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1. SUMMER INTERNSHIP PRESENTATION ON TITLE – ASSET MANAGEMENT OPTIMIZATION IN CCL RANCHI , JHARKHAND NAME- KALI GUPTA ENROLLMENT NO.- 23FMPCJHD01008 SPECIALIZATION- FINANCE

2. INTRODUCTION

3. BRIEF OVERVIEW OF CCL, RANCHI-: - Central Coalfields Limited (CCL) is a subsidiary of Coal India Limited - Engaged in coal mining and power generation - Headquarters in Ranchi, Jharkhand

4. MY ROLE -: - Summer Intern in the Asset Management Department - Objective : To analyze and improve asset management practices in CCL - Topic: Asset Management Optimization in CCL, Ranchi, Jharkhand - DURATION – 6 WEEK (24/06/2024) to ( 25/07/ 2024)

5. COMPANY OVERVIEW

6. CCL's Mission, Vision, and Values - Mission Statement: "To produce coal with enhanced productivity, efficiency, and safety, and to contribute to the energy security of the country." (Source: CCL Annual Report 2022-23 ) - Vision Statement: "To be a world-class coal mining company, committed to sustainable development and stakeholder satisfaction." (Source: CCL Annual Report 2022-23 ) - Core Values: Safety, Integrity, Innovation, Teamwork, and Customer Focus (Source: CCL Annual Report 2022-23)

7. Key Business Areas and Operations - Coal Mining: "Operate 65 coal mines with a production capacity of 62.6 million tonnes per annum." - Coal Washing: "Have 14 coal washing plants with a capacity of 30.4 million tonnes per annum .“ - Power Generation: "Generate 145 MW of power through captive power plants." - Community Development: "Invest in social responsibility initiatives for local communities, focusing on education, healthcare, and infrastructure development."

8. . PROJECT OBJECTIVE

9. CLEAR STATEMENT OF PROJECT OBJECTIVE-: - Brief explanation: - "This project aims to assess CCL's current asset management strategies, identify areas for improvement, and provide recommendations for enhanced asset performance and cost optimization ."

10. Alignment with CCL's Goals and Asset Management Strategies - Supports CCL's operational excellence goal by optimizing asset utilization and reducing costs . - Aligns with CCL's proactive asset management approach, focusing on maintenance and resource allocation . - Contributes to CCL's sustainable coal mining vision by enhancing asset performance and environmental stewardship.

11. METHODOLOGY

12. Approach used to gather data and information 1) Approach : - Desk research: Review of CCL's annual reports, asset management policies, and industry best practices. - Primary data collection: Interviews with CCL's asset management team and site visits to coal mines. - Data analysis: Identification of trends, gaps, and areas for improvement in asset management practices .

13. Tools and techniques employed for asset management -Asset Management Frameworks : CCL uses ISO 55000 to manage assets . - Data Analysis Software: CCL uses SAP ERP to analyze data . - Industry Benchmarking Tools: CCL follows industry best practices for asset management . - Qualitative Analysis Techniques: CCL uses Root Cause Analysis to identify asset management issues . - Other Tools: CCL has its own software to track and monitor asset performance

14. CCL’S ASSET MANAGEMENT

15. CCL’S ASSET MANAGEMENT PRACTICES-: - Overview: - CCL has a comprehensive asset management system in place - Focus on proactive maintenance, asset reliability, and performance monitoring

16. - Achievements: - Improved asset availability by 10% - Reduced maintenance costs by 8% - Enhanced asset reliability and performance - Initiatives: - Implementation of SAP ERP for asset management - Introduction of predictive maintenance techniques - Training and development programs for asset management team HIGHLIGHTS FROM CCL’S ANNUAL REPORTS (2022-23)

17. TABLE STUDY ( CWIP TABLE WAS GIVEN OF LAST 5 YEARS)-:

18. TABLE STUDY METHODOLOGY AND SCOPE- - Methodology: - Analyzed data from CCL's annual reports (2022-23) - Focused on asset management practices and project performance

19. -Scope : - Examined transfer percentages for short-term and long-term projects - Compared performance across different sectors (Railway Sidings, Buildings, Plant and Equipment, Development)

20. TABLE STUDY ANALYSIS -: BUILDINGS YEAR OB ADD OB+ ADD TR CL DIFF Tr % 2017-2018 103.60 96.41 200.01 57.97 142.04 38.44 29% 2018-2019 142.04 127.99 270.03 65.87 204.16 62.12 24% 2019-2020 204.16 33.04 237.20 8.68 228.52 24.36 4% 2020-2021 228.52 28.44 256.96 6.65 250.31 21.79 3% 2021-2022 250.31 44.38 294.69 218.59 76.10 -174.21 74% 2022-2023 76.10 121.92 198.02 36.22 161.80 85.70 18%                 Building Capitalisation Rate YEAR Tr / Cap % 2017-2018 29% 2018-2019 24% 2019-2020 4% 2020-2021 3% 2021-2022 74% 2022-2023 18%    

21. PLANT AND EQUIPMENT YEAR OB ADD OB+ ADD TR CL DIFF Tr % 2017-2018 64.08 13.56 77.64 29.59 48.05 -16.03 38% 2018-2019 48.05 16.22 64.27 29.06 35.21 -12.84 45% 2019-2020 35.21 26.42 61.63 25.41 36.22 1.01 41% 2020-2021 36.22 22.01 58.23 9.34 48.89 12.67 16% 2021-2022 48.89 183.39 232.28 11.32 220.96 172.07 5% 2022-2023 220.96 185.34 406.30 41.24 365.06 144.1 10%                 P&M Capitalisation Rate YEAR Tr / Cap % 2017-2018 38% 2018-2019 45% 2019-2020 41% 2020-2021 16% 2021-2022 5% 2022-2023 10%    

22. RAILWAY SIDINGS YEAR OB ADD OB+ ADD TR CL DIFF Tr % 2017-2018 847.84 467.6 1,315.44 1315.44 467.6 0% 2018-2019 1315.44 779.95 2,095.39 165.08 1930.31 614.87 8% 2019-2020 1930.31 94.43 2,024.74 1855.64 169.1 -1761.21 92% 2020-2021 169.1 103.62 272.72 0.39 272.33 103.23 0% 2021-2022 272.33 25.14 297.47 19.33 278.14 5.81 6% 2022-2023 278.14 198.65 476.79 72.11 404.68 126.54 15%                 Railway Siding Capitalisation Rate YEAR Tr / Cap % 2017-2018 0% 2018-2019 8% 2019-2020 92% 2020-2021 0% 2021-2022 6% 2022-2023 15%    

23. DEVELOPMENT YEAR OB ADD OB+ ADD TR CL DIFF Tr % 2017-2018 139.24 38.99 178.23 12 166.23 26.99 7% 2018-2019 166.23 144.64 310.87 106.86 204.01 37.78 34% 2019-2020 204.01 136.33 340.34 23.57 316.77 112.76 7% 2020-2021 316.77 62.33 379.10 27.83 351.27 34.5 7% 2021-2022 351.27 12.68 363.95 20.04 343.91 -7.36 6% 2022-2023 343.91 88.68 432.59 34.17 398.42 54.51 8%                 Devlopment Capitalisation Rate YEAR Tr / Cap % 2017-2018 7% 2018-2019 34% 2019-2020 7% 2020-2021 7% 2021-2022 6% 2022-2023 8%    

24. INSIGHTS GAINS FROM TABLE STUDY- (#ABOUT PROFIT AND LOSS-: ) 1) IN BUILDINGS DATA -: - we can see that 74% transfer is highest so , profit has been made at year 2021- 2022. - We can see that 3% transfer is lowest so, loss has been made at year 2020-2021 .

25. 2) IN PLANT AND EQUIPMENT DATA- : - we can see that 45% transfer is highest so , profit has been made at year 2018- 2019 . - We can see that 5% transfer is lowest so, loss has been made at year 2021-2022 .

26. 3) IN RAILWAY SIDINGS DATA -: - we can see that 92% transfer is highest so , profit has been made at year 2019- 2020. - We can see that 0% transfer is lowest so, loss has been made at year 2017 – 2018 & 2020-2021 .

27. 4) IN DEVELOPMENT DATA -: - we can see that 34% transfer is highest so , profit has been made at year 2017- 2018. - We can see that 6% transfer is lowest so, loss has been made at year 2021-2022.

28. (#SHORT AND LONG TERM PROJECT)- SHORT-TERM PROJECTS (LESS THAN 1 YEAR)- - The data suggests that short-term projects in Railway Sidings and Buildings have shown high transfer percentages (92% and 74%, respectively), indicating profits . - However, the same sectors also experienced low transfer percentages (0% and 3%, respectively), indicating losses .

29. LONG-TERM PROJECTS (MORE THAN 1 YEAR)- - The data suggests that long-term projects in Plant and Equipment and Development have shown moderate transfer percentages (45% and 34%, respectively), indicating profits . - However, these sectors also experienced relatively low transfer percentages (5% and 6%, respectively), indicating losses.

30. RECOMMENDATIONS -: 1. Use assets more efficiently: - Plan production better to reduce wasted time. - Maintain equipment to reduce breakdowns. 2 . Manage projects better: - Create a clear plan for projects . - Track progress to stay on schedule. 3 . Train staff better: - Provide regular training for asset management staff.

31. CONCLUSION Internship at CCL enhanced my understanding of asset management. Identified areas for improvement and made recommendations. Grateful for CCL's guidance and support, as well as my college professors' mentorship. Thank you 

32. "Certificate of Appreciation received from Central Coalfields Limited (CCL)"

33. REFERENCES - BCCL (2022-23) Annual Report - CCL (2022-23) Annual Report