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Lokesh Chandra, IAS. Mahavitaran or Mahadiscom or MSEDCL (Maharashtra State Electricity Distribution Company Limited) is a wholly-owned subsidiary of the Maharashtra State Electricity Board. It is the largest electricity distribution utility in India (2nd largest in the World after SGCC ). MSEDCL distributes electricity to the entire state of ...
The Mahanirmiti or Mahagenco ( Maharashtra State Power Generation plants Limited - MSPGCL) formerly known as MSEB (Maharashtra State Electricity Board) is a major power generating plants in the state of Maharashtra, India and a wholly owned subsidiary of Maharashtra State Electricity Board . [1] With a total generation of 14,400 MW, it is the ...
Maharashtra State Electricity Board (or MSEB) ( Marathi :महाराष्ट्र राज्य विद्युत मंडळ) is a state government electricity regulation board operating within the state of Maharashtra in India. The MSEB was formed on 20 June 1960 under Section 5 of the Electricity (Supply) Act, 1948. In 1998 it ...
Nuclear Power Corporation of India (NPCIL), Mumbai, Maharashtra Bharatiya Nabhkiya Vidyut Nigam Limited (BHAVINI), Kalpakkam , Tamil Nadu Industrial Organisations [ edit ]
The Government of Maharashtra is the state governing authority for the state of Maharashtra, India. It is a democratically elected government with 288 MLAs elected to the Vidhan Sabha for a five-year term. Maharashtra has a Maharashtra Legislature which consists of two Houses, the Vidhan Sabha (Legislative Assembly) and the Vidhan Parishad ...
The P. D. Hinduja National Hospital and Medical Research Centre is a multi-specialty, tertiary-care hospital in Mumbai, India. It was founded in 1951 by Parmanand Deepchand Hinduja, in collaboration with the Massachusetts General Hospital, the main teaching hospital of Harvard Medical School, Boston. [1] The hospital is owned and operated by ...
Employees A sculpture on the premises of IOCL Corporate Office, New Delhi, India. As of 31 March 2021, the company had 31,648 employees, out of which 2,775 were women (8.77%). Its workforce includes 17,762 executives and 13,886 non-executives. The attrition rate in Indian Oil is around 1.5%.
History Since 1960, 30 years were expended in struggling to find suitable employment schemes in India's vast rural hinterland. The experiences of these decades provided important lessons to the government. These included the 'Rural Manpower Programme' which exposed the tribulations of financial management, the 'Crash Scheme for Rural Employment' on planning for outcomes, a 'Pilot Intensive ...