3. UTILITY MONITORING & DISTRIBUTION FRANCHISE (DF) –
WORKSHOP OBJECTIVES & STAKEHOLDERS
3/16/2011
Objective of Workshop
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• Create an engagement platform for utilities
and businesses to understand each others
requirements and constraints well to allow a
rationale PPP model emerging & scaling -
specifically Distribution Franchisee, its
Change Management and Co-creation
• Drive importance of Monitoring
(Measurements and Analytics) to improve
SEB’s performance and paving way for
Smart grid in India
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4. UTILITY MONITORING & DF – WORKSHOP CONTENT AND
SPEAKERS
Activities/Topic Speakers
Topic 0: Status quo and impact of DF pManifold Rahul Bagdia Co-founder
(Co-chair)
3/16/2011
Topic 1: Issues w/ DF – Utilities perspective MSEDCL Murhari Kele Supt. Engg, Nagpur
(Co-Chair)
Topic 2: KPIs of Utility’s Performance PRDC H.R. Venkatesh Head Marketing
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Topic 3: Techno-business Parameterization of GTL Ltd. Prasad Sutaone DGM
DF (Bidders perspective)
Topic 4: Best practices in DF Implementation NDPL Y.S. Butola AGM
– Techno/Commercial
Topic 5: Best practices in DF Implementation NDPL Y.S. Butola AGM
– HR/soft issues
Topic 6: Real-Time Monitoring of Utility sub- Heta Datain Hemant Diddee Founder
station
Topic 7: Diagnostics & Prognostics in PRDC H.R. Venkatesh Head Marketing
Distribution Monitoring
Topic 8: R-APDRP implementation – IT, L&T Pratap Dhumale Project Manager
Automation, AMI
Topic 9: ERP/IT Integration – Smart Grid SPANCO Kamal Maheshwari VP
Road Map
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5. NEED OF A GOOD PPP MODEL TO EMERGE IN POWER
DISTRIBUTION
Key issues with Distribution Utilities Does Distribution Franchisee with
3/16/2011
• Link from Measurements (MIS) to Effective evolving business models has
Distribution Management missing
answers to these problems?
• Lack of Incentivization
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• PSU Organizational Constraints • Its only one Delivery mechanism with change
• No Investment in skill enhancement in Ownership (an evolved form of Business
• Low Enforcement Outsourcing)
• Govt. hindrance & manipulation • Underlying phenomenon is Benchmarking
• Low Accountancy Performance and Incentives Alignment of all
stakeholders
• Driven by Measurements and Analytics
All stakeholders potentials Revenue – Franchise as
constrained Percentage Subsidiary
• End consumer not getting reliable, sufficient
Based Franchise Company
and rightly priced power
• Generators unable to get guaranteed
Franchise Based
evacuation of all generated power Employee Run
on Outsourced
• Distributors (Utilities) in losses Franchise
• Power Traders do not have predictability
Operations
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Excerpts from Rahul Bagdia’s @ pManifold presentation @ IIES 2011
6. CHALLENGES WITH SCALING DISTRIBUTION FRANCHISEE
MODEL
3/16/2011
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Performance Rational Process Good Change Good Good System
Benchmarking of design for a good Management Performance Integration
Utilities PPP model •Handling Transition Monitoring •Distributed
•KPIs? •Rational bidding for well and scale-up •Measurements and Generation
•Baseline? Distribution faster Analytics driven •Distributed
Franchisee through Decision making Franchisee
right/relevant & •DSM
common sharing of •Efficient Power
information with all Trading
bidders •Choice to consumers
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Excerpts from Rahul Bagdia’s @ pManifold presentation @ IIES 2011
7. KEY STAKEHOLDERS VIEWS ON OPERATIONALIZING DF
Stakeholder Concerns Incentives
Utility •Business Performance Monitoring • Single point control
3/16/2011
•Quality check on works & material •Reduction in AT&C losses.
•Timely audit •No any O&M, Admin. cost &
•Transfer of employees capital cost
•Loosing identity as utility •Higher recovery of power
purchase cost
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•Monthly fixed revenue/ profit
Franchisee • Surety / confidence about •No direct monitoring by
business at starting regulator
•Domain knowledge •Can get access of consumers
•Handling of Employees of utility for 10-15 years Performance Monitoring
•Political & local environment •Financial turnaround of Utilities is must
Consumers • Fear of tariff increase • Reduction in tariff • Gauging efficiencies & ranking
•No human face •Transparency in new their performance.
•Monopolistic approach connection
•Precursor to privatisation • Will avoid delay in every work
• Establishing goals of
•Harsh treatment by DF •Reduction in load shedding performance
•Good consumers services • Ensuring cost minimization
•24x7 call center & quality • Setting target for improvements
power supply
• Finalizing resource allocation
Utility •Transfers • Will get more salary strategies
Employees •Promotion channel •Modern technology update
• Regulating the sector especially
•Reservation •Best practices sharing
•Lack of professionalism •Performance based
in incentive regulation & setting
•Fear of privatisation opportunities. rational tariffs
•Secondary treatment to utility • Ensuring sustenance of utilities
employees & sector in long run.
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Excerpts from Murhari Kele’s @ MSEDCL (murharikele@gmail.com) presentation @ IIES 2011
8. MISSING INFORMATION SHARING MAKES DF TRANSIENT HANDLING
CHALLENGING – LITIGATIONS, UTILITY EMPLOYEE RESISTANCE, HANDOVER
Softer Issues on Utility Internal Stakeholders Management DF Bidding Process and Timelines
to make DF effective
• 4 months – Bidding document to
selection
3/16/2011
Top Management Understand benefits of DF, but fail to engage top-to-
bottom • 3 months – Effecting DF operations
• 3 months – Handover formalities
Middle Management Sandwich between top mgmt. and trade unions
Lower Management Spark exist to support, learn and grow themselves; Fear
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of privatization
Technical Staff Resistance because of fear of job security based on
performance and transfers
Non Technical Staff Resistance to adopt new practices and fear of loosing
their importance
Parameters Value Rationale
for selection of DF area
Design Considerations
More the number of consumers more the revenue and
No. of Consumers High
hence can attractiveness for the franchiseee
High connected load means high consumption and hence
Connected Load High
high revenue
More the assessment revenue more is the scope of
Revenue Assessment High
realisation
Revenue Realisation Low
Collection Efficiency Low To serve the key objective and the basic problem and to
T&D Losses High provide franchisee scope for improvement
AT&C Losses High
High transformer capacity shall provide redundancy in the
Transformer Capacity &
High system and hence can support enhancement in load
failure rate.
immediately
Planned Investment High Makes the area more attractive to the franchisee
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Excerpts from Murhari Kele’s @ MSEDCL (murharikele@gmail.com) presentation @ IIES 2011
9. BENCHMARKING BHIWANDI & NAGPUR – 1. BHIWANDI HAS SET THE BALL
ROLLING; LESSONS LEARNT @ NAGPUR & TOWARDS IMPLEMENTATION
Parameters Bhiwandi-TPL Nagpur-CGL & SPANCO
Company Profile TPL, Mehta Gr. in pharma, cable & power 1.CGL, Thapar Gr. In manufacturing business
3/16/2011
gen. dist. business with Rs. 4000 Cr. having 20,000 employees in 8 countries and a
having Lowest T&D losses in the country Turnover of USD 3 billion.
@ 10% without load shedding in their 2. SPANCO-IT based company, now in BPO,
area.
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telecom & Power sector
Area allotted Div-1 & 2 , Cons-1,74,000 MHL,GB,CL Div, Cons- 3.7 Lacs
Agreement Period Ten Years Fifteen Years
Base Year 2005-06 2005-06 for CGL & 2008-09 for Spanco
Input base Single input rate payable to MSEDCL CGL- Separate HT & LT rate payable to
MSEDCL. SPANCO- Single input rate payable to
utility.
Bidding Criteria Consortium of bidders are allowed Bidders to individual capacity was only allowed
Investment/capex Rs.60 Crs was committed by MSEDCL CGL-No such commitment was in previous RFP
within five years but SPANCO- Rs.60 Crs were committed in RFP
Achievements •ATC Loss--------------- 58% to 19% •Cancellation of Agreement of CGL
•DTC Failure------------ 42% to 3% •Reprocess of franchisee .
•Accurate Metering-- 23% to 98% •Winning of second bid by SPANCO
•Load shedding-------- 8 hrs to 3.30 hrs
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Excerpts from Murhari Kele’s @ MSEDCL (murharikele@gmail.com) presentation @ IIES 2011
10. BENCHMARKING BHIWANDI & NAGPUR – 2. FURTHER NEEDED IMPROVEMENT
OF BIDDING CONTRACTS TO SUSTAIN CO-OPERATION & BUSINESS VIABILITY
Parameters Bhiwandi-TPL Nagpur-CGL & SPANCO
Indexation of tariff Indexation of Tariffs is based on average Indexation of Tariffs is based on average tariff
3/16/2011
tariff applicable to all MSEDCL consumers. applicable to all consumers in the Franchise Area
Input Rate No specification in this regard. It was stated in the DFA that 90% of Input rate
payable by Franchisee was for purchase/sale of
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power and 10% for services, such as right to use
network.
Reading Meter reading was made the responsibility CGL- HT Meter reading jointly by DF and MSEDCL
of the Franchisee SPANCO- No such provision
Service quality Failure of the Franchisee to maintain Failure of the Franchisee to maintain minimum
minimum service quality due to service quality due to inadequate network
inadequate network investments was not investments has been included as a Critical Event
specified to be a Critical Event of Default of Default for the Franchisee.
for the Franchisee.
Arrears For arrears the Franchisee is required to For arrears the Franchisee is required to remit at
remit at least 65% of arrears from Current least 100% of arrears from Current Live Consumers
Live Consumers for three months prior to for three months prior to Effective date.
Effective date.
New Connection Such provision was not provided in case of CGL- The Distribution Franchisee shall grant new
Bhiwandi. connections with a connected load equal to or
more than 1.5 MVA only after obtaining approval
of MSEDCL.
SPANCO-Such condition is deleted.
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Excerpts from Murhari Kele’s @ MSEDCL (murharikele@gmail.com) presentation @ IIES 2011
11. BENCHMARKING BHIWANDI & NAGPUR – 3. IMPROVEMENT IN PERFORMANCE
FROM DF @ BHIWANDI AND SELF ENTERPRISED FROM MSEDCL @ NAGPUR
@ Bhiwandi @ Nagpur
Parameter On 26th Jan. On 26th Jan. 2011 Parameter 2005-06 2009-10
3/16/2011
2007
AT&C Losses 43.89% 30.47%
AT&C Losses 58 % 18 .5%
DTC CL 15.12 % 6.27 %
No. of 2254 2611 Failure
MHL 11.57 % 2.28 %
Transformers Rate
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GB 8.20 % 6.47 %
DTC Failure Rate 42 % 3.05 %
Load Shedding 5.30 Hrs. Zero
Accurate 23 % 98 %
Metering
Reactive Power 12 MVAr 41 MVAr
Collection 58.91% 99.16%
Management
Efficiency
EHV Capacity 647kVA 847 kVA
Reactive Power Nil 160 MVAr
Management Customer Care Nil CFC,CC
Modernization of Nil Auto Reclosures, Max. Demand 337 MW 390 MW
Power System EFPS, RMUs,
SCADA , AMR
Input in MUs 1027.86 1207.79
Loading 150 % Balanced
Billed Units (MUs)
573.00 837.54
No. of Feeders 46 86
EHV Capacity 550 MVA 1000 MVA Demand in Cr. 226.37 434.00
Customer Care Nil Information Collection
100% > 100%
KIOSK Efficiency
Consumers Count 1.74 Lacs 2.35 Lacs
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Excerpts from Murhari Kele’s @ MSEDCL (murharikele@gmail.com) presentation @ IIES 2011
12. KPIS FOR UTILITY PERFORMANCE – 1. ONLY RELATIVE
METRICS DOMINANT, NOT TIED TO DIAGNOSTICS OF NETWORK
KPI Measures/ Causes Interventions
SAIDI - System information about the average time the • Use of Auto re-closers/sectionalisers based on analysis of
3/16/2011
Average customers are interrupted faults transient or semi-permanent or permanent
Interruption • better loading management/use of good quality insulators.
Duration Index • Use of Fault Passage Indicators in 33 kV & 11 kV overhead
lines ( & also in U.G cable systems) for both line to ground fault
CAIDI - information about the average time & phase to phase faults will also reduce fault localization &
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Customer required to restore service to the isolation times
Average average customer per sustained • Even one midpoint recloser in a over head line will improve
Supply Availability
Interruption interruption SAIDI by over 10% as compared to a sectionlising switch and
Duration Index further improvements of over 50% will come if single pole
reclosers are adopted.
Distribution • Failure rates over 20 % in rural & 11-15 • Load balancing, Overloading, Maintenance (Trf and LT mains),
Transformer % in urban areas are seen • Refurbishment,
Failure •Failure reasons may be Ageing, poor • Protection (Buchholz relay, HT and LT side),
quality of insulation/design/manufacture • ABC, Lightning Arrestor, Earthing health
(many times in repaired
units),overloading and absence of LV
side protection with poor quality of LV
network like loose spans/bent poles etc
Overhead Line • Over head line failure rates/100 kms will give a fair
Failure Rates per comparison between areas and to plan remedial measures
100 kms including use of Aerial bunched cables for 11 kV & LT lines in
(separate for LT wooded areas
& HT)
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Excerpts from H.R. Venkatesh’s @ PRDC (Venkatesh@prdcinfotech.com) presentation @ IIES 2011
13. KPIS FOR UTILITY PERFORMANCE – 2. DYNAMIC UPDATES OF MIS W/
ASSET MAPPING IS ESSENTIAL FOR AN INTEGRATED INTERVENTION
KPI Measures/ Causes Interventions
SAIFI - System information about the average • Analysis has shown that a mid point recloser in a 11 kV line will
3/16/2011
Reliability
Average frequency of sustained interruptions improve SAIFI by over 31% ( as compared to a radial system with
Interruption per customer over a pre-defined area only sending end breaker)and a 12 % further improvement is
Frequency possible if single phase reclosing is adopted.
Index
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ATC losses clear indicator of utility performance • Software based network analysis will help understand levels of
indicating delivery system losses: technical losses in 11 kV & LV networks
• both Technical & Commercial • Measures to be taken like line reinforcement, use of shunt
• and collection efficiency capacitors, feeder bifurcation, use of HVDS, location of new sub-
stations after considering load growth & making Cost-Benefit
analysis duly considering capital investments needed, LF/LLF,
Energy losses saved, cost of capital/energy in the area.
• Consumption Analysis of high value consumers (Ice Plants, flour
mills, plastic industry) - AMR for continuous remote monitoring
• Use of Aerial Bunched cables will reduce theft by direct hooking
Costs
• Good CTs/PTs in large installations
• spot billing using handheld devices & prompt delivery of error free
bills to consumer
• Suitable bill collection arrangements like cash counters, easy
payment kiosks, collection through ECS/bank etc
• Prompt disconnection after due date for payment & follow up
O&M Expenses O&M cost/kwhr of energy input • Reduction of DTC failures,
• automated remote metering (AMR), deployment of handheld
spot billing machines ,
• better network planning /construction, use of reclosers etc
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Excerpts from H.R. Venkatesh’s @ PRDC (Venkatesh@prdcinfotech.com) presentation @ IIES 2011
14. KPIS FOR UTILITY PERFORMANCE – 3. END-CUSTOMER
SERVICE QUALITY IS UTMOST DRIVER FOR PERFORMANCE
3/16/2011
KPI Measures/ Causes Interventions
Customer • Customer O&M Complaints • periodic survey among different class of
Satisfaction • Percent of new connections given consumers area wise will give a feed back on
Index with in 2-3 days or with in time their satisfaction index which can include
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Customer Service
stipulated by Regulator. quality of supply, reliability of supply, MBC
• Percent of Billing complaints related service and regarding new
resolved in 1-2 days or time limit connections.
stipulated by Regulator. • Record of low/high voltage complaints
• Percent of supply complaints received in service stations, billing
resolved within a day or as complaints, time for getting new
stipulated by regulator. connections, time for restoration of supply
when there are problems in service mains,
feeding DTC
14
Excerpts from H.R. Venkatesh’s @ PRDC (Venkatesh@prdcinfotech.com) presentation @ IIES 2011
15. BEST PRACTICES IN POWER DISTRIBUTION – NDPL CASE STUDY, JV OF
TATA POWER AND GOVT. OF DELHI (STARTED OPERATIONS IN 2002-03)
Strategy: Results: <15% ATC losses
3/16/2011
• Focused CAPEX (Rs. 2500 cr. from 2002-2011) towards :
• AT&C loss reduction (<15%)
• System improvement
• Load Growth
• Information Technology
• Consumer service & IT Interface to be comparable with
World Standards
• System Reliability to be comparable with Best Utilities in
India
• Performance Orientation through Change Management
• Decentralization of O&M activities / function
• Centralization of Commercial activities / Processes
• Replacement of Old Electro Mechanical Meters by
Electronic Meters
• Energy Accounting
15
Excerpts from Y.S.Butola @ NDPL presentation @ IIES 2011
16. COMPONENTS OF ATC LOSSES & NDPL USED TECHNICAL LOSSES
REDUCTION MEASURES
Technical Loses: Billing Process Deficiencies:
1. Iron & Copper losses at 14. Consumer not billed / under-billed
Sub-transmission (66kV/33kV) & 15. Provisional Billing
3/16/2011
Distribution (11kV & below) Network 16. Bills pending for Quality Check (BQC)
17. Bills pending for assessment
18. Meters installed but not appearing in data base
Theft / Unauthorized Use: 19. Un-metered connections:
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2. Direct Hooking (Unauthorized Colonies, JJ Clusters
3. Tampering / By-passing of Meter Street Lights Poles)
4. Misuse of Category
5. Use of Multiple Connections - Misuse of Slab
6. Sanctioned Load lower than actual usage Collection Process Deficiencies:
20. Part Payment by Consumer
21. Non Delivery of Bills
Metering Process Deficiencies: 22. Non Payment by Consumer (Defaulters)
7. Meter (address) not traceable 23. Premise Disconnected with Dues
8. Import / Export Metering Error
9. CT Ratio Errors
10. Stop / Slow / Defective Meter
11. CT Ratio Errors
12. Meters not read
13. Mismatch of Meters
16
Excerpts from Y.S.Butola @ NDPL presentation @ IIES 2011
17. NDPL BEST PRACTICES - DT LEVEL ENERGY AUDITNG, SMS
BASED FAULT MGMT. SYSTEM, INTEGRATED UTILITY ERP
‘SAMBANDH’, PPPS FOR GOOD LEGAL ENFORCEMENT SYSTEM
3/16/2011
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• Initiatives in Association with Govt.:
• Constitution of Special Court
• Assistance of Police Force / CISF during Enforcement
Activities
• Relocation of JJ Clusters to a new resettlement
Colony (Sawda Ghevra) for providing better services
• Amnesty schemes for settlement of old disputed
cases (DT / DAE etc)
• Decentralised Generation
• 108 MW Combined Cycle Power Plant
• Solar PV Based Power Plant
17
Excerpts from Y.S.Butola @ NDPL presentation @ IIES 2011
18. R-APDRP RS. 30K CR. INVESTMENT BY 2012 - REDUCING LOSSES,
CONSUMER SERVICE IMPROVEMENT, BRINGING COMMERCIAL VIABILITY,
ACCOUNTABILITY AND REDUCING OUTAGES AND INTERRUPTIONS
R-APDRP Part-A (SCADA and IT) Key Accelerators for R-APDRP success
3/16/2011
•Awareness amongst employees & officers of utilities
•IT Infrastructure set up
•Provision of appropriate Meters & space for AMR devices
•GIS based Consumer indexing and asset
•Motivating users for actively participate in implementation
mapping
•Adoption in change in business processes and practices
•AMR of Substation, DT & HT consumer
•Provision of basic infrastructure required for IT & Automation
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Meters
•Top managements active involvement for timely decisions & driving
•IT applications for customer care
•Dedicated team, nodal officers and coordinators for implementation
centre, meter reading, billing &
collection and Business Process Automation •Secure funding
•Selection of right agencies & resources
•SCADA
•Prompt review mechanism
•Appropriate understanding of project implementation to all team members
R-APDRP Part-B (Renovation & IT and AMI in Distribution
Modernization)
System Study Metering, Billing & Collection
•Turn-key execution of Electrical Network
Infrastructure Projects Infra at Connection Management
Design Customer
•Transformer replacement Care Center Office Users CRM
Data Base Creation desk
•New / revamping of sub stations Work flow management
Software Development
•HVDS Seamless data
•Re- conductoring Testing DATA AMR Data
•Load bifurcation / balancing CENTER
Data Migration GIS & Network Analysis
•Capacitor banks DW,BI & MIS
Configuration
•Mobile service centers Disaster Energy Audit
IT Infrastructures Recovery AMI, SCADA
We self Service
Center & Other
Network Connectivity
Entities SCADA DMS
services 18
Excerpts from Pratap Dhumale@ L&T presentation @ IIES 2011
19. TECHNO-BUSINESS PARAMETERIZATION OF DF
DF Capex Investment guiding parameters
3/16/2011
• Reduction in AT& C Losses Performance Monitoring &
• Strengthening Distribution Network Mgmt. crucial
• Consumer Relationship Management
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• Asset Management Customer Meter Data Network Operations
• Improvement in billing and collection efficiency Care & Billing Management Management Management
Consumer
CRM
Advanced mapping Asset
Transformation through Operational Excellence Metering
Infrastructure
lifecycle
management
Contracts and Network
Billing Analysis
Validation,
Workforce
Estimation &
Management
Credit Editing
OMS / FMS
Management
19
Excerpts from Prasad Sutaone @ GTL presentation @ IIES 2011
20. REAL TIME CONTINUOUS DATA MONITORING – HUGE SAVING
POTENTIAL FROM EFFECTIVE MEASUREMENTS TO ACTIONS
Transformer loss Transformer loss
3/16/2011
v/s v/s
Reactive Power Apparent Power
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Transformer Loss rises sharply when
Utilities often ignore the importance
Reactive Power is negative. This is
of Data Logging in Real Time, and are
shown in these graphs.
unable to capture the behavior of
This is only possible if the equipment. This leads to error in
Transformer Electrical parameters judgment while analyzing any fault or
are monitored every minute, and optimizing its use.
not every hour.
20
Excerpts from Hemant Diddee@ Heta Datain (hdiddee@gmail.com) presentation @ IIES 2011
21. MEASUREMENT & ANALYTICS - IMPORTANCE OF REACTIVE
POWER
Zero Active Power does not mean that This is again one area where Real Time
current is zero. Reactive Power flow Data Logging of various Electrical
3/16/2011
needs to be monitored also. parameters in Feeders can help detect
The graph below show the output of a / design / and safely operate any
30 MW Generator feeding the 11 KV equipment.
bus. Even when the Active Power is Real Time Data logging is cheap, and
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zero (circled black), the Current is 16 the cost will be offset within an year.
amps and Apparent Power is 4 MVA,
due to Reactive Power drawn by the
load.
21
Excerpts from Hemant Diddee@ Heta Datain (hdiddee@gmail.com) presentation @ IIES 2011
22. SYSTEM INTEGRATION WITH PEOPLE CRITICAL – 68% OF IT
PROJECTS FAILS BECAUSE OF LACK OF CAPACITY BUILDING IN
PEOPLE TO USE IT SYSTEMS
3/16/2011
Transformation metrics - Benchmarking & competing with
Systems integration with People World’s Best in Power Distribution
(Utilities and end-consumers) • S.Korea has 2.17% losses within city
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limits
• Customer Service Satisfaction
• 12% ATC losses achievable in Indian
• Profitability situation in 4 years horizon with DF
model
R-APDRP – Rs. 3000Cr by 2012, Smart Grid vision for India
one of largest deployment of IT • Welcome step from GOI to raise a devoted Smart
Grid forum to lay down road map for realistic Indian
system worldwide smart grid
• End key remain to give more ‘CHOICES’ to end-
• Change Management critical to consumer
transfer skill set from vendors to • Choice of power procured (signaling of differential
Utilities pricing)
• Machine and people Interfaces to be • Monitoring of consumption
designed well for easy use by all • Improved demand and supply matching
• Automatic fault corrections with improved
customer satisfaction
22
Excerpts from Kamal Maheshwari’s @ SPANCO presentation @ IIES 2011
23. PMANIFOLD – GROWTH SOLUTIONS FOR EMERGING BUSINESSES
RESEARCH, ONLINE/OFFLINE STAKEHOLDER ENGAGEMENT & CONSULTING
pManifold Energy
3/16/2011
Practice Team
• Smart Distribution
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• Energy Conservation
• Green Generation
Thank You
• Rahul.Bagdia@pManifold.com (+91 95610-94490)
• Vinit.Taori@pManifold.com (+91 99234-46100)
www.pManifold.com 23
