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Governance of Indian state power utilities : an ongoing journey /
This 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 extern...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Washington, DC :
The World Bank,
[2014]
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| Colección: | Directions in development (Washington, D.C.). Energy and mining.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Front 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.
- Corporate 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.
- Figure 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.
- Box 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.
- Figure 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.