuring performance
 coordinates various acts

40
  good labor relation
 motivates to attain goals
 maximum utilization of resources

DISADVANTAGES OF BUDGETARY CONTROL

Budgetary control is as important device for making the organization more efficient on
all fronts. It is important tool for controlling costs and achieving the overall objectives.

 estimates may not be true

 problem of coordination
 expensive techniques
 danger of rigidity
 limits performance of employees
 depends on top management
 constant review needed

REQUIREMENTS OF A GOOD BUDGETING CONTROL

 Budget should be acceptable at all levels of management.

 Organizational goals must be clearly stated.
 There should be a well planned organizational structure.
 There should be flexibility in budgeting.
 The budgeting should be a continuous exercise and should be revised timely.
 The budgeting should be based on information.

41
 DATA ANALYSIS & INTERPRETATION

COST OF COAL FOR THE 2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUAL VARIANCE

2013-2014 348287.29 342289.91 -5997.38

2014-2015 334329.01 342289.94 7960.93

2015-2016 348528.52 334329.01 -14196.51

2016-2017 370158.00 334329.01 -35828.99

2017-2018 334329.01 342289.94 -7960.93

400000
350000
300000
250000
200000 ESTIMATED
150000 ACTUAL
100000 VARIANCE

50000
0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
-50000
-100000

42
INTERPRETATION:

From the above table and graph it is clear that there is a difference between the actual and
estimated budget. The overall actual costs are less than the estimated cost of coal

In 2013-2014 the variance is about -5997.38, in 2014-2015 the variance is about 7960.93in 2015-
2016 the variance is about-14196.51, in 2016-2017 the variance is about-35828.99 & in 2017-
2018 the variance is about -7660.93

COST OF FURANCE OIL FOR THE PERIOD 2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUAL VARIANCE

2013-2104 5140.1 6554.13 3414.03

2014-2015 8214.1 6554.19 -1659.91

2015-2016 2498.23 3140.1 641.87

2016-2017 3140.1 3140.1 0

2017-2018 8140.1 6554.19 -1585.91

43
 10000

8000

6000

4000 ESTIMATED
ACTUAL
2000 VARIANCE

0
2013-2104 2014-2015 2015-2016 2016-2017 2017-2018
-2000

-4000

INTERPRETATION:

From the above table and graph it is clear that there is a difference between the actual and the
estimated budget of Furnace oil, but the company has performed well .The overall actual costs
are less than the estimated cost of furnace oil.

THE COSTS OF HSD OIL FOR THE PERIOD OF 2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUAL VARIANCE

2013-2014 728.17 729.47 1.3

2014-2015 514.7 728.17 213.47

2015-2016 729.47 514.7 -214.77

2016-2017 524.7 514.7 -10

44
2017-2018 514.7 728.17 213.47

800

600

400
ESTIMATED
200 ACTUAL
VARIANCE
0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
-200

-400

INTERPRETATION

From the above table and graph it is clear that the is a difference between estimated and
actual budget. The overall cost actual cost are less than the estimated cost of HSD oil.

In 2013-14 the variance is about 1.3, in 2014-15 the variance is about 213.47, in 2015-16
the variance is about -214.77,in 2016-17the variance is about -10,in 2017-18 the variance is
about 213.47.

45
THE COSTS OF OPERATING EXPENSES FOR THE

PERIOD OF 2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUALS VARIANCE

2013-2014 7512.28 6549.68 -968.6

2014-2015 5580.5 5458.1 -122.4

2015-2016 7512.28 7733.94 221.66

2016-2017 7733.94 7512.28 -221.66

2017-2018 7733.94 5458.1 -2275.84

10000

8000

6000

4000 ESTIMATED
ACTUALS
2000
VARIANCE

0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
-2000

-4000

46
INTERPRETATION:

From the above table and graph it is clear that there is a difference between actual cost and budgeted
estimated cost but the company has to improve the operating cost.

in 2013-14 the variance is about -968.6, in 2014-15 the variance is about -122.4,in 2015-16 the variance
is about 221.6,.in 2016-17 the variance is about -221.6,.in 2017-18 the variance is about -2275.84.

THE COSTS OF REPAIRS AND MAINTENANCE FOR THE PERIOD OF

2013-2014 (Rs in lakhs)

YEARS ESTIMATED ACTUALS VARIANCE

2013-2014 15678.2 12298.05 -3380.15

2014-2015 14635.01 14635.01 0

2015-2016 15678.2 13591.24 -2086.96

2016-2017 13591.24 15678.2 2086.96

2017-2018 13591.24 14635.01 1043.77

47
 20000

15000

10000 ESTIMATED
ACTUALS
5000 VARIANCE

0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

-5000

INTERPRETATION:

From the above table and graph shows that there is difference between estimated and
actual cost of repairs and maintenance, but the company has to improve the cost.
In 2013-14 the variance is about -3380.15,in 2014-15 the variance is about 0,in 2015-16
the variance is about -2086.96,in 2016-17 the variance is about 2086.96,in 2017-18 the variance
is about 1043.77.

THE COSTS OF EMPLOYEE COST FOR THE PERIOD OF

2013-2014 (Rs in lakhs)

YEARS ESTIMATED ACTUALS VARIANCE

2013-2014 20213.02 25021.24 4808.22

2014-2015 26570.15 24571.21 -1998.94

2015-2016 20213.02 27269.47 7056.45

2016-2017 27269.47 20213.02 -7056.45

2017-2018 27269.47 24571.21 -2698.26

48
 30000

25000

20000

15000
ESTIMATED
10000 ACTUALS
VARIANCE
5000

0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
-5000

-10000

INTERPRETATION

From the above table and graph shows the difference between actual and estimated cost
of employee.

In 2013-14 the variance is about 4808.22,in 2014-15 the variance is -1998.94,in 2015-16
the variance is 7056.45,in 2016-17 the variance is -7056.45, in 2017-18 the variance is -2698.26.

49
THE COSTS OF ADMINISTRATIVE EXPENSES FOR THE PERIOD OF
2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUALS VARIANCE

2013-2014 2316.4 2316.4 0

2014-2015 2371.68 2371.68 0

2015-2016 2316.4 2505.12 188.72

2016-2017 2505.12 2316.4 -188.72

2017-2018 2505.12 2371.68 -133.44

3000

2500

2000

1500 ESTIMATED
ACTUALS
1000 VARIANCE

500

0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
-500

50
INTERPRETATION

From the above table and graph shows the difference between actual and estimated cost of
administrative.

In 2013-14 the variance is 0,in 2014-15 the variance is 0,in 2015-16 the variance is 188.72,in
2016-17 the variance is -188.72, in 2017-18 the variance is -133.44.

THE COSTS OF TERMINAL BENEFITS FOR THE PERIOD OF 2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUALS VARIANCE

2013-2014 3129.97 3489.97 360.27

2014-2015 4520.24 3488.63 -1031.61

2015-2016 3489.97 3656.03 166.06

2016-2017 3489.97 3129.97 -360

2017-2018 3656.03 3488.63 -167.4

51
 5000

4000

3000

2000 ESTIMATED
ACTUALS
1000 VARIANCE

0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
-1000

-2000

INTERPRETATION

From the above table and graph shows the difference between actual and estimated cost of
terminal benefits.

In 2013-14 the variance is 360.27,in 2014-15 the variance is -1031.61, in 2015-16 the
variance 166.06, in 2016-17 the variance -360, in 2017-18 the variance is -167.4.

52
THE COSTS OF INTEREST & FINANCIAL CHARGES FOR THE
PERIOD OF 2013-2018

(Rs in lakhs)

YEARS ESTIMATED ACTUALS VARIANCE

2013-2014 65567.05 67560 1992.95

2014-2015 68360 67960 2600

2015-2016 87560 80684 -6876

2016-2017 67560 69256.21 1695.21

2017-2018 80684 67960 -12724

100000

80000

60000
ESTIMATED
ACTUALS
40000
VARIANCE

20000

0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

-20000

INTERPRETATION

From the above table and graph shows the difference between actual cost and estimated cost of
interest and financial charges.

In 2013-14 the variance is 1992.95, in 2014-15 the variance is 2600, in 2015-16 the variance is -
6876, in 2016-17 the variance is 1695.21, in 2017-18 the variance is -12724.
53
 BUDGET ESTIMATED FROM THE PERIOD OF 2013-2018

2013-2014

S.NO PARTICULARS ESTIMATED CPU ACTUAL CPU VARIANCE CPU

BUDGET BUDGET

1 UNITS (250)
12954.850 12704.850
GENERATED

2 COAL (239991) 0.068

CONSUMPTION 9757045 0.681 9517054 0.749

COST OF COAL 348287.29 277.08 342289.91 269.42 (5997.38) 7.66

3 F. OIL 4308.36
CONSUMPTION
(KL) 9504.380 13812.740

COST OF F.OIL 5140.10 2.60 6554.13 5.16 3414.03 2.56

4 HSD OIL 1135.828 0

CONSUMPTION
(KL) 1133.828

COST OF HSD OIL 728.17 .57 729.47 0.57 1.3 0

5 TOTAL COST OF 1415.33 2.56

OILS (3+4) 5868.27 3.17 7283.60 5.73

6 TOTAL COST (4582.05) (5.1)

354155.56 280.25 349573.51 275.15
(5+2)

7 OPERATING 7512.28 4.0 (968.6) 1.15

6543.68 5.15
EXPENSES

54
 8 REPAIRS 15678.20 40.8 (3380.15) (31.12)
12298.05 9.68
&MAINTENANCE

9 EMPLOYEE COST 20213.02 18.23 25021.24 19.69 4808.22 1.46

10 ADMINISTRATIVE 2316.40 0.92 0 0.9

2316.40 1.82
EXPENSES

11 TERMINAL 3129.97 3.0 360.27 (0.25)

3489.97 2.75
BENEFITS

12 INTEREST 65567.05 47.20 1992.95 5.98

&FINANCIAL 67560.00 53.18
CHARGES

13 GRAND TOTAL 468572.48 394.4 466802.85 367.42 (1769.63) (26.98)

2014-2015

S.NO PARTICULARS ESTIMATE CPU ACTUAL CPU VARIANC CPU

D BUDGET BUDGET E

1 UNITS GENERATED 12066.230 12704.850 638.62

2 COAL CONSUMPTION 9200144 0.762 8657574 0.681 (542570) (0.081)

COST OF COAL 334329.01 277.08 342289.94 269.42 7960.93 (7.66)

3 F. OIL CONSUMPTION 13844.736 (1027.885)

(KL) 14872.621

COST OF F.OIL 8214.10 5.60 6554.19 5.16 (1659.91) (0.44)

4 HSD OIL 1135.828 (96.672)

CONSUMPTION (KL) 1232.500

55
 COST OF HSD OIL 514.70 0.43 728.17 .57 213.47 0.14

5 TOTAL COST OF 7282.36 5.73 (1446.44) (0.3)

OILS (3+4) 8728.8 6.03

6 TOTAL COST (5+2) 343057.81 283.11 349572.30 275.15 6514.49 (7.96)

7 OPERATING 5580.50 4.00 5458.10 4.30 (122.4) 0.30

EXPENSES

8 REPAIRS 14635.01 11.52 14635.01 11.52 0 0

&MAINTENANCE

9 EMPLOYEE COST 26570.15 15.34 24571.21 19.34 (1998.94) 4

10 ADMINISTRATIVE 2371.68 1.57 2371.68 1.87 0 0.3

EXPENSES

11 TERMINAL BENEFITS 4520.24 1.79 3488.63 2.75 (1031.61) 0.96

12 INTEREST 68360 50.26 67960.00 53.49 (2600) 3.23

&FINANCIAL
CHARGES

13 GRAND TOTAL 465095.39 367.6 468356.93 368.42 3261.54 0.82

56
 2015-16

S.NO PARTICULARS ESTIMATED CPU ACTUAL CPU VARIANCE CPU

BUDGET BUDGET

1 UNITS 12740.012 (637.782)

12066.230
GENERATED

2 COAL 9501036 0.872 (300892) (0.11)

CONSUMPTION 9200144 0.762

COST OF COAL 348528.52 281.26 334329.01 277.08 (14196.51) (4.18)

3 F. OIL 8923.493 580.887

CONSUMPTION
(KL) 9504.380

COST OF F.OIL 2498.23 1.92 3140.10 2.60 641.87 0.68

4 HSD OIL 1325.890 (393.39)

CONSUMPTION
(KL) 932.500

COST OF HSD OIL 729.47 0.57 514.70 0.43 (214.77) (0.14)

5 TOTAL COST OF 6882.5 0.54

OILS (3+4) 3227.7 2.49 3654.80 3.03

6 TOTAL COST (5+2) 351756.22 283.75 337983.81 280.11 (13772.41) 3(.64)

7 OPERATING 7512.28 4.0 221.66 2.41

7733.94 6.41
EXPENSES

8 REPAIRS 15678.20 40.8 13591.24 11.26 (2086.96) (29.54)

57
 &MAINTENANCE

9 EMPLOYEE COST 20213.02 18.23 27269.47 22.60 7056.45 4.37

10 ADMINISTRATIVE 2316.40 0.92 188.72 1.16

2505.12 2.08
EXPENSES

11 TERMINAL 166.06 0.28

3489.97 2.75 3656.03 3.03
BENEFITS

12 INTEREST (13124) 13.69

&FINANCIAL 87560.00 53.18 80684.00 66.87
CHARGES

13 GRAND TOTAL 488526.09 403.63 473423.61 392.35 (15102.48) (11.28)

2016-2017

S.NO PARTICULARS ESTIMATED CPU ACTUAL CPU VARIANCE CPU

BUDGET BUDGET

1 UNITS 12368.246 197.984

12566.230
GENERATED

2 COAL 9482014 0.852 (281870) (0.09)

CONSUMPTION 9200144 0.762

COST OF COAL 370158.00 198.22 334329.01 277.08 (35828.99) 78.86

3 F. OIL 9504.380 0
CONSUMPTION
(KL) 9504.380

COST OF F.OIL 3140.10 2.70 3140.10 2.60 0 (0.10)

58
4 HSD OIL 923.051 9.449
CONSUMPTION
(KL) 932.500

COST OF HSD OIL 524.70 0.52 514.70 0.43 (10) (0.09)

5 TOTAL COST OF 3664.8 3.22 (10) (0.19)

OILS (3+4) 3654.80 3.03

6 TOTAL COST 373822.8 201.44 (35838.99) 78.67

337983.81 280.11
(5+2)

7 OPERATING 7512.28 4.0 (221.66) (2.41)

7733.94 6.41
EXPENSES

8 REPAIRS 15678.20 40.8 2086.96 29.54

13591.24 11.26
&MAINTENANCE

9 EMPLOYEE COST 27269.47 22.60 20213.02 18.23 (7056.45) (4.37)

10 ADMINISTRATIVE 2316.40 0.92 (188.72) (1.16)

2505.12 2.08
EXPENSES

11 TERMINAL 3129.97 3.0 (360) 0.25

3489.97 2.75
BENEFITS

12 INTEREST 69256.21 46.29 1696.21 (6.89)

&FINANCIAL 67560.00 53.18
CHARGES

13 GRAND TOTAL 495972.54 299.72 456089.89 393.35 (39882.65) 93.63

59
 2017-18

S.NO PARTICULARS ESTIMATED CPU ACTUALS CPU VARIANCE CPU

BUDGET

1 UNITS 12066.230 12704.850 638.620

GENERATED

2 COAL 9200144 0.762 8655749 0.681 (542569) (0.081)

CONSUMPTION

COST OF COAL 334329.01 277.08 342289.94 269.42 7960.93 (7.66)

3 FUEL OIL 9504.380 13844.736 4340.356

CONSUMPTION
(KL)

COST OF F.OIL 8140.10 2.60 6554.19 5.16 (1585.91) 2.56

4 HSD OIL 932.500 1135.828 203.328

CONSUMPTION
(KL)

COST OF HSD OIL 514.70 0.43 728.17 .57 213.47 0.15

5 TOTAL COST OF 8654.80 3.03 7282.36 5.73 (1282.44) 2.70

OILS(3+4)

6 TOTAL 342983.81 280.11 349572.30 275.15 6588.49 (4.96)

COST(5+2)

7 OPERATING 7733.94 6.41 5458.10 4.30 (2275.84) (2.11)

EXPENSES

60
8 REPAIRS 13591.24 11.26 14635.01 11.52 1043.77 0.26
&MAINTENANCE

9 EMPLOYEE COST 27269.47 22.60 24571.21 19.34 (2698.26) (3.26)

10 ADMINISTRATIVE 2505.12 2.082 2371.68 1.87 (133.44) (0.21)

EXPENSES

11 TERMINAL 3656.03 3.03 3488.63 2.75 (167.40) (0.28)

BENEFITS

12 INTEREST 80684.00 66.87 67960.00 53.49 (12724) (13.38)

&FINANCIAL
CHARGES

13 GRAND TOTAL 478423.61 392.35 468056.93 368.41 (10366.68) (23.946)

61
 FINDINGS

 The variance of cost of coal is negative throughout the period so as to improve.

 The variance of cost of coal is -5997.38 in 2014 and subsequent years 7960.93, -
14196.51, -35829.99, -7960.93 the following year are 2015,2016,2017,2018.
 The estimated cost of furnace oil is more than the actual furnace oil.
 Repairs and maintenance expenditure has been increasing continuously every year.
 Coal & oil, O&M expenditure has incurred more in 2014-15.
 The expenditure is less incurred in 2014 when compared to the budget estimated. The
development in the current budget and budgetary control by the efficient working of
the management.
 The actual cost of HSD oil is more than the estimated cost of HSD oil.
 The variance of cost of operating expenses is negative throughout the period. The
variance is -968.6, -122.4, 221.66, and 2275.84.
 The estimated cost of repairs & maintenance is more than the actual cost.
 the estimated cost of employee cost is slight difference of actual cost.

62
 SUGGESTION

The overall budgetary performance of Vijayawada division is alright.

 Dr.NTTPS will suggested limits (max limit for expenditure) for each division at the time
of grading the budget .no division to cross this limit and Vijayawada division is almost
successful in keeping the expenditure within the spending limits.
 The organization was not able to increase their sundry earnings over the year .so
necessary steps have to be taken to increase the sundry earnings.
 There are two budgets one is prepared by finance dept and other by works dept. if these
two budgets prepared by one of them will help in minimum cost incurred in preparing
budget.
 The cost of terminal benefits for the employees, the benefits are to be improved.
 The cost of interest & financial charges, the estimated cost of high compare with actual
cost has to improve.
 The variance of cost of operating expenses in negative throughout the period so has to
improve.

CONCLUSION
The study has revealed several variances in expenses of the various working areas in
Dr.NTTPS Vijayawada division between the current year and previous year.

During the present year budget allocation had been done reasonable because this can be
done known from the slight variance between the final grant and actual expenses.

63
 BIBLIOGRAPHY

BOOKS AUTHORS

Financial management IM Pandey

Vikas Publications

Financial management Maheswari S. N

& Sultan Chand & sons
Management accounting Publications

Financial management Prasanna Chandra

Tata MC. Graw Hill
Publications

Advanced accounting Jain SP & Narang KV Kalyani

Financial management R.K Sharma

& Sakshi k. Guptha
Principals and management Kalyani Publications

Business budget A . W . Wills

and
budgetary control pitman son

financial decision making Edward J Mock

International text book
Accounting for management G.Prasad

64
PUBLICATIONS

Magazines

Financial express

Business world

Business line

WEBSITES:

 www.apgenco.com
 www.aptransco.com
 www.timesoindia.com
 www.vtps.com
 www.apseb.com

65
Balance sheet as at

Particulars Note No Figures as at Figures as at

31-03-2015 31-03-2014
I. EQUITY AND LIABILITIES
Shareholders’ funds
Share capital 3 2106.80 2106.80
Reserves and surplus 4 1615.87 2447.60
3722.67 4554.40
Shareholders’ funds total
1026.53 854.67
Monitory interest
Non-current liabilities 5 14060.14 18180.22
Long-term barrowings 6 1795.51 3166.47
Employee related funds 7 263.35 1239.64
Deferred tax liabilities(Net) 8 190.24 499.48
Other long term liabilities 9 788.00 575.00
Long-term provisions
17097.24 23660.81
Non-current liabilities total

Current liabilities 10 424.04 739.41

Short-term barrowings 11 533.07 1450.53
Trade payables 12 4033.77 5196.28
Other current liabilities 13 107.68 171.31
Short-term provisions
5098.56 7557.53
Current liabilities total

Total equity and liabilities 26945.00 36627.41

II. ASSETS
Non –current assets
Fixed assets
Tangible assets 14 11823.14 13084.27
Intangible assets 14 4.86 19.90
Capital work-in-process 15 7183.59 17528.45
Intangible assets under development 15 0.00 10.05

Fixed assets total 19011.59 30642.67

Non-current investments 16 1214.01 1219.60

Long-term loans and advances 17 172.13 420.99

66
Non-current assets total 20397.73 32283.26

Current assets
Inventories 19
609.99 783.38
Trade receivables 20
4038.36 3307.74
Cash and cash equivalents 21
328.90 99.14
Short-term loans and advances 22
85.41 92.33
Other current assets 23
63.21 59.46
AP reorganization adjustment account 23A
1421.40 0.00
Preliminary expenses
0.00 20.10

Current assets total

6547.27 4344.15

Total assets
26945.00 36627.41

67
Balance sheet as at

Particulars Note No Figures as at Figures as at

31-03-2015 31-03-2014
I. EQUITY AND LIABILITIES
Shareholders’ funds
Share capital 3 2106.80 2106.80
Reserves and surplus 4 1615.87 2447.60
Shareholders’ funds total 3722.67 4554.40

Monitory interest 1026.53 854.67

Non-current liabilities
Long-term barrowings 5 14060.14 18180.22
Employee related funds 6 1795.51 3166.47
Deferred tax liabilities(Net) 7 263.35 1239.64
Other long term liabilities 8 190.24 499.48
Long-term provisions 9 788.00 575.00
Non-current liabilities total 17097.24 23660.81
Current liabilities
Short-term barrowings 10 424.04 739.41
Trade payables 11 533.07 1450.53
Other current liabilities 12 4033.77 5196.28
Short-term provisions 13 107.68 171.31

Current liabilities total 5098.56 7557.53

Total equity and liabilities

26945.00 36627.41

II. ASSETS
Non –current assets
Fixed assets
Tangible assets 14 11823.14 13084.27
Intangible assets 14 4.86 19.90
Capital work-in-process 15 7183.59 17528.45
Intangible assets under development 15 0.00 10.05

Fixed assets total 19011.59 30642.67

Non-current investments 16 1214.01 1219.60

Long-term loans and advances 17 172.13 420.99

68
Non-current assets total 20397.73 32283.26

Current assets
Inventories 19
609.99 783.38
Trade receivables 20
4038.36 3307.74
Cash and cash equivalents 21
328.90 99.14
Short-term loans and advances 22
85.41 92.33
Other current assets 23
63.21 59.46
AP reorganization adjustment account 23A
1421.40 0.00
Preliminary expenses
0.00 20.10

Current assets total

6547.27 4344.15

Total assets
26945.00 36627.41

Balance sheet as at

Particulars Note No Figures as at Figures as at

31-03-2015 31-03-2014
I. EQUITY AND LIABILITIES
Shareholders’ funds
Share capital 3 2106.80 2106.80
Reserves and surplus 4 1615.87 2447.60
Shareholders’ funds total 3722.67 4554.40

Monitory interest 1026.53 854.67

Non-current liabilities
Long-term barrowings 5 14060.14 18180.22
Employee related funds 6 1795.51 3166.47
Deferred tax liabilities(Net) 7 263.35 1239.64
Other long term liabilities 8 190.24 499.48
Long-term provisions 9 788.00 575.00
Non-current liabilities total 17097.24 23660.81

69
Current liabilities 424.04 739.41
Short-term barrowings 10 533.07 1450.53
Trade payables 11 4033.77 5196.28
Other current liabilities 12 107.68 171.31
Short-term provisions 13
5098.56 7557.53
Current liabilities total

Total equity and liabilities 26945.00 36627.41

II. ASSETS
Non –current assets
Fixed assets
Tangible assets 14 11823.14 13084.27
Intangible assets 14 4.86 19.90
Capital work-in-process 15 7183.59 17528.45
Intangible assets under development 15 0.00 10.05

Fixed assets total 19011.59 30642.67

Non-current investments 16 1214.01 1219.60

Long-term loans and advances 17 172.13 420.99

Non-current assets total 20397.73 32283.26

Current assets
Inventories 19
Trade receivables 20 609.99 783.38
Cash and cash equivalents 21 4038.36 3307.74
Short-term loans and advances 22 328.90 99.14
Other current assets 23 85.41 92.33
AP reorganization adjustment account 23A 63.21 59.46
Preliminary expenses 1421.40 0.00
0.00 20.10

Current assets total

6547.27 4344.15

Total assets
26945.00 36627.41

70
Balance sheet as at

Particulars Note No Figures as at Figures as at

31-03-2018 31-03-2017
I.EQUITY AND LIABILITIES
EQUITY
Equity share capital 4 2106.80 2106.80
Other capital 1685.25 1702.74
Equity attributed to owners of the company 3792.05 3809.54
Non-controlling interest 665.92 877.51
Total equity 4456.97 4687.05
0.00 0.00
LIABILITIES 5

Non-current liabilities
Financial liabilities 6
25688.91 18448.47
Barrowings 7.1
2959.90 2405.30
Other financial liabilities 7.2
2066.44 1658.92
Provisions 16
4.13 4.00
Other non-current liabilities 8
30718.26 22516.69
Non-current liabilities total

Current liabilities
Financial liabilities
Barrowings 9 3833.90 3446.08
Trade payables 802.45 2736.77
Other financial liabilities 10.1 1775.29 1403.67
Other current liabilities 10.2 581.98 439.18
Provisions 10.3 102.56 107.78
Current tax asset (Net) 7.52 0.00

Current liabilities total 7103.70 8133.48

Total equity and liabilities

42279.92 35337.22

71
II. ASSETS
Non –current assets
Property, plant & equipment
Capital work-in-process 21 19422.16 15705.00
Intangible assets 11 5713.22 4981.39
Fixed assets 13 3.65 5.78
Investments
Loans 14.1 1032.72 1018.16
14.2 13.80 18.41

26455.55 21728.74
Differed tax assets(Net) 15 694.79 347.65
Other non-current assets 16 1537.02 1203.77

Non-current assets total 28417.36 23280.16

Current assets
Inventories 17 681.52 874.97
Financial assets
Trade receivables 18.1 11409.44 9325.39
Cash and cash equivalents 18.2 71.48 84.36
Other financial assets 18.3 65.56 219.36
Current tax assets(Net) 19 0.00 27.38
Other current assets 20 210.01 101.15
AP reorganization adjustment account 21 1424.55 1424.55
Preliminary expenses 0.00 0.00

13862.56 12057.06
Current assets total

42279.92 35337.22
Total assets

72