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ORGANOGRAM
Bhutan Power Corporation Limited (BPC) was formed as an offshoot of the erstwhile Department of Power, the then Ministry of Trade and Industry and was launched as Public Utility Company on 1st July 2002 with an objective that the corporatization of the utility functions would lead to greater efficiency and better delivery of electricity supply services in the power sector.
Later, the Ownership was transferred to Druk Holding and Investment Limited (DHI), the commercial arm of the Royal Government of Bhutan, established in 2007 upon issuance of Royal Charter in 2007 “to hold and manage the existing and future investments of the Royal Government for the long term benefit of the people of Bhutan”
Coinciding with the 24th BPC’s foundation day, the Corporate Strategic Plan 2026–2035 (CSP) of BPC was launched was launched jointly by Board Chairperson, BPC and Chairperson, DHI and was graced by His Excellency Lyonpo MoENR, Dasho Bharat Tamang, Dasho Chhewang Rinzin and other Board Directors.
The Corporate Strategic Plan 2026–2035 (CSP) outlines a transformative journey for BPC to evolve from a traditional grid operator into a modern, agile, and customer-centric energy enabler. The CSP embraces the outcomes of situational analysis, alignment with national economic development programs and priorities, global benchmarking, and a Balanced Scorecard framework approach.
BPC’s strategic direction is:
The BPC shall be guided by five strategic pillars.
These pillars will guide BPC toward the destination and results over the next decade. Eighteen strategic objectives are derived across the four Balanced Scorecard perspectives of Organizational Capacity, Internal Process, Customer, and Financial. These strategic objectives are backed by initiatives and results.
BPC and its employees shall uphold the Core Values of IMPACTS.
CSP will reinforce national transmission and distribution capacity, reliability & efficiency, assist in digital transformation, enhance customer services, transparency, and support financial sustainability and national goals. The successful implementation of the CSP will enable BPC to emerge as a trusted, reliable and financially resilient utility equipped to sustain the energy landscape of Bhutan.
The development of GMC as a Special Administrative Region under “One Country, Two Systems” will require BPC to prepare for an independent operation modality, asset segregation, and tailored tariff structures for this strategic vision and establish a subsidiary company. The efficient operation and management of power supply shall be taken up by the subsidiary company.
The strategic priorities of BPC are:
