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Adefining moment for the Indian power sector was reached when
NTPC recently commissioned its first supercritical power unit, at Sipat
in Chhattisgarh. With India expected to use supercritical technology in
over 60 per cent of its new thermal power capacity in the XII Plan, this is
indeed a memorable first step. However, when one sees this development
in some more detail, it carries important connotations.
NTPC embarked on its Sipat and also the Barh project in Bihar—both based
on supercritical technology—way back in 2004-05. It was obviously
expected that Sipat would be India's first power plant based on this new generation
technology. However, this was not to be. India's first supercritical
power plant was commissioned by private player Adani Power at Mundra,
Gujarat, late last year. While Sipat was contending with delays for years on
end, battling it out with its main plant equipment suppliers, Mundra was
brought on line in three years flat.
Secondly, it was also felt that India's supercritical ambitions would be
realized through indigenous technology. On this count too, there was some
disappointment. It took a long time for BHEL to have this technology in
place—in fact, it has done so only recently. This led to delays in tendering
for the Barh and Sipat projects. Finally, it was Russian, Korean and Chinese
suppliers that ushered in the new technology to India.
The development highlights the fact that it is increased private sector and
foreign participation that can bring in much needed efficiency in project
execution. This is not just in the power sector but in every area of
infrastructure development. One cannot repudiate the contribution that
PSUs have made and continue to make towards India's socio-economic
development. It is just that at this stage infrastructure development cannot
afford to be a well-meaning but docile movement; it needs to be a dynamic
endeavour. A new-age infrastructure revolution led by private sector
enterprise is what can help India realize its developmental goals.
Private sector enterprise will be driven by business interests, largely if not
purely. The public sector, on the other hand, has traditionally been a social
enabler with business interests coming next in order. While the public sector
is certainly becoming more professional and aggressive in its conduct, it
cannot easily pry loose of its inherent conservative approach. The private
sector has professionalism and aggression as congenital qualities.
However, not every item on India's developmental agenda will find favour
with private enterprise. A national highway project could inspire private
capital but a rural road wouldn't so easily. Public sector will have to step in
when private sector looks the other way.
Whatever be the innate qualities and culture of public and private enterprise,
it is their partnership—and never their individual capabilities—that will take
India closer to its aspirations.
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