Bhakra Beas Management Board - World Bankdocuments.worldbank.org/curated/en/... · 1.3 Clean Development Mechanism: Adoption of RM&U measures leading to added power generation capacity

Bhakra Beas Management Board

Environmental Audit Report – BBMB

March 2010

Plot No. 6-B, Sector 19-B Madhya Marg, Chandigarh-160 019

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CHAPTER 1

CONTEXT

1.1 Power Generation at BBMB (Bhakra Beas Management Board): BBMB hydro projects were

constructed between 1955 and 1978. These projects comprise Bhakra Dam on river Sutlej with Power

Stations on left and right banks (1325 MW), irrigation channel with two canal power houses (155 MW),

Pong Dam on river Beas with a power station (396 MW). In addition, the projects include a diversion dam

on river Beas to divert its water to river Sutlej through a 38 KM long water conductor system in the form

of tunnels, open channel, balancing reservoir and Dehar power station (990 MW) at the tail1.

The annual power generation from these power stations is between 10,000 to 14,000 GWh.BBMB hydro

projects are connected to the Northern Grid... Importantly, the BBMB hydro projects provide invaluable

peaking power and serve as sources of emergency & black start power to the Northern Grid of India.

1.2 Power Deficit and Power Generation Options: The equipment at BBMB power houses have

been in successful operation for more than thirty years. There is a huge shortage of peaking power.

Further, the Northern Grid - a key beneficiary of the power generated from the power houses of BBMB -

remains deficit with respect to the power requirements. Following options can be considered at National

level to tide over the issues related to power shortages

Option 1 : to construct fossil fuel based new power houses to meet the power demand. This option will

however lead to emission of pollutants including carbon dioxide and generation of undesirable residues

such as fly ash. Fossil fuel being a non-renewable resource will also get depleted.

Option 2 : to explore construction of additional hydropower units. This option will lead to issues such as

finding new sources of hydropower generation , gestation time of the hydro plants, resettlement of people

in the submerged area, heightened seismicity hazard (for reservoir based high gravity dams) and string of

ecological impacts – especially in the downstream areas.

Option 3 : to carry out up-gradation of existing equipment through Renovation, Modernization and

Upgradation (RM&U). This option will leave least environmental and social impacts both at national and

regional levels..

1 Refer to Figure 2.2 in Chapter 2 for more details.

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BBMB has decided to undertake R,M&U option so as to create additional power generation capacities in

the grid.

1.3 Clean Development Mechanism: Adoption of RM&U measures leading to added power

generation capacity at the BBMB power houses would lead to reduction of carbon dioxide emissions

(Green House Gas –GHG) at the grid level as it would substitute the power that would have otherwise

been generated through fossil fuel based power plants.. The RM& U option adopted by BBMB has been

developed as a CDM (Clean Development Mechanism) project under the Kyoto Protocol of the UNFCCC

(UN Framework Convention on Climate Change)

The carbon revenues earned from the CDM project would be used to overcome the barriers that BBMB

faces towards implementation of the R,M& U activity. The RM&U project can become a showcase for the

hydro & fossil based power houses in India to follow. The additional power available in the Northern Grid

through R,M&U activity would ensure reduced detrimental environmental impacts and enhanced

economic development in the industrial, agriculture and the commercial sectors.

1.4 Proposed Activities under CDM project at BBMB:

The RM&U work includes the following activities:

• Replacement of existing generation equipments (turbine runner, generator, generator transformer and

allied systems) with energy efficient ones; and

• Providing a state-of-the-art control, instrumentation and protection system for better monitoring.

A total capacity addition of 90.0 MW is envisaged through these RM&U activities, whose basic objectives

are:

• To increase the capacity and energy generation with upgraded turbine runners for more

effective utilization of Sutlej-Beas river waters

• To ensure safe, reliable and economic electricity production by the replacement of worn-out,

deteriorated or obsolete electrical, mechanical, instrumentation

The role of BBMB in this project will be in the following capacities:

• Project Operator

• Owner of the site and project

• Owner of the emission reductions

• Seller of the emission reductions

1.5 Applicability of World Bank’s Environmental and Social Safeguards: Undertaking RM & U

activities to generate additional power is the most environmentally sound and socially acceptable option. In

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fact, upgrading of existing turbines is essentially an efficiency enhancement measure that leads to reduced

carbon dioxide emissions and has benefits towards climate change. However, despite above, it still

becomes imperative to examine the projects as well as BBMB as an institution in the context of World

Bank’s Environmental and Social Safeguards.

Table 1.2 lists the relevant environmental and social safeguards in the context of the RM & U projects.

Table 1.2: Environmental and Social Safeguard Policies of the World Bank Triggered by the

Proposed RM & U Projects at BBMB

Safeguard Policies Triggered Yes No

Environmental Assessment (OP/BP 4.01) X Natural Habitats (OP/BP 4.04) X Forests (OP/BP 4.36) X Pest Management (OP 4.09) X Physical Cultural Resources (OP/BP 4.11) X Indigenous Peoples (OP/BP 4.10) X Involuntary Resettlement (OP/BP 4.12) X Safety of Dams (OP/BP 4.37) X Projects on International Waterways (OP/BP 7.50) X (see Section 1.6.1) Projects in Disputed Areas (OP/BP 7.60) X

Except the safeguard on Environmental Assessment (OP/BP 4.01) and Dam Safety, no other

Environmental and Social Safeguards are triggered in this project. A separate report has been prepared to

examine the Dam safety safeguard and the present report is limited to the environmental issues. Section

1.6.1 below reports on the applicability of OP 7.5 for the sake of completeness.

1.6.1 Applicability of the Exceptions to External Notification Requirements of OP 7.50: According

to paragraph 7 of OP 7.50, there are exceptions to the Bank’s requirement that the other riparian states be

notified about the project. According to paragraph 7(a) of OP 7.50, the exception applies:

“… (a) For any ongoing schemes, projects involving additions or alterations that require

rehabilitation, construction, or other changes that in the judgment of the Bank

(i) will not adversely change the quality or quantity of water flows to the other riparians; and

(ii) will not be adversely affected by the other riparians’ possible water use.

This exception applies only to minor additions or alterations to the ongoing scheme; it does not

cover works and activities that would exceed the original scheme, change its nature, or so alter or

expand its scope and extent as to make it appear a new or different scheme. In case of doubt

regarding the extent to which a project meets the criteria of this exception, the executive directors

representing the riparians concerned are informed and given at least two months to reply. Even if

projects meet the criteria of this exception, the Bank tries to secure compliance with the requirements

of any agreement or arrangement between the riparians. ”

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The project team has assessed the project components in the context of OP 7.50 and concludes that

exception to the external notification requirements of OP 7.50, set forth in paragraph 7(a) of OP 7.50, is

fully applicable to this project for the reasons mentioned below:

• The project does not envisage any alteration in flows of water through the turbines from the

original scheme. The capacity enhancement (uprating) is proposed to be achieved through

replacement of existing generation equipment with more energy efficient ones without any

changes to water flows.

• The project works are small compared to the original scheme, are meant to support the

rehabilitation of the original scheme

• The project lies between existing upstream and downstream regulation structures in what is

effectively a long cascade of river development and thus is not expected to impact the other

riparians.

Thus, given the nature of works envisaged under the proposed project: (a) the project will not adversely

affect the quality or quantity of water flows to other riparians; (b) it will not be adversely affected by other

riparians’ water use either; and (c) it does not change the nature of the scheme, or so alter or expand its

scope and extent as to make it appear as a new or different scheme. Therefore, the exception to the

external notification requirements of OP 7.50, set forth in paragraph 7(a) of OP 7.50, is fully applicable to

this project.

1.7 Environmental Audit -Focus and Approach: Since the projects and project sites already exist

on the ground with a long history of operations, the environmental examination is more akin to an

Environmental Audit2 rather than Environmental Impact Assessment (EIA). Box 1.1 below explains the

spirit and scope of an Environmental Audit.

Box 1.1 Environmental Audit and Environmental Impact Assessment- a comparative analysis3

2 Also referred in some cases as Environmental Due Diligence (EDD) – especially when transfer of assets is involved.

3 http://www.gdrc.org/uem/eia/eia-audit.html

4

http://www.gdrc.org/uem/eia/eia-audit.html


Environmental impact assessment is the mandatory assessment of the compliance of planned activities,

such as planning documents, programmes and projects, with environmental protection requirements

with the principles of sustainable development, with the aim of determining the optimum solution.

On the other hand, environmental audit is the assessment of the compliance of environmental

administration and performance of an operating business with environmental protection requirements,

sound environmental practice in general, and the principles of sustainable development.

Environmental auditing is mandatory only in cases stipulated by law.

Environmental audits are being used as a tool and an aid to test the effectiveness of environmental

efforts at local level. An environmental audit is a systematic, independent internal review to check

whether the results of environmental work tally with the targets. An environmental audit also focuses

on whether the methods used to achieve goals are effective. To be more precise the work of an

environmental audit is a study of documents and reports to see whether there are any deviations

between targets and results. This is done by interviewing key people in the organisation. An

environmental audit will confirm whether or not the environmental targets have been attained.

During a typical environmental audit, a team of qualified inspectors (either employees of the

organization being audited or contractor personnel), conducts a comprehensive examination of a plant

or other facility to determine whether it is complying with environmental laws and regulations. Using

checklists, audit protocols , relying on professional judgment and evaluations of site-specific

conditions, the team systematically verifies compliance with applicable requirements. The team may

also evaluate the effectiveness of systems in place to manage compliance and assess the environmental

risks associated with the facility's operations.

The Environmental Audit in the case of BBMB’s RM&U projects was therefore targeted to assess

• Environmental compliance,

• Environmental Management System on an organization wide basis and

• BBMB’s institutional capacity and commitment to environment

The Environmental Audit thus aimed to ascertain:

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• BBMB’s understanding and sensitivity to the environmental issues and whether appropriate

actions are taken to manage these issues

• BBMB’s status on Environmental Compliance and whether a system is in place to monitor and

audit the same

• BBMB’s human resources for environmental management, adequacy and capacity

To conduct Environmental Audit as per above, meetings were held with top management and concerned

BBMB officials. Visits were made to the project sites and concerned staff at BBMB was interviewed,

especially the Environmental Officers (EOs). In addition, documents concerning consents/authorization

were accessed and reviewed. Supporting data on environmental monitoring was also looked into. As

BBMB has implemented Environmental Management System (EMS) as per ISO 14001, the EMS

documentation formed an important basis for Environmental Audit. Training programs and training related

arrangements and facilities were also examined from capacity building perspective. Figure 1.1 explains

the overall approach that was followed.

1.8 Limitations: There are certain limitations to this Environmental Audit report that should be noted.

• The focus of the Environmental Audit was limited to the CDM project sites and did not cover all

the BBMB projects.

• There were limited site visits

• The Audit was performed solely based on the secondary data and information provided by BBMB.

No primary and independent data are generated through third party monitoring to verify the data

provided.

However these limitations should be acceptable given the project context, low environmental and social

sensitivity and BBMB’s record on meeting compliance with environmental regulators such as Pollution

Control Boards (PCBs). The compliance records have been satisfactory.

Further, BBMB has implemented Environmental Management System (EMS) as per ISO 14001. The

practice and records of internal and external audit of EMS provide a basis for independent assessment and

lend credence to the information provided. The Environmental Audit therefore focused on the assessment

of EMS to understand organization wide commitment and management capacity at the BBMB. This

assessment has been satisfactory.

1.9 Structure of the Report: The report is developed across six chapters. Chapter 1 sets the context.

Chapter 2 provides an overview of BBMB, its mandate, assets under management and the socio-economic

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and environmental implications. The various environmental management related initiatives undertaken by

BBMB are described in Chapter 3 with an introduction to the EMS approach that has been adopted. The

EMS approach has now set an overarching framework at BBMB that is driven through policy, objectives

and targets rather than practicing a project limited ad-hoc approach. Chapter 4 therefore details the EMS

system at BBMB, its structure and operation with supporting details in various annexes. Chapter 5

describes the social welfare related initiatives undertaken by BBMB that are interlinked to environmental

issues and demonstrate BBMB’s proactive community commitments. Finally, overall observations and

recommendations are summarized in Chapter 6 for BBMB’s consideration.

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CHAPTER 2

BACKGROUND: ABOUT THE BHAKRA-BEAS MANAGEMENT BOARD

2.1 History and Evolution: Bhakra-Beas River Valley Development Projects formed a major part of

the master plan formulated for the optimum utilisation of waters from three rivers viz. Sutlej, Beas and

Ravi which came to the exclusive share of India as per Indus Water Treaty concluded with neighbouring

Pakistan in the year 1960. Originally, the Bhakra-Beas River Valley Development Projects were the joint

ventures of erstwhile Punjab and Rajasthan State Governments.

2.2 Constitution: However, on reorganisation of the erstwhile state of Punjab on 1st November, 1966, the

Bhakra Management Board (BMB) was constituted under section 79 of the Punjab Reorganisation Act,

1966 for the administration, maintenance and operation of Bhakra Nangal Project on 1st October 1967.

Construction of Beas Projects, a joint venture of States of Punjab, Haryana and Rajasthan was entrusted to

Beas Construction Board according to Punjab Reorganisation Act. The Beas Project Works, on

completion, were transferred by Government of India from Beas Construction Board (BCB) to Bhakra

Management Board as per Section 80 of the Punjab Reorganisation Act, 1966 and the Bhakra Management

Board was renamed as Bhakra Beas Management Board (BBMB) w.e.f. 15th May 1976.

Partner State Governments and their State Electricity Boards form the key partners and stakeholders of

BBMB. The BBMB consists of a whole time Chairman, two whole time Members (appointed by the Govt.

of India) and one representative each from the states of Punjab, Haryana, Rajasthan and Himachal Pradesh

besides two representatives from Govt. of India (One each from Ministry of Power and Ministry of Water

Resources).

2.3 Vision, Mission and the Mandate: Box 2.1 below states the Vision and Mission statement of

BBMB

Box 2.1 Vision and Mission statement of BBMB

Vision Statement:

“To lead and be a trend setter in the power sector in establishing high standards in operation, maintenance,

renovation and modernization of hydel projects, transmission, canal systems and to exploit new hydro

power potential to optimally utilize the existing infrastructure and resources.”

Mission Statement:

“To keep our systems running efficiently at minimum cost.”

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The mandate or the functions of BBMB which are specified in Section 79(1) and (3) of Punjab

Reorganization Act are as under:

1. To administer, operate and maintain Bhakra-Beas Projects, Beas-Satluj Project and Pong Dam.

2. To regulate the supply of water from Satluj, Beas and Ravi rivers to the States of Punjab, Haryana,

Rajasthan and Delhi.

3. To regulate the supply of power from Bhakra Nangal and Beas projects to the States of Punjab,

Haryana, Rajasthan, Himachal Pradesh and Chandigarh.

4. Any other function as Central Government may assign after consultation with the Governments of

States of Haryana, Punjab, and Rajasthan4.

2.4.1 Assets Constructed, Presently Managed and Assets Improved: The BBMB projects were

begun on the basis of the Indo-Pak Indus River Treaty allowing for the exclusive use of the river

waters of Ravi, Beas and Sutlej to India. The projects were initiated as early as 1948 and

substantially completed around 1966. The main dams/barrages forming a part of the BBMB

Master Plan were:

• Bhakra-Nangal on River Sutlej

• Pong-Pandoh on River Beas

• Thein on River Ravi

Among these, the Bhakra Dam was the most significant project

BBMB functions to distribute waters of the three rivers as well generate and distribute the generated hydro

power to the states of Punjab, Haryana, Rajasthan, Himachal Pradesh and to the independently

administered Union Territories of Delhi and Chandigarh in Northern India.

Figure 2.1 shows the location of the influence area states covered by BBMB and Figure 2.2 is the Master

Plan of River Satluj, Beas, Ravi and Connected Main Canals.

4 In the year 1999, the Government of India entrusted additional functions of providing and performing engineering and related technical consultancy services in fields of HEPs and irrigation projects.

9


Figure 2.1: States Benefiting from the Bhakra Nangal Project

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RAJASTHAN

CHANDIGARH

DELHI

Beas (Pong) Dam

Pandoh Dam

Ranjit Sagar(Thein) Dam

Bhakra Dam

Nangal Dam

Harike H/W

Sutlej River

Ropar H/W

MadhopurH/W

Sirhind Canal

Anandpur Sahib H/ChannelNangal H/Channel

Tajewala H/W

Madhopur Beas Link

Beas

Sutle

j Li

nk

Bhakra BeasNation’s Pride

Ghaggar H/W

Bikaner

Jaisalmer

Manak Escape

International BorderState Boundary

RiverCanal/ Branch

Legend:

Dam/ HW

N

Head BML

Har. Con. Pt. RD 1,60,000’

HR. Con. Pt. RD 3,90,000’

UTTAR PRADESH

J & K

HARYANA

PUNJAB

HIMACHAL PRADESH

Ferozepur Feeder’

Wazirabad Barrage

Okhla Barrage

Figure 2.2: Master Plan of River Satluj, Beas, Ravi and Connected Main Canals.

Bhakra Nangal Project:

The Bhakra Dam was the first multi-purpose project of Free India. It was dedicated to the Nation on the

22nd of October in 1963 by Pundit Nehru. Key features of the Bhakra dam are:

Height of the dam 225.55 m (740 feet) (from the deepest foundation)

Type of dam Concrete straight gravity

Length at top 1700 feet Elevation at top of dam (above mean

sea level) 1700 feet

Name of reservoir Govind Sagar Area of reservoir 168.35 sq.km Length of reservoir 96.56 km Catchment area 56,980 sq km Gross Storage capacity of Reservoir 9621 million m3

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Key features of the Bhakra Dam power Houses are:

Left Bank Power House

Installed capacity 5 x 108 MW = 540 MW

Type of turbine Vertical shaft

Right Bank Power House

Installed capacity 5 x 157 MW = 785 MW

Type of turbines Vertical shaft

Nangal Dam and Nangal Hydel Channel

A barrage at Nangal called “Nangal Dam” for diversion of Satluj Water to Irrigation Channels through a

65 km long Nangal Hydel Channel was constructed in 1954.

Canal Power Houses

Power generation at Ganguwal (77.65 MW) and Kotla (77.65 MW) Canal Power Houses had commenced

in 1955 and 1956 respectively.

Beas Satluj Link Project (Beas Unit – I)

• This was the first Inter-linking River Project.

• Beas Unit-I i.e. the Beas Satluj Link Project had been completed in 1977. It diverts 3.80 MAF of

Beas Waters to Satluj and generates 990 MW of power at Dehar Power Plant. The Schematic

View of the Beas Unit – I is shown in Figure 2.3.

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Figure 2.3: Schematic View of the Beas Unit – I

Beas Project (Beas Unit – II)

Beas Unit –II is the Pong Dam which was completed in 1974. It is also a big storage dam and the main

source of water to the desert lands of Rajasthan. 396 MW of power is generated here. The key features of

the Pong Dam are:

Height of Dam 132.59 m (435 ft.)

Gross Storage capacity of

Reservoir

8570 million m3

Area of Reservoir 260. sq. Km.

BBMB Reservoirs

There are two big storage Reservoirs namely, ‘Gobind Sagar’ and ‘Maharana Partap Sagar’ which provide

irrigation and drinking water to Punjab, Haryana, Rajasthan, Delhi and Chandigarh. Drinking water is also

supplied to Himachal Pradesh.

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BBMB Hydro Power Plants

Sr.

No.

Name of the Plant Original Installed Capacity Installed Capacity after

RM&U

1 Bhakra Left Bank 450 MW 540.00 MW

2 Bhakra Right Bank 600 MW 785.00 MW

3 Ganguwal Power Plant 77.65 MW 76.39 MW

4 Kotla Power Plant 77.65 MW 77.34 MW

5 Dehar Power Plant 990 MW 990.00 MW

6 Pong Power Plant 360 MW 396.00 MW

TOTAL 2555.30 MW 2864.73 MW

BBMB Transmission Network (as shown in Figure 2.4)

Lines Sub-Stations (Nos.) Lines Length (Ckt.

km.)

400 KV 3 574

220 KV 17 2995

132 KV 2 22

66 KV 2 115.5

Total 24 3706.5

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Figure 2.4: BBMB Transmission Network

2.5 Environmental and Economic Benefits Accrued to BBMB Projects: All the three river valley

projects managed by BBMB i.e. Bhakra-Nangal, BSL Project and Beas Dam Project were planned and

executed before 1978, i.e. much before Environmental Impact Assessment (EIA) was made mandatory by

the Government of India5. Hence, no EIA report is available on the BBMB projects.

The environmental benefits of the projects have been however accounted on gross terms. For example the

Bhakra-Nangal Project (BNP) has generated about 248 billion kWh of energy between 1955 and 2005. An

equivalent thermal power would have consumed 161 million tons of coal and would have produced more

5 Ministry of Environment and Forests vide Notification on EIA of 1994 made Environmental Impact Assessment mandatory for the Environmental Clearance of Large Hydel projects

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than 50 million tons of ash content. Environmental impacts of handling and disposal of such quantities of

fly ash, especially on the counts of air emissions, land occupation and soil/water degradation were thus

avoided had a coal based thermal route was taken for generation of power.

Some of the significant socio-economic benefits of BBMB projects are listed below. Many of these

benefits provide reduced risks, conservation and protection to the environment in the catchment of BBMB.

• Bhakra and Beas Projects, being multi-purpose projects involving power and irrigation, have ushered

in India’s well-known ‘Green Revolution’; the assured irrigation supply for the Green Revolution was

provided by canals from BNP as well as tube wells energized from the power generated by BNP.

Combined together, these two aspects of BNP had a major role in the food grain production in Punjab

and Haryana – between the 1960s and 2000, productivity for wheat and rice in terms of kg/Ha has

nearly tripled for both states. At the present time, the average wheat yield in Punjab is the highest for

any state in India, with Haryana taking second place. Only these two states in India have crossed a

yield of over four tons per Ha, a fact credited to BBMB projects

• In 1951, only 42 out of 11,947 villages in Punjab had electricity. With the help of power generation

from Bhakra, Punjab and Haryana were the first States in India to provide electricity to every village

in the year 1975-76.

• The Bhakra and Beas Reservoirs have been shown to save the regional ecology from devastating

floods. While flood control was not a primary objective of the project, it has proved to be a boon for

the areas and population in the downstream areas of river Sutlej. Since commissioning till date,

average daily inflows of more than 90,000 cusec were received in 16 years. Bhakra absorbed all the

floods except in two years i.e. in 1978 and 1988 when average daily discharge of more than 50,000

cusec were made from Bhakra Dam. Bhakra Dam has also been absorbing floods up to 6,00,000 cusec.

Similarly, the flash floods in 1997, 2000 and 2005 in the Sutlej brought about large-scale devastation

in Himachal Pradesh, but had no effect in Punjab

.

• With the help of power generation from Bhakra-Nangal Project, the region underwent large-scale

industrialization. Nangal Fertilizers factory was among the earliest of these which received Power

directly from Bhakra Power Houses. The refugees settled in BNP Command area soon developed

industrial enterprises. Ludhiana, Jalandhar and Amritsar in Punjab and Faridabad, Ballabhgarh and

Sonepat in Haryana were developed as major industrial centres. In addition to big industries, a large

number of small-scale industries have also come up in this area. In Punjab alone, the number of

small-scale industries has grown to around 2,00,000, employing nearly a million people.

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• These reservoirs have also provided a source of tourism. Every year, about 3 lakh tourists visit the

Gobind Sagar Lake which was formed upstream of the Bhakra dam as a major tourist attraction.

• BBMB project reservoirs serve as important sources of fish production as well. On an average, over

1,100 tones of fishery products are raised and sold by the local fishermen each year. The Gobind Sagar

reservoir has in fact created history by maintaining the highest per unit fish production in large

reservoirs for the last two decades in the country. 1,400 direct and 1,500 indirect jobs have been

generated to run these operations.

Box 2.2 lists some of the salient economic indicators attributable to BBMB projects.

Box 2.2: Salient Economic Indicators Attributable to BBMB Projects

Bhakra Nangal Project:

New area irrigated: 26 lakh Ha

Area where irrigation improved: 9

lakh Ha

Number of towns electrified: 128

Number of villages electrified:

13,000

Annual increase in food grains:

15.78 lakh tonnes

Cost of annual agricultural

produce: Rs. 465 crores

Cost of out-turn from major

industries: Rs. 635 crores

Beas Project Unit – I (Beas Sutlej

Link):

Annual irrigation: 3.26 lakh Ha

Annual increase in food grains:

223.6 thousand tonnes

Cost of annual agricultural

produce: Rs. 100 crores

Beas Project Unit – II (Beas Dam

at Pong):

Annual irrigation: 1.6 million Ha

Annual increase in food grains: 2

million tonnes

Cost of annual produce: Rs. 350

crores

Clearly, the economic indicators show a significant positive impact of BBMB projects on the economy of

the participating States.

BBMB has been following all the environmental compliance related requirements with the concerned

authorities by undertaking prevention, control and monitoring measures. In addition to the requirements of

Environmental Compliance, BBMB has adopted an Environmental Management System (EMS as per ISO

14001) on a proactive basis supported with an Environmental Management Plans (EMP). This EMP is

17


implemented and improved on a continual basis to ensure that environmental aspects (issues) are identified

and addressed through appropriate institutional and budgetary provisions.

On the whole, it can be said that BBMB Projects have brought about socio-economic upliftment of the

region by way of enhanced industrialization & employment opportunities, better energy and irrigation

facilities, ecological protection and improvement due to non-devastation possible by flood control

measures. A balanced view on economic, environmental and social scorecard of BBMB’s development

effectiveness therefore shows a positive result.

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CHAPTER 3

MANAGEMENT OF ENVIRONMENTAL ISSUES / ASPECTS AT BBMB

3.1 Key Environmental Issues: As no new construction activities are executed by BBMB under the

present project activity, the environmental issues/aspects for BBMB are limited mainly to the operation of

various existing assets, utilities and supporting infrastructure. The key activities and linked environmental

issues cover the following as depicted in Table 3.1

Table 3.1 Environmental Issues/Aspects in BBMB Operations

Activity Environmental issue/aspect

Management and disposal of silt in reservoirs

impact on land and agriculture

Minor repairs, reconstruction for strengthening etc Construction and demolition waste

Lake tourism activities Contamination of water

Fabrication and Maintenance of machinery

impact on soil and water due to release of oil,

lubricants;

noise,

packaging waste

worker health and safety

Townships

Generation of sewage

Generation of solid waste

Generation of biomedical waste from hospitals

All the impacts cited above are mitigable and not significant if managed effectively especially to meet the

compliance requirements as per the applicable laws and regulations.

3.2 Impact Mitigation and Enhancement Measures: BBMB has been addressing the impacts cited

in Table 3.1 through various mitigation as well as enhancement measures. These include

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• practicing good housekeeping and training at the project sites (e.g. through waste prevention and

management). In addition, BBMB has been checking encroachments along the roads to stop

choking of drains, supply lines, sewer lines etc. as a preventive measure.

• raising awareness. BBMB has been implementing ‘Awareness Programmes’ among BBMB

employees to plant trees/plants around their residences/colonies.

• creation of requisite pollution control facilities (e.g. providing environmental infrastructure at

townships)

• implementing environmental enhancement measures through stakeholder partnerships (e.g. joint

aforestation with communities and construction contractors)

• carrying out monitoring and control (e.g. ensuring environmental compliance and permits with

Pollution Control Boards (PCBs)

• conducting environmental impact assessment (EIA) where there is a public interest, issues are

complex and identification of mitigations is not obvious

• Remaining in touch with PCBs for latest guidelines, innovations, instructions in the environment

field. Participate in seminars, publish papers relating to the steps undertaken and results gained

and to conduct pilot studies, if found necessary.

It may be thus observed that the strategies adopted by BBMB are wide encompassing covering prevention,

control and conservation supported by physical, institutional and policy measures. Some of the specific

mitigation and enhancement measures implemented by BBMB are listed in the sections below.

3.2.1 Impact Mitigation Measures: On the townships, following measures have been taken towards

building and operating required environmental infrastructure.

• Sewage management at BBMB townships: BBMB has three major residential townships at Nangal,

Sundernagar and Talwara. At Nangal, which is the largest township, a Sewage Treatment Plant (STP)

of 1.5 million gallon per day capacity is in operation. Sundernagar, Pandoh and Slapper townships also

have STPs. There is no STP at Talwara where the sewage is treated with bleaching powder. However,

regular testing of sewage quality is carried out from labs.

• Hospital waste management in BBMB hospitals: There are three 100-bedded hospitals in the townships

of BBMB, at Nangal, Talwara & Sundernagar. Hospital waste is disposed off as per prescribed norms.

20


Clearance for treatment/disposal of bio-medical waste has been obtained from PPCB for Nangal &

Talwara Hospitals.

• Solid waste management: BBMB has prepared solid waste management plans for its safe and scientific

disposal around the project areas as compliant with the applicable MSW (management and handling

rules). These plans are currently under implementation.

3.2.2 Environmental Enhancement Measures: Apart from mitigations and management measures,

BBMB has carried out environmental improvement projects and programmes. Highlights of these

initiatives are described below.

• Adjacent to the “Greenland Project”, a ‘Rock Garden’ on the pattern of Nek Chand Rock Garden of

Chandigarh has been established on 20 acres of land at Talwara under the able guidance of Padam Shri

Nek Chand Ji. It is important to note that the Rock Garden was established with Beas Project

wastes.

21


BBMB has identified green belts & development of parks, nurseries, gardens in the spare land of BBMB.

Here, aforestation programmes are taken up in partnership with communities and drawing support from

construction contractors.

BBMB has prepared ‘Catchment Area Treatment’ and ‘Fringe Area Treatment’ Plans and is implementing

these plans in coordination with Himachal Pradesh Govt. Authorities.

3.2.3 Environmental Monitoring: BBMB monitors the effectiveness of mitigation measures through

environmental monitoring activities that are conducted in and around project locations as well as

townships. Monitoring activities include

• Monitoring of water quality at reservoirs and drinking water supplies

• Ambient air and workspace noise monitoring

3.2.4 Conduct of Environmental Impact Assessment: In some cases where the impacts need to be

assessed on a more scientific basis, or if grievances are reported by the affected people, then BBMB has

conducted Environmental Impact Assessment (EIA) on its own.

These EIA studies are not stipulated under the EIA Notification but are conducted to resolve issues on a

more rational and scientific basis. One such example is the EIA of BSL project that was commissioned by

BBMB in 2000. This case is illustrated in the section below to underscore the proactive approach of

BBMB in managing the environmental issues.

3.2.4.1 Case of EIA Study of the BSL Project

BBMB decided to engage NEERI, Nagpur for the EIA and EMP studies of BSL Project in 1999, because

of the grievances received by affected people on account of the accumulation and disposal of silt. Public

representative bodies/Non Government Organizations (NGOs) of the area, other Himachal Pradesh Govt.

departments were also made stake-holders in the study. The ‘Final Report’ of the Institute was received in

December 2000. Figure 3.1 shows the project location.

22


Figure 3.1 Beas Satluj Link (BSL) Project

The NEERI report was discussed in the 176th meeting of BBMB held on 12th November 2001 in which it

was decided to implement the short-term mitigation measures as recommended at a cost of Rs. 182.8 lakhs.

Table 3.2 shows the actions taken by BBMB against specific environmental issues as identified in this

project.

Table 3.2 EIA and EMP for BSL Project

Short-term Measures Issue Identified Action Taken by BBMB Flow of Beas River downstream of Pandoh Dam

Minimum daily inflow in River Beas at Mandi

town should be 5% of minimum daily flow

upstream of Pandoh Dam. After accounting for all

the Khads/River/Rivulets confluencing with the

River Beas in the reach between Pandoh Dam and

Mandi and flowing under normal present

condition, the short fall, if any, may be made up

by release of water from Pandoh Dam.

BBMB started maintaining the minimum daily inflow

in river Beas at Mandi equal to 5% of the minimum

daily inflow upstream of Pandoh Dam as

recommended by NEERI and also started sending the

data to H.P. Pollution Control Board, Shimla

regularly.

23


Minimum Environmental Flow in River Beas

The Himachal Pradesh Govt. vide Notification

dated 16.07.2005 and revised Notification dated

09.09.2005 ordered to release the minimum flow

downstream of Diversion Dams throughout the

year at a threshold value of not less than 15% of

the minimum inflow observed in the lean season.

Accordingly, BBMB started releasing the minimum

stipulated flow as desired vide above said

notifications from Pandoh dam from September,

2005. This step of BBMB is noteworthy as it

demonstrates its environmental sensitivity while

compromising on generation of power.

In 2006, PSEB and NHPC filed writ petitions in

the Hon’ble High Court Shimla challenging the

notifications issued by H.P. Govt. regarding

release of 15% minimum flow downstream

throughout the year. The Hon’ble Court has

stayed the impugned notifications qua petitioners

only.

However, BBMB has decided not to approach the

Court of law for this issue.

Road along Baggi Sundernagar Hydel Channel

(tarring of one side of road along Hydel Channel).

12 km metalled road was constructed along

Sundernagar Hydel Channel. It has provided an all-

weather means of transportation to the adjoining

villages.

24


Design & Maintenance of Cross-over Bridges:

Seasonal cross over bridges on Suketi Khad

needed to be improved using engineering

concepts and proper maintenance.

All the 22 Nos. temporary steel foot bridges on Suketi

Khad were improved/fabricated during

September/October 2002. These bridges are removed

during monsoon and re-installed thereafter in the non-

monsoon months and maintained by BBMB.

(Before)

(After)

Organised promotion of fish production in Suketi

Khad and its tributaries: Construction of fish seed

ponds and fish propagation in the area delineated

specifically for the artificial fish needed.

Revised project proposal regarding ‘Promotion of

fisheries in the riparian area of Suketi khad &

adjacent streams’ was received from the Director of

Fisheries (HP) in Sept. 2003. The administrative

approval of Rs. 72 lakhs accorded by BBMB and the

demand draft amounting to Rs. 36.00 lakhs (1st

instalment) was released Oct. 2003. Fishery Dept. is

still executing the 1st phase. Deposition of the silt in agriculture land: Silt-

affected agricultural land needs to be made

productive by adopting one-time farm

management for restoration of land environment.

The Scheme was not found techno-economically

feasible & practicable by the HP Govt.

25


Compensation to the farmers for the subsequent

damage to crop and land, if any, with the help of

revenue Dept. along the current line of practice.

BBMB pays the compensation to the farmers for the

damaged crops and the land, if any, with the help of

Revenue Authorities of HP.

Provision of cattle troughs: Possibility of

providing cattle throughs along the Suketi Khad

may be explored and implemented, if possible.

BBMB earmarked Rs.4.40 lakhs for providing 22 no.

troughs along Suketi Khad to provide clean drinking

water to the animals for which the land was proposed

to be provided by HP Govt. Lately, the Department

of Animal Health/Breeding withdrew this demand, as

from 2004 onwards clean water is available in the

khad for animals during lean months.

Long-term Measures

Issue Identified Action Taken by BBMB W.R.D.T.C., University of Roorkee collaborated

with NEERI to evolve the most techno-economic

and viable solution for the safe disposal of silt

from Balancing Reservoir.

The various options were studied and following

recommendations were made:

• Reduction in silt load at Pandoh Dam

• Increase in dredging rate

• Disposal of silt

Reduction in silt load at Pandoh Dam:

Flushing of Pandoh Dam is done regularly by BBMB

during high flood periods.

Increase in dredging rate:

2nd Dredger was procured and commissioned during

the monsoon season of 2004.

3rd Dredger has also been procured and has been put

into operation from July, 2007.

Disposal of silt:

The Expert Committee’ meant for suggesting long-

term option for disposal of silt was formed by

CPCB & MoEF in 2004,which has suggested

an Action Plan for disposal of Silt in 2005. The

Action Plan is under implementation by BBMB.

CAT Plan for BSL Project was also suggested by the

Expert Committee, which has been prepared by HP

Forest Dept. and is under scrutiny by the Expert

Committee.

Apart from the measures listed above, it was also decided in the said meeting to undertake certain long

term measures that were organization-wide and not limited to the BSL project. These measures included

the following

26


• Providing guidelines to Chief Engineers on conducting regular meetings with stakeholders of

environmental projects and the public for redressal of their problems/grievances and to maintain

harmony with them

• Setting up of fully equipped central laboratories at all project stations for conducting silt analysis,

chemical and bacteriological tests for checking the performance of potable water, treatment plants,

sewage treatment plants etc.

• Environmental Upgradation of Power Plants and Project Colonies by having ‘ISO 14000

Certification’

3.3 Adoption of Environmental Management System (EMS) along with Quality Management

System (QMS) : While the implementation of monitoring, mitigative and environmental enhancement

projects helped BBMB in identification and resolution of specific environmental issues, adoption of an

Environmental Management System (EMS) as per ISO 14001 standard on an organization-wide basis was

considered as a useful and effective strategy. This recommendation in fact resulted from the EIA study

conducted at the BSL project described above. Section 3.3.1 below describes the EMS approach.

3.3.1 Environmental Management System (EMS): Figure 3.2 shows a typical process followed in

the EMS starting from formulation of Environmental Policy to Management Review.

Environmental Policy

PlanningEnvironmental aspects

Legal and otherrequirements

Objectives and targetsEnvironmental management

programs

Implementation and Operation

Structure & ResponsibilityTraining, Awareness &

CompetenceCommunication

EMS documentationDocument Control

Operational ControlEmergency Preparedness

and response

Checking and Corrective Action

Monitoring and measurement

Non-conformance and corrective and preventive

actionsRecords

EMS Audits

ManagementReview

ContinualImprovement

Figure 3.2 Elements of EMS as per ISO 14001

27


It may be observed that the elements of EMS essentially follow the cycle of Plan-Do-Check and Act

leading to continual improvement guided by BBMB’s Environmental Policy.

In the EMS approach the issues identified in Table 3.1 form Environmental Aspects. These aspects get

analyzed in the context of legal requirements considering normal, ab-normal as well as emergency

situations. A legal register provides a basis towards checking environmental compliance.

The Environmental Management Plan (EMP) as well as Emergency Preparedness and Response Plan

(EPRP) are evolved according to the significance of environmental aspects. Accordingly, the

responsibilities are allocated across the organization, supported by required training to the concerned staff.

All procedures to be followed are documented with document upkeep guidelines.

The EMP and EPRP are implemented as per the set objectives and targets. Accordingly, implementation

plans are prepared and budgets are allocated for implementation. Monitoring of the EMP and audit of the

“system” are carried out to check the effectiveness of measures undertaken. If there are any shortfalls or

non-conformities then corrective actions are undertaken. A management review meeting is held to report

the findings and take further directions. The objectives and targets are revisited based on the performance,

new issues if any and emergent organizational needs and aspirations. The entire system of addressing and

resolving environmental issues is thus systematic and not ad-hoc. The system is measurable and subject to

internal and external audit process supported by institutional development (training), documentation

(records) and a Management Review.

EMS (ISO 14001) at BBMB was considered to lead to following advantages

• EMS provides a robust and internationally understood framework right from identification of

environmental issues/aspects, mitigation/enhancement measures, allocation of responsibilities,

monitoring and control

• EMS is driven by management policy, management review and management support that provides

apex level treatment to environmental issues

• EMS is based on continual improvement is subject to internal and external audit and is

documented

• EMS requires that human resources in the entire organization as well as its stakeholders are made

aware to the general as well as specific environmental issues, objectives and targets that are to be

met

28


Clearly, the various environmental mitigation and enhancement measures undertaken by BBMB today (see

sections 3.2) fall in the systems and programmatic approach of ISO 14001 EMS. This form assures that

environmental issues are identified and dealt with in a systematic manner on an organization wide basis.

3.3.2 Integration of EMS with QMS: BBMB considered implementation of EMS ISO 14001 in

tandem with Quality Management System (QMS) as per ISO 9001. Not many organizations have followed

such a strategy. Following have been the benefits of the integrated approach.

• As both EMS and QMS follow the cycle Plan-Do-Check-Act Simultaneous consideration of EMS

and QMS led to optimization over documentation, work instructions and maintenance of the

systems

• Integration of quality and environment allowed mainstreaming of sustainability in BBMB’s

business operations.

With such an implementation, BBMB became the first hydropower management company in India that has

obtained QMS 9001 and EMS ISO 14001 certifications.

Figure 3.3 describes the evolution of EMS based approach to environmental management at BBMB. It

may be observed that BBMB has gradually moved from Level I approach to Level III over a period of time

moving towards a proactive, systemic, organization wide and business integrated environmental

management system.

BBMB’s efforts at environmental management have been appreciated by juries at independent

organizations. The Greentech Foundation, declared BBMB as the winner of the Gold Award in the

hydropower sector “for outstanding achievement in environmental management” for 2007.6

6 Greentech Foundation based in New Delhi, India is a non-profit organization established to promote education, training, research and dissemination of knowledge, advancing the scientific, technical and practical aspects of industrial safety, environment management, climate change, pollution control, hazardous/non-hazardous waste management, water treatment, water pollution, noise pollution, eco tourism, and occupational health, fire, safety and security.

"Greentech Environment Excellence Awards" and "Greentech Safety Awards", coveted awards in the Indian corporate world, are presented every year to various organizations/companies for outstanding achievements in the field of OHSAS industrial fire safety and security, and environmental management. Past winners from the domain of environmental excellence include Hindustan Petroleum Corporation Limited, Aditya Birla Group, Tata Chemicals Limited, etc. Source: http://greentech.org/

29

http://greentech.org/


Mitigation Measures

Environmental Issues


Mitigation Measures

Preventive and Enhancement

Measures


Environmental Management System as

per ISO 14001

Preventive and Enhancement

Measures

Mitigation Measures

Quality Management System as per ISO

9000

Training , Awareness and Competence

Internal and External Audits

Management Review

DocumentationMonitoringBudgeting

Project limited Reactive Approach

Proactive Comprehensive

but Project limited Approach

Proactive System based

Organization wide Business Integrated

Approach

Level ILevel II Level III

Figure 3.3 Levels of Environmental Management and Evolution at BBMB

As the EMS at BBMB has become today the principal driver for environmental management, the

Environmental Audit focused on the structure, implementation and operation of the Environmental

Management System. Chapter 4 describes the evolution, scope and content of BBMB’s EMS.

30


CHAPTER 4

ENVIRONMENTAL MANAGEMENT SYSTEM (EMS) AS PER 14001 AT BBMB

4.1 Motivation for EMS Approach: From using a management approach geared towards tackling

grievances and/or complaints in an ad hoc manner, BBMB recognized the need to adopt an anticipatory

and methodological mechanism in the form of its organization-wide Environmental Management System,

i.e. EMS as per ISO 14001.

Further, it is notable that BBMB is the only organization of its kind in India to have obtained not just an

EMS but also a QMS Certification for both its Power and Irrigation Wings7. In an effort to formalize its

commitment to the environment and deliverance of quality to its customers, BBMB decided to opt for both

systems of certification (see Section 4.4 for the Environmental and Quality Policy of the organization).

4.2 Phased Certification of EMS: The Environmental Management System covers major activities

of BBMB. The EMS at BBMB was certified in two phases – Phase I and Phase II.The majority of the

utilities were certified in Phase II. Phased approach for the organization of the size and spread of BBMB

was appropriate but in addition it provided an avenue of “learning while doing”. It may be observed that

the CDM project site was implemented in Phase II.

4.3 EMS Scope and Linkages with QMS : The EMS covers major activities of the BBMB at

corporate as well as project locations, with the following Chief Engineers nominated as Management

Representatives by the Chairman, BBMB for the scope of work under their jurisdiction:

Irrigation Wing Power Wing

Bhakra Complex: Chief Engineer, Bhakra

Dam, BBMB, Nangal Township

Bhakra Complex and Pong Power House:

Chief Engineer, Generation, BBMB, Nangal

Township

Unit I - Beas Sutlej Link Project: Chief

Engineer, BSL Project, BBMB, Sunder

Nagar

Dehar Power House and System Operation

Activities: Chief Engineer, System Operation,

BBMB, Chandigarh

7 The National Hydroelectric Power Corporation Ltd. (NHPC), India is an ISO 14001:2004 certified company in the sector of hydropower development alone.

31


Irrigation Wing Power Wing

Unit II - Beas Dam: Chief Engineer, Beas

Dam, BBMB, Talwara

Transmission System: Chief Engineer,

Transmission System, BBMB, Chandigarh

Certain activities of the EMS and QMS converge, thus requiring common procedures/formats.

Recognizing this, with some strategic planning and coordination, BBMB has combined the two

management systems to further the objectives of both QMS and EMS. Thus, BBMB has aligned the

common management elements in the form of “Common Management System Documents” (see

Annexure 1). This aspect is important as it fully mainstreams environmental considerations in BBMB’s

business operations.

4.4 BBMB Organization Chart8: BBMB is one of the organizations designated as a “Statutory

Body” under the ambit of the Ministry of Power, Government of India. Any environment-related

regulations / legislations are conveyed to BBMB by the Ministry of Environment and Forests (MoEF) of

the Government of India through the Ministry of Power.

BBMB is headed by a full-time Chairman and two full-time Members i.e. Member (Irrigation) and

Member (Power), who head the Irrigation and Power Wings of BBMB respectively. The Financial Adviser

and CAO heads the Finance and Accounts Wing of the Board.

The Secretary and Special Secretary assist the Chairman and the full-time Members of BBMB in the

normal working of the Board.

Other than the two full-time Members, BBMB’s Board also includes six other Members as listed below:

Member, Govt. of India Jt. Secy (H) Govt. of India,

Ministry of Power, New Delhi.Member, Govt. of India Commissioner (Indus) Govt. of India.

Ministry of Water Resources New DelhiMember, Punjab Secretary to Govt. of Punjab,

Irrigation and Power Department Chandigarh.

8 Source: (a) BBMB: The Board – Organizational Hierarchy at http://bbmb.gov.in/english/menu1.asp (b) Annual Report of the Ministry of Power (2005-2006) at http://www.mycii.org/library/annual%20reports-government.htm

32

http://bbmb.gov.in/english/menu1.asp

http://www.mycii.org/library/annual%20reports-government.htm


Member, Haryana Financial Commissioner and

Principal Secretary to Govt. of Haryana,

Department of Irrigation ChandigarhMember, Rajasthan Secretary to Govt. of Rajasthan,

Department of Irrigation JaipurMember, Himachal Pradesh Principal Secy. to Govt of Himachal Pradesh,

MPP and Power Department Shimla

After the Members, Power and Irrigation in the organisational hierarchy of the Power and Irrigation

Wings, are the Chief Engineers (Power) and Chief Engineers (Irrigation). The Chief Engineers (Power)

head the offices of System Operation, Transmission Systems and Generation. Similarly, there are three

posts of Chief Engineer for the Irrigation Wing – one each for the Bhakra Dam, Beas Dam and Beas-Sutlej

Link.

The Chief Engineers are followed by Superintending Engineers / Directors, Senior Executive Engineers /

Deputy Directors and Assistant Engineers.

Figures 4.1(a) and 4.1(b) illustrate the organizational hierarchy at BBMB. The EMS at BBMB recognizes

this organizational structure and reflects the same in its procedures and documentation.

4.5 Environmental Policy of BBMB: The major projects of BBMB are established in natural

surroundings. BBMB is committed to preserve clean, green and serene environment of the projects and

their surroundings. The Environmental Policy Statement dated 11 June, 2009 and approved by the

Chairman; has been an affirmation of BBMB’s commitment to9:

• Ensure safe and environmentally sound practices for the management of dams, reservoirs, canals,

water conducting system and related infra-structure, power houses, substations and townships.

• Generate and promote green and clean hydro-electric power.

• Efficient waste management.

• To promote Clean Development Mechanism (CDM) projects in the organisation.

• Prevent environmental degradation in accordance with prevailing international / national

standards, practices, technology and laws.

9 Note: The Environmental Policy Statement has been framed in compliance with requirements of ISO 14001:2004 Clause 4.2

33


34

• Setting-up of appropriate environmental objectives, targets and their achievements as per

Environmental Management Plans (EMP) ensuring their continual improvement.


Figure 4.1 (a): BBMB Board Members

MEMBER, MINISTRY

OF WATER RESOURC

ES GoI

MEMBER, MoP (JT.

SEC.), GoI

MEMBER, IRRIGATIO

N

(FULL-TIME)

MEMBER, POWER

(FULL-TIME)

FINANCIAL

ADVISOR & CAO

MEMBER, PUNJAB

(DEPT. OF IRR. /

POWER)

MEMBER, RAJASTHAN(DEPT. OF IRR. / POWER)

MEMBER, HARYANA (DEPT. OF

IRR. / POWER)

MEMBER, H.P.

(DEPT. OF IRR./

POWER)

MINISTRY OF ENVIRONMENT AND

MINISTRY OF POWER

BBMB BOARD

CHAIRMAN, BBMB

SECRETARY AND SPECIAL SECRETARY

**: Other bodies under the ambit of the MoP include: (a) Damodar Valley Corporation (b) Power Trading Corporation India Ltd., (c) National Power Training Institute, (d) Central Power Research Institute, (e) Bureau of Energy Efficiency and various Central Public Sector Undertakings.

In case of BBMB, the MoP does not concern itself with matters relating to irrigation.

35


36

DY. FA & CAO

SNR.ACCTS.

OFFICERS

BBMB FINANCE AND ACCOUNTS WING

FINANCIAL

ADVISOR & CHIEF

ACCOUNTS

BBMB IRRIGATION WING

MEMBER, IRRIGATI

ON

(FULL-TIME)

CHIEF ENGINEER

, BEAS DAM*

CHIEF ENGINEER

., BEAS-SUTLEJ*

CHIEF ENGINEER, BHAKRA

Superintending Engineer / Director

Senior Executive Engineer/Deputy

Assistant Engineer

CHIEF ENGINEER, TRANSM. SYSTEM*

CHIEF ENGINEER

, GENERA-

CHIEF ENGINEER, SYSTEMS

OPS*

BBMB POWER WING

MEMBER, POWER

(FULL-TIME)

Engineers/Dy. Directors

Engineers/Directors, Sr.

head the respective offices followed by

*: Chief Engineers

Superintending

Engineers. The and Assistant

Executive

Superintending Engineer / Director

Assistant Engineer

Senior Executive Engineer/Deputy

Figure 4.1(b): Organizational Hierarchy at BBMB


• Water conservation and rain water harvesting.

• Eco friendly / Bio-tech projects.

• Community services in peripheral area of the Project in Environmental Sector.

The policy statement is thus proactive and guides preventive, mitigative as well as enhancement related

measures in addressing the various environmental issues.

4.5.1 Quality Policy of BBMB: The Quality Policy Statement dated 27 May, 2009 and approved by the

Chairman states:

BBMB is committed to maintain its position as the leader and a trend setter in power sector for

establishing high standards in operation & maintenance of hydel projects, transmission system and canal

systems. BBMB will also continue to renovate, modernize and upgrade its generating units to optimally

utilize the river waters and to improve reliability and efficiency.

BBMBshall encourage adoption of energy conservation measures within the organisation besides

propagating the message to other stakeholders as well.

BBMB’s “Mission is to keep our systems running efficiently at minimum cost.”

This shall be achieved by building up and sustaining our acquired values-“discipline,hard work

,operational excellence and professionalism.”

We shall ensure continual improvement in processes, methods,procedures and resources aswell asfull

compliance to applicable statutory and regulatory requirements.

4.6 Environmental Objectives at BBMB: The following are the environmental objectives laid down

as part of the EMS at BBMB:

• Minimization of environmental degradation in the management of power houses, transmission

system and related operations, dams, reservoirs, canals, water conducting system, related infra-

structure, related electro-mechanical/hydro-mechanical equipment ,townships , hospitals, schools

and related infrastructure.

• Adoption of latest techniques and good practices to prevent environmental degradation.

• To ensure appropriate system of waste management and its disposal.

• Improving the green cover at project/ work sites.

• Advance planning for tackling of potential environmental disasters.

• Material substitution and technology absorption for improving the state of environment.

• To create and improve awareness on environment related issues within and outside the

organization including suppliers, contractors and local community.

• To implement and create awareness on clean development mechanism projects in the organisation.

• To promote the rain water harvesting and water conservation measures.

37


• To promote use of natural resources.

• To improve the environment of the local people by community services in environment, health,

and education fields.

These objectives have been reflected in the EMS documentation of BBMB. The Environmental

Management Programmes (EMPs) are formulated at relevant level for fulfilment of these objectives and

progress monitored periodically.

4.7 Activity Specific Environmental Goals at BBMB: Activity Specific Environmental Goals are

defined separately for all major support works / areas of general nature for example Administrative offices

and educational establishments, Townships/ colonies, Hospitals/ dispensaries, Guest Houses etc. These are

documented and maintained at the level of relevant works / areas. Listing of these goals is provided below.

A strategy of setting goals for areas is important as area specific EMPs get evolved and budgeted for

implementation.

4.7.1 Environmental Goals - Administrative Offices and Educational Establishments

• Electricity conservation.

• Water conservation.

• Encourage computerization - as a step towards paperless offices.

• Recycling of paper/ waste stationary.

• Disposal of solid waste in environmental friendly manner in consonance with the relevant rules

and acts.

• Carrying out awareness campaigns about energy and water conservation.

4.7.2 Environmental Goals – Township /Colonies

• Providing clean drinking water, sanitation, garbage disposal and other civic amenities by having

proper storage, collections, treatment, transportation and disposal of solid/liquid waste generated

in residential/non residential areas.

• Proper upkeep of common areas, parks etc. by following proper horticulture practices and waste

material utilization in ‘Theme Parks’.

• Provide and maintain green cover through plantation of trees and plants in and around the

surroundings of colonies/township areas.

• Have a proper, adequately manned complaint centres to promptly attend to the

complaints/grievances of residents with regard to water, sanitation, garbage related issues and

continual improvement of the system thereof.

• Carrying out awareness campaigns about energy and water conservation.

38


4.7.3 Environmental Goals – Hospital/Dispensaries

• Creating awareness amongst public / patients about hygiene, cleanliness and disease protection by

following contemporary environmental friendly practices.

• Safe collection, treatment, transportation and disposal of solid/liquid and bio-medical waste in

conformity to the relevant environmental acts and rules.

• Proper linen management, laboratory sterilization techniques for equipment and material used in

the day to day hospital functioning.

4.7.4 Environmental Goals – Guest Houses

• Providing proper amenities to maintain hygiene, cleanliness in rooms / kitchen and common

surrounding areas of Guest Houses.

• Proper housekeeping management and quick civic complaint attendance in day to day running of

Guest Houses.

4.8 Environmental Aspects and Methodology of Attaching Significance: The identification of

environmental aspects and the methodology of attaching significance to them are documented in the

BBMB EMS Manual through:

• Procedure for Identification of Environmental Aspects and Evaluation of Their Significance

(MR/EMS/P/01); see Annexure 3.

• Guidelines for Evaluation of Environmental Aspects (MR/EMS/G/01); see Annexure 4.

BBMB has devised the Procedure MR/EMS/P/01 to ensure that:

• “The environmental aspects of its activities, products and services within the defined scope of the

environmental management system of BBMB which it can control and those that it can influence

taking into account planned or new developments, or new or modified activities, products and

services, with in defined scope of EMS are determined.

• The environmental aspects are evaluated for their environmental impacts, actual or potential, so

as to determine significant environmental aspects.

39


• The information on environmental aspects is maintained and updated regularly taking into

consideration new development, technologies or renovation and modernization or modifications.

• Significant environmental aspects are taken into consideration in establishing, implementing and

maintaining the EMS”10.

Notably, step 6 of MR/EMS/P/01 states clearly the requirement to define countermeasures to tackle

significant aspects through technological improvements and monitoring so as to keep such aspects “within

limits”. The team nominated by the Management Representative (MR) continues to report to him and seek

his inputs throughout the exercise. The schema for attaching significance is comprehensive.

4.9 Environmental Management Programmes: Environmental Management Programmes (EMPs)

are formulated at relevant functions and levels (divisional / directorate / circle / wing levels) for fulfilment

of the environmental objectives and targets of BBMB’s EMS. EMPs lay down time-bound activities with

clear responsibility and the means to achieve set objectives. Progress is monitored periodically. In

specific, EMPs for the CDM project sites were reviewed and were found to be satisfactory.

4.10 On-site and Off-site Disaster Management Plan: BBMB has established and maintains

Procedure for Dealing with Environmental Emergencies (MR/ EMS/P/06) and Procedure for On-site

Emergency Plan Preparation and Implementation (MR/ EMS/P/09) to:

• Identify potential emergency situations, disasters and potential accidents that can have an impact

on the environment, and its response mechanism for various types of emergencies such as floods

and fire.

• Respond to actual emergency situations and accidents and prevent or mitigate associated

environmental impacts.

BBMB periodically reviews and, where necessary, revises its emergency preparedness and response

procedures, in particular, after the occurrence of accidents or emergency situations. Mock drills are also

conducted to test the efficacy of emergency procedures.

10 Source: BBMB EMS Manual ISO 14001:2004. BBMB/EM Issue 2, Released: December, 2005.

40


4.11 Environmental Monitoring :A system exists for measurements of key characteristics of

processes which can have significant environmental impact(s). Regular monitoring is carried out to ensure

degree of control for continued compliance to applicable standards and criteria in accordance with the

following established procedures:

• Procedure for Control of Air Pollution (MR/ EMS/P/03)

• Procedure for Control of Water Pollution (MR/ EMS/P/04)

• Procedure for Waste Management (MR/ EMS/P/05)

• Procedure for Environmental Guidelines and Controls During Operation and Maintenance (MR/

EMS/P/08)

The Procedures are provide for:

• Documentation of information to monitor performance.

• Operational controls, as applicable.

• Conformity to environmental objectives and targets.

• Calibration and maintenance of equipment used for measurements and monitoring and retention of

necessary records.

Most of the environmental monitoring at BBMB is currently outsourced to the laboratories that are

recognized by the Pollution Control Boards (PCBs).

There is a room to improve the environmental data management at BBMB. The data is presently recorded

on hard copies (registers) in various formats and practice of electronic storage for the purposes of analyses

and reporting is not followed. BBMB may consider setting up a suitable Environmental Management

Information System (EMIS) that will help organize and interpret the data more effectively. An integration

of EMIS with Geographic Information System may also be relevant. Such a system if web based will allow

BBMB to share the data with stakeholders on 24x7 basis.

4.12 Environmental Regulatory Compliance: BBMB has a systematic Procedure (MR/ EMS/P/02)

for periodic evaluation of compliance to applicable environmental legal requirements and other applicable

environmental requirement. Importantly, this procedure is anticipatory and provides a mechanism for

combined evaluation of compliance to applicable legal requirements and other environmental

requirements. This includes:

• Routine sampling and testing of water, air, soil, noise levels etc. and ensuring conformity to laid

down standards/ rules and regulations

41


• Timely renewal of licenses, consents, authorizations, and filing of returns /statements/information

etc.

• Progress review for various environmental management programmes/objectives and targets /

calling of records for review.

• EMS internal audits.

• On-site observations by Senior Officers during their inspections / visits to Projects/ Work sites.

The records of the results of evaluation and compliance with legal requirements and other applicable

requirements are kept with nominated Nodal Environmental Officers at BBMB.

Environmental monitoring data generated at the CDM project sites was reviewed. The data showed

conformity with the applicable standards.

4.13 Organizational Aspects Including Training and Capacity Development: The overall human

resource requirements of officers/officials are fulfilled mainly by transferring suitable persons from Partner

States against their Share Quota. The officers in these States have been recruited / promoted based on the

set criteria for educational qualification, experience and competence as defined in service rules of

respective cadres of State Governments for different positions. A cadre of permanent BBMB officials also

exists. Overall manpower planning shall be done keeping in view of the projected work / competence

requirements and sanctioned norms.

The Secretary/BBMB looks after Human Resource planning, deployment, promotions, transfers of officer

cadre (Group A and B) in accordance with rules laid down by concerned State Governments and as per the

direction of Chairman, BBMB.

Special Secretary, BBMB looks after the pertinent issue of Rules and Regulations regarding the service

conditions of human resources in BBMB. The policy decisions of the Board are dealt with by the Rules

and Regulation Section. Although the administrative control of Group C and D employees vests with the

respective HODs i.e. respective Chief Engineers (both Irrigation and Power Wing) in the field, FA and

CAO for Finance Wing and Secretary for the concerned staff in Board Sectt., the general service

conditions, pay and allowances, regulations and management of cadre are carried out by the office of

Special Secretary.

The induction of staff from the partner States i.e. Partner State Government and State Electricity Boards

vis-à-vis direct recruitment of BBMB employees as per BBMB Regulations are also entrusted to the office

of Special Secretary, BBMB. So far as the postings and transfers and other administrative decisions are

concerned, the respective HODs exercise their power as per laid down statutes and procedures.

42


Besides, the demands put forth by various recognised unions are processed and settled after due

negotiations with their authorised representatives, for which the Special Secretary plays a pivotal role. The

regular holding of general meetings and correspondence etc. are held as per labour laws and executive

instructions.

The Special Secretary has also been designated as Director, Grievances for BBMB as a whole. In this

respect, a quarterly progress report indicating the position of pending grievances in respect of various

administrations is compiled and sent to the Ministry of Power.

Another important aspect of overall human resource planning is the maintenance of their competence

levels. Regular upgradation of knowledge and skills of the employees is ensured through trainings both in-

house and through external agencies.

It is planned that continued competence be ensured for the personnel performing quality related functions,

based on appropriate education, training, skills and experience as per the HRD policy.

Training activities at BBMB are planned both at the level of Director/HRD, BBMB and at Chief Engineer

levels. A procedure for manpower training is documented. A Training Institute has been established at

Nangal for providing training to in-house and external agencies on various specialized areas related to

Power and Irrigation sectors. This institute was visited during Environmental Audit.

More information about environmental training modules conducted at BBMB is provided in section 4.13.2

with observations.

4.13.1 EMS Procedure for Training and Capacity Development: The EMS at BBMB aims to ensure

that:

• Necessary competence for personnel performing work relating to significant environmental

impacts is determined and provided.

• Wherever gaps are noticed, the same shall be made up through appropriate training or other

alternative actions such as job rotation etc.

• Effectiveness of the actions taken shall be evaluated.

• Personnel are made aware of the relevance, importance and significant environmental aspects of

their activities and their contribution in the achievement of environmental objectives.

• Record of education, training, skills and experience shall be maintained.

The Procedure for Training (MR/TRG/P/06) ensures that BBMB employees as well as contractors

personnel are made aware of:

43


• Importance of the conformity with environmental policy and procedures and with the

requirements of EMS.

• Significant environmental impacts, actual or potential, of their work and environmental benefits of

improved personnel performance.

• Roles and responsibilities in achieving conformity with environmental policy, procedures and

EMS including emergency preparedness and response requirements.

• Potential consequences of departure from specified operating procedures for control of various

environmental impacts.

Annexure 5 lists the Procedure for Training (MR/TRG/P/06) followed by BBMB as part of the EMS.

4.13.2 Environment-themed Training Sessions at BBMB: Environment-themed training sessions /

seminars which have taken place at BBMB from 2003 - 2009 include:

• Seminar on Environmental Management System

• Training on handling of solid waste and drinking water issues.

• Seminar on polythene bags and their environmental effects.

• Seminar on T-(B) operation and maintenance of DG set and LT system.

• Seminar on T-A(1) maintenance of static excitation equipment of Dehar units and environmental

aspects.

• Seminar on T-(1) maintenance of unit transformers and environmental aspects.

• Seminar on Quality and environmental management of Slapper Division, and operation and

maintenance of BCW silt ejector and gates.

• Seminar on divisional profile and works and quality of environmental management of Slapper

Division.

• All India Seminar on environmental considerations in planning and design of power projects.

• Short-term course on Environmental Management for River Valley Projects.

• Training programme on Environmental Law - policy and practice.

• Training on Environmental System (ISO-14001).

• Training on Environmental Aspects.

• Environment Protection Act 1986 and Motor Vehicle Act 1986.

• Interactive session for engineers/workers, environmental aspects-issues and challenges and fire

safety at working places.

• Programme on Environmental Protection Act 1986 and Motor Vehicle Act 1986, Hazardous

Waste Management and Handling Rules 1989, and Batteries Management and Handling Rules

2001.

44


• Training programme on effective assessment, management and monitoring of environmental

safeguards in river valley and hydel projects.

• Seminar on quality and environmental management of township divisions.

• Seminar on operation and maintenance of hydel channels: quality and environmental management.

• Interactive programme regarding general awareness of environmental pollution and child welfare.

• Seminar on quality and environmental management of BRSC and PD Divisions.

• Seminar on quality and environmental management of Electrical and Workshop Divisions

• Seminar on quality and environmental management of dredging operations and disposal of silt.

• Interaction sessions for awareness training programme for EMS/QMS

• Lead assessors training programmes

Since 2006, training specific to EMS/QMS has been imparted to 210 persons (as on 11th March

2010)

While the topics above are comprehensive, it may be useful if BBMB considers training sessions

specifically on

• Environmental Data Management

• Geographical Information Systems

• Integrated Management Systems (especially QMS and EMS integration)

• Corporate Social Responsibility

• Clean Development Mechanism (under this theme series of programmes may be considered such

as how to prepare a Project Idea Note, Project Design Document etc)

4.14 Internal and External Audits: BBMB has implemented a common system of internal audit for

EMS and QMS through a well documented procedure for Internal Audit of QMS and EMS (MR/

AUD/P/07). Audits are carried out at planned intervals. The interval period depends up on many factors

such as significant environmental impacts, results of previous audit, impending visits of statutory

authorities, changes affecting operations such as monsoon conditions etc.

Audits are conducted with objective of:

• Determination of conformity with environmental criteria and status of maintenance and

implementation of EMS.

• Reporting performance of EMS to management.

• Identification of improvement opportunities.

Annual Audit Plans are prepared by concerned MRs as well as the Central Management Representative

(CMR). Frequency of audit shall at the minimum be six monthly at both CE level and at Head Office level.

However, this frequency can be modified depending upon factors such as:

45


• Audit results.

• Changes in environmental impacts.

• Non – compliance to legal or other applicable environmental requirement

• Changes in process parameters, machinery, technology.

• Occurrence of emergency / near emergency situations.

• Results of air/ water / soil testing as applicable.

• Operational controls and results of monitoring.

• Accidents / incidents.

• Public complaints.

The Procedure for Internal Audit of QMS and EMS (MR/ AUD/P/07) addresses the responsibilities and

requirements for :

• Planning the audits.

• Conducting the audit.

• Reporting the audit results.

• Follow-up actions as a result of audit (mitigation, rectification, corrective or preventive).

• Closing of audit non-conformities.

• Retaining associated records.

• Determining of audit criteria, scope, frequency and method.

Auditors are selected from amongst a pool of trained internal auditors in such a manner so as to avoid any

element of bias and ensure objectivity, impartiality of audit process.

4.15 Management Review and Continual Improvement: Procedure for Environmental, Non-

Conformities and Corrective, Preventive Actions (MR/ EMS/P/07) exists for control on environmental

non-conformities relating to various processes of EMS such as non adherence to set objectives, targets,

standards of emission or discharge or lack of control on significant environmental aspects or emergency

preparedness measures etc. It provides for:

• Identification of actual non-conformities and correct/mitigate their environmental impacts.

• Investigation of causes of actual non-conformities and their elimination in order to prevent their

re-occurrence.

• Detection of potential non-conformities and determination of actions to eliminate the causes of

potential non-conformities to prevent their occurrence.

• Recording of the results of corrective action (s) and preventive actions taken.

• Reviewing the effectiveness of the actions taken.

46


Care is taken to ensure that action programme (rectification, corrective, mitigative or preventive) is

commensurate with magnitude or scale of problem and its environmental impacts. The procedure provides

for review of actions taken and implemented and changes made in documents as a result of corrective and

preventive actions to ensure proper communication and implementation of changes at relevant level within

BBMB.

The Management Review is conducted at the top-most level for the entire EMS as well as the level of each

MR for the area under their jurisdiction. These reviews are conducted in accordance with the documented

Procedure for Management Review (MR/MRM/P/05) at a frequency of once in 6 months or earlier, to

ensure the continuing suitability and effectiveness of the EMS in meeting the Environmental Policy and

Environmental Objectives.

The inputs to each Management Review meeting are to include the following:

• Results of EMS audits and evaluations of compliance with legal requirements and with other

requirements to which BBMB subscribes.

• Communication including complaints on environment related issues from external interested

parties such as SPCB, local community, local administration, NGOs and State/Central

Government agencies.

• Performance of EMS of BBMB.

• Extent to which objectives and targets have been met.

• Status of corrective and preventive action.

• Follow-up actions from previous Management Review.

• Changing circumstances, including developments in legal and other requirements related to

environmental aspects of BBMB.

• Recommendations for improvement.

The outputs of each meeting are documented in the form of Minutes of the Meeting and are to include the

following:

• Improvement for the effectiveness of the EMS and its aspects.

• Improvement related to Environmental Objectives.

• Resources needed to carry out identified improvements.

The Minutes are to be recorded and circulated for implementation of actions taken and continual

improvement of the EMS and / or corrective and preventive actions, as the case may be.

47


The records show the element of management review works well at BBMB with actions proposed,

directions and responsibilities.

4.16 EMS Implementation at BBMB CDM Project Sites: EMS implementation at CDM project sites

was gauged through one field visit to each site. Discussions were held with on-site Environmental Officers.

Documents and records relating to the EMS on-site were also reviewed for completeness and accuracy.

CDM site was found to be compliant with the EMS requirements as laid down by the EMS Manual of

BBMB. The documentation on consents (as per Water Act of 1974, Cess Act of 1977) and authorizations

(as per Hazardous Waste (Management and Handling) Rules 2003, Biomedical Waste (Management and

Handling Rules) 1989 and Batteries Rules 2000) were found to be up to date and in order. Raw data on

environmental monitoring was also reviewed to assess coverage in terms of parameters and compliance.

Training records were also seen to check extent of training imparted to the site staff on EMS and related

environmental matters.

4.17 Overall Observations on the EMS: The following points about the EMS at BBMB are

noteworthy:

• The EMS at BBMB identified environmental issues in the form of environmental aspects, which

in turn are delineated as activities in the relevant Environmental Management Programmes or

EMPs.

• Since there is a provision for budgeting in the EMPs, implementation is assured.

• The Legal Compliance Register is anticipatory, thus precluding situations where non-compliance

may arise.

• The Internal Audits and periodic Management Review Meetings serve as cross-checks for the

system as a whole.

• The effectiveness of completed tasks is also evaluated as part of the Management Review

Meetings

• Integration of EMS with QMS has been well done. The documentation to this effect is clear and

well organized in terms of common and specific procedures.

On the side of possible improvements, following are the observations

48


• BBMB is already an ISO 14001 certified organization and has a system of training its personnel

regularly in various areas including environment. These training programs are both conducted in

house and externally through workshops, seminars and training by expert organizations.The

existing Environment Management System is well established, implemented and maintained in

BBMB. It is adequate and effective and complies/addresses various legal requirements and with

also those of IS/ISO 14001:2004. The EMS shows continual improvement in environmental

performance. For the purposes of training however, additional topics such as those listed in

section 4.13.2 may be considered. In addition, officers may be sent for formal accreditation

programmes on EMS ISO 14001. It may be strategic for BBMB to develop Memorandum of

Understanding (MoU) with universities and research institutions (e.g. with University of Roorkee,

National Environmental Engineering Research Institute etc) for undertaking training & capacity

building as well as supplemental research.

. • BBMB has already designated environmental officials for respective duties as per the

requirements of Environment Management Plan (EMP) and it also meets the ISO 14001

certification guidelines In specific however, BBMB should induct qualified core environmental

professional trained in EIA to manage the environmental matters. Ideally, such a person should

serve as the MR.

• Much of the environmental monitoring data generated at BBMB is not put in the form of a

Management Information System (MIS). Records are kept in hard copy or entered in various

formats without linkages. It is recommended that BBMB establishes an Environmental

Management Information System (EMIS) supporting the monitoring formats as laid out by the

EMS. Such an EMIS will be useful to analyze the effectiveness of mitigation and enhancement

measures, prepare reports and assess the level of compliance in a more systematic manner. A web

based application may be considered to allow sharing of data with stakeholders on 24x7 basis At

a later stage, since the BBMP operations are spatial, the MIS may be enhanced to integrate with a

Geographic Information System (GIS) with Remote Senses (RS) imageries. RS imageries in

specific will allow change detection over a regional scale. BBMB is also executing World Bank

aided “Hydrology Project-II” for developing Real-Time Decision Support System (RT-DSS) for

integrated operational management of its reservoirs by providing sophisticated data acquisition for

processing & monitoring the hydrology parameters. This RT-DSS may be integrated with the

EMIS.

• Presently, Special Secretary, BBMB has been designated as Director – Grievances for BBMB as a

whole. Mechanisms thus exist at project sites and local level to report complaints/grievances.

These mechanisms may be used to channel concerns arising due to environmental issues. BBMB

49


operates a website (www.bhakra.nic.in) where project profile/ salient features / capabilities and

strengths of BBMB are reported on a regular basis. BBMB follows the stipulated

guidelines for collection, collation and retention of data as per Government

norms and the website is updated regularly on the information for public use.

Website also solicits any feed back / suggestion from various stakeholders

and has a designated official to respond to any of the information /

feedback requested by stakeholders. This website could include more information on

the environmental management at BBMB and have a dedicated facility to report/lodge any

grievances/concerns specific to environmental matters.

.

.

50


CHAPTER 5

SOCIAL WELFARE RELATED INITIATIVES AT BBMB

5.1 Spirit and the Background : Environmental and social aspects are intimately linked and hence it

becomes important to assess the social orientation of the organization in conducting Environmental Audit,

especially in the case of multipurpose hydropower projects.

BBMB is aware of the problems faced by the oustees of its projects who have shifted and re-settled in the

adjoining villages. Keeping the problems of these oustees in view, BBMB started some measures of its

own for the welfare of the local people. Since 2003-2004, BBMB has been giving a new dimension to

Project activities by undertaking Community Development Programmes for the welfare of the local people

in the vicinity of Pong Dam and Maharana Partap Sagar Reservoir in Himachal Pradesh. At the Bhakra-

Nangal Project, these activities were started from the year 2004-05.

5.2 Projects Sponsored: Under these welfare activities, BBMB has organized free medical camps at

different places in villages in which patients are checked by the BBMB team of Doctors, like Medical

Specialists, Dental Surgeons, Gynaecologists, Eye Specialists, Pathologists, etc. In these camps, medicines

are distributed free of cost to the patients. These camps have become very popular in the area and are

highly beneficial to the aged people and the women, who are being checked medically at their door-step.

Some other welfare activities at the demand of the local people/government are also undertaken, such as:

• Drinking Water Supply Scheme to Village Bhakra: BBMB has been providing drinking & irrigation

water free of cost to rural population through a number of schemes in some areas of Himachal

Pradesh. In addition, BBMB gave Rs. 65 lakhs to Himachal Govt. for development of infrastructure

for drinking & irrigation water in the vicinity of BSL Project.

51


A Water Supply Scheme for providing drinking water (about 60000 litres / day) to the residents of Village

Bhakra was constructed & commissioned by Bhakra Beas Management Board and handed over to the

Irrigation & Public Health Department of H.P. during the year 2005-06.

• Free Medical Camps: Medical Camps are organized in villages in which medicines and spectacles are

distributed free of cost.

• Hospital & Schooling facilities to local people: About 50% of medical facilities of BBMB hospitals at

Nangal, Talwara & Sundernagar are being availed by the people of surrounding rural areas. Free

medical treatment & medicines are provided to poor patients. BBMB is also running schools at project

sites. These schools benefit the wards of the rural adjoining population also.

• Blood donation camps: Blood Donation Camps are organized at all project stations and at Chandigarh

every year for the benefit of society at large.

52


• Providing facilities to schools: Benches, fans, wall-charts, etc. are provided in Govt. Schools of HP

Govt. Playgrounds and parks are prepared for the children at Schools and villages. Books are donated

to School Libraries to inculcate the habit of reading among school children.

• Welfare activities for locals: Ponds are desilted for rain water harvesting. After desiltation, these ponds

are available to the villagers with increased storage capacity. Grading and improvement of village

paths and roads is also done with BBMB machinery. Renovation of school buildings and other

development works like improvement of Staircases at public places, construction of rain-shelters, etc

are carried out as well.

53


(Before desiltation) (After desiltation)

The total expenditure incurred for Community Development Works during the year 2008-09 is about Rs.

40 lakhs.

Presently, the social initiatives listed above are not explicitly linked to the EMS at BBMB. However it may

be observed that these projects and programmes have been both catalytic as well as supportive to help

BBMB to operate in partnership with its staff, families and local communities towards achieving

organization wide as well as project/location specific environmental goals.

54


CHAPTER 6

OVERALL OBSERVATIONS AND RECOMMENDATIONS

This Environmental Audit report outlines the environmental management structure at BBMB, its operation

in the framework of EMS ISO 14001 and assesses the status of compliance with environmental

regulations. Review of documentation provided by BBMB and visits to the Project Sites confirm the

following

• BBMB has operational EMS as per ISO 14001 complete with documentation, training, monitoring

and audit procedures

• The EMS is integrated with QMS to achieve integration of environmental considerations into

business operations

• BBMB at its project sites is in environmental compliance with applicable regulations.

Documentation provided in this regard is complete and satisfactory. A proactive or anticipatory

system exists to remain in environmental compliance all across BBMB’s operations

• Budgets are provided and monitored to ensure implementation of agreed EMPs

• BBMB has an institutional structure in place for operating the EMS with training imparted on a

regular basis

• BBMB has undertaken several social welfare initiatives that support the organization-wide and

project specific environmental goals

The CDM transaction with BBMB therefore meet World Bank’s safeguard requirements .

In order to further strengthen the environmental management at BBMB however, following

recommendations are made,

• BBMB is already an ISO 14001 certified organization and has a system of training its personnel

regularly in various areas including environment. These training programs are both conducted in

house and externally through workshops, seminars and training by expert organizations.The

existing Environment Management System is well established, implemented and maintained in

BBMB. It is adequate and effective and complies/addresses various legal requirements and with

also those of IS/ISO 14001:2004. The EMS shows continual improvement in environmental

performance. For the purposes of training however, additional topics such as those listed in

section 4.13.2 may be considered. In addition, officers may be sent for formal accreditation

programmes on EMS ISO 14001. It may be strategic for BBMB to develop Memorandum of

Understanding (MoU) with universities and research institutions (e.g. with University of Roorkee,

55


National Environmental Engineering Research Institute etc) for undertaking training & capacity

building as well as supplemental research.

. • BBMB has already designated environmental officials for respective duties as per the

requirements of Environment Management Plan (EMP) and it also meets the ISO 14001

certification guidelines

• Much of the environmental monitoring data generated at BBMB is not put in the form of a

Management Information System (MIS). Records are kept in hard copy or entered in various

formats without linkages. It is recommended that BBMB establishes an Environmental

Management Information System (EMIS) supporting the monitoring formats as laid out by the

EMS. Such an EMIS will be useful to analyze the effectiveness of mitigation and enhancement

measures, prepare reports and assess the level of compliance in a more systematic manner. A web

based application may be considered to allow sharing of data with stakeholders on 24x7 basis At

a later stage, since the BBMP operations are spatial, the MIS may be enhanced to integrate with a

Geographic Information System (GIS) with Remote Senses (RS) imageries. RS imageries in

specific will allow change detection over a regional scale. BBMB is also executing World Bank

aided “Hydrology Project-II” for developing Real-Time Decision Support System (RT-DSS) for

integrated operational management of its reservoirs by providing sophisticated data acquisition for

processing & monitoring the hydrology parameters. This RT-DSS may be integrated with the

EMIS.

• Presently, Special Secretary, BBMB has been designated as Director – Grievances for BBMB as a

whole. Mechanisms thus exist at project sites and local level to report complaints/grievances.

These mechanisms may be used to channel concerns arising due to environmental issues. BBMB

operates a website (www.bhakra.nic.in) where project profile/ salient features / capabilities and

strengths of BBMB are reported on a regular basis. BBMB follows the stipulated

guidelines for collection, collation and retention of data as per Government

norms and the website is updated regularly on the information for public use.

Website also solicits any feed back / suggestion from various stakeholders

and has a designated official to respond to any of the information /

feedback requested by stakeholders. This website could include more information on

the environmental management at BBMB and have a dedicated facility to report/lodge any

grievances/concerns specific to environmental matters.

.

56


ANNEXURE 1

COMMON SYSTEM MANAGEMENT DOCUMENTS AT BBMB11

Procedure(s) /Format(s)/ Instruction(s) Common to both QMS and EMS

No. Title of the Document Procedure/ Format/

Instruction Number

1 Procedure for Control of Internal Documents. MR/DC/P/01A

2 Procedure for Control of Internal Documents-

Upkeep of Common Document Folders.

MR/DC/P/01B

3 Procedure for Documents of External Origin. -

Standards and Product Manual.

MR/DC/P/02

4 Procedure for Documents of External Origin. -

Government Circulars Memos /Rules/Regulations

etc. issued by various Govt. agencies from time to

time.

MR/DC/P/03

5 Procedure for Handling Request for Information

from Indian Citizens Under Right to Information

Act- 2005.

MR/DC/P/03 A

6 Procedure for Handling of Appeals from Indian

Citizens Under Right to Information Act- 2005.

MR/DC/P/03 B

7 Procedure for Control of Records.

MR/REC/P/04

8 Procedure for Management Review.

MR/MRM/P/05

9 Procedure for Training. MR/TRG/P/06

10 Procedure for Internal Audit of Quality and

Environmental Management System.

MR/AUD/P/07

11 Procedure for Control of Non-Conformities.

MR/NC/P/08

11 Source: BBMB Common Management System Documents, DOC: BBMB/COM/MS, Issue No : 2, Effective Date: 15 December, 2005.

57


12 Procedure for Corrective / Preventive Actions.

MR/CPA/P/09

13 Procedure for Providing Technical Consultancy

Services.

MR/CONS/P/10

14 Procedure for Filing Service Tax Returns. MR/CONS/P/11

15 Guidelines/ Generic Steps/Guidelines For

Preparing, Monitoring And Display Of “Customer

Satisfaction Indexes”.

MR/CI/G/01

16 Format for Master List of Documents (Internal

Origin).

MR/DC/F/1-01

17 Format for Master List of Documents of External

Origin.

MR/DC/F/2-02

18 Format for List of Files/Records. MR/QR/F/04

19 Format for Audit Plan. MR/AUD/F/7-01

20 Format for Quality Environmental Audit Report. MR/AUD/F/7-02

21 Format for Non Conformity Note. MR/NC/F/8-01

22 Format for Preparing Estimates for Consultancy

Jobs

MR/CONS/F/10-01

23 Document Amendment Sheet. Annexure A of

Common

Management System

Procedure Document

24 Distribution List. Annexure B of

Common

Management System

Procedure Document

58


ANNEXURE 2

PROCEDURE FOR IDENTIFICATION OF ENVIRONMENTAL ASPECTS AND

EVALUATION OF THEIR SIGNIFICANCE (MR/EMS/P/01)

Step Description Responsibility

1 Review of processes for any emission / releases to air /

ground / water

a. Initial Environmental Review Report

b. NEERI Report

NOTE: Reviews may be repeated after all significant

aspects identified initially have been brought under

control

Team

nominated by

concerned MR

2 (Check) whether any of the activities / processes

reviewed above interact with the environment

-do-

3 Study how interaction affects environment

a. Compare with standards fixed by SPCB / internal

standards wherever defined by BBMB

-do-

4 List down:

a. Environmental aspects

b. Environmental impacts

-do-

5 Evaluate environmental impact through FMEA

technique

a. Use FMEA format

b. Use criteria for evaluation of environmental aspects

c. Calculate RPN (Probability of Occurrence X

Probability of Detection X Severity)

d. Determine significance based on following:

• Any non-conformity based on environmental legislation

will be considered as significant, irrespective of RPN

score

• Any aspect likely to result in complaint from local

community or non-governmental organizations will be

considered as significant, irrespective of RPN score

• NEERI Report of December 2000

• RPN more than 25

-do-

6 Determine countermeasures such as:

a. Technological improvements

b. Monitoring of significant aspects

c. Maintain the control so as to keep aspects within

-do-

59



limits

NOTE: The Team shall submit the report to the

concerned MR for his approval for further

implementation

7 After implementation of the countermeasure (it may

take up to 6 months depending on type of

countermeasures), re-evaluate the aspect and re-

calculate the RPN

a. Follow environmental guidelines

-do-

8 Check whether there has been improvement such that

risk potential has decreased or not

a. In case the RPN has not decreased, re-determine the

countermeasures, implement the same and recalculate

the RPN

NOTE: The Team in consultation with the Nodal

Environmental Officers approved by Chairman, BBMB

shall submit the report to the concerned MR

-do-

9 Continue till aspects are brought under control.

Subsequently, continue to monitor its performance

a. File Final Report

MR through

his concerned

officers

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ANNEXURE 3

GUIDELINES FOR EVALUATION OF ENVIRONMENTAL ASPECTS (MR/EMS/G/01)

Sr.

No

.

Probability of Occurrence Score

1 Low 1-3

2 Medium 4-6

3 High 7-9

Sr.

No

.

Probability of Detection Score

1 Low 7-9

2 Medium 4-6

3 High 1-3

Sr.

No

.

Severity Score

1 Low 1-3

2 Medium 4-6

3 High 7-9

Note: If the answer to any of the following questions is affirmative, the aspect shall be considered

significant and no scoring shall be necessary:

a. Whether aspect in question relates to any environmental legislation?

b. Whether any external interested party is affected?

c. Can this aspect result in an emergency?

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ANNEXURE 4

PROCEDURE FOR TRAINING (MR/TRG/P/06)


1 Identification of training needs for executive and

non-executive employees will be carried out on

annual basis or as per emergent requirements.

Inputs for identification of training needs will be:

a. Training policy

b. Annual performance appraisal

c. Technological / system upgradation or

modification

d. Field problems / failures

e. Any other

CE (concerned) /

Secretary, BBMB

2 Training is planned at Chief Engineer’s level. CE (concerned)

3 Training is also planned at board level by

Director/ HRD.

Director/HRD/BBMB

4 Internal training programmes which include

trainings by regional training committee and

technical Training Calendar at each CE level.

CE (concerned)

5 Annual Training Calendar(s) indicating topics,

level of participation, venue, likely dates and

faculty shall be prepared at CE level and

submitted to HRD for review and approval by

Board office.

a. List of faculty and their experience.

CE (concerned)

6 Training Calendar prepared at CE level shall be

put up for review of Board by Director /HRD

/BBMB through Jt. Secretary looking after HRD

function. Review shall cover:

a. Adequacy of topics

b. Extent of coverage

c. Need for any eminent external faculty in the

field.

The Board may suggest modification/

improvement in Training Calendar and Training

Calendar shall be updated / modified

CE (concerned)

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accordingly.

7 Training Calendar shall be approved by the

Board.

Director/HRD/BBMB

8 Approved Training Calendar shall be sent back

to concerned CE and copy shall be retained by

Secretary /BBMB through Jt. Secretary looking

after HRD function. CE shall communicate

Training Calendar to concerned circle/ division

For organizing the training programme(s) as

planned.

CE (concerned)

9 CE shall organize to implement Training

Calendar as planned (or update / improve).

CE (concerned)

10 On monthly basis progress of training

programmes shall be reviewed at CE level and a

report shall be sent to Board office.

a. Monthly report on progress of trainings to

board office indicating training planned and

conducted, facility, no. of participants, feedback

etc.

CE (concerned) /

Nominated Officer

11 Training record which includes:

a. Attendance sheet

b. Certificate(s) if any

shall be maintained by officer nominated by CE

and Jt. Secretary looking after HRD function

CE (concerned) /

Director/HRD BBMB

12 External training which includes nominations in

workshops, conferences, seminars and training at

reputed institutions is controlled through

concerned CE as well as board office by

Secretary /BBMB through Jt. Secretary looking

after HRD function.

CE (concerned) /

Director/HRD

13 Proposal for external training, based on requests

of employee(s) or Training Calendar of reputed

training institute(s) shall be processed by CE.

However, Director/HRD/BBMB through Jt.

Secretary looking after HRD function on its own

CE (concerned) /

Director/HRD

63



may also process such training proposals.

a. Requests / proposals for external training,

seminars, conference etc.

b. Training Calendar (s) of reputed training

institutes

After attending the training programme

employee shall report on duty.

14 Proposal put up by nominated officer shall be

reviewed by CE or board level as per schedule of

power.

a. Schedule of Power

Competent Authority

as per SOP

15 After review, modifications (if any) shall be got

incorporated in proposal and approval shall be

granted by Competent Authority.

Competent Authority

16 Approval of Competent Authority shall be

communicated to nominated officer promptly

(well in advance) to enable necessary actions

prior to attending the training.

CE (concerned) /

Director/HRD,

BBMB

17 Nominated employee(s) shall be relieved from

his / her duties to enable him / her to attend the

approved training programme. Training

programme shall be attended by nominated

employee(s) as per schedule. After attending the

training programme employee shall report on

duty.

Employee

18 Feed back / report shall be submitted by

concerned employee after attending the

programme. However, if a programme of

common interest has been organized for groups

of employees of BBMB, individual report /

feedback may not be essential. A common

feedback may be submitted by the organizer of

the programme/ complied by Jt. Secretary

looking after HRD function.

CE (concerned) /

Director/HRD,

BBMB

19 Review of report / feedback shall be carried out Concerned Officer /

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for the effectiveness conducted of training. Such

feedback is considered while planning similar

future training programmes, if any.

Jt. Secretary looking

after HRD function

65