Managing Smart Grids, Power System Networks with Analytics


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Big Data is playing a significant role in managing effectively the data analytics requirement from the infrastructure arising out of smart grid implementation n T&D Utilities..The presentation looks at some of the major issues and initiatives.

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Managing Smart Grids, Power System Networks with Analytics

  1. 1. Overcoming Constraints andChallenges in Power SystemManagement and Network GrowthBig Data in Management of Smart GridsPresented at the 3rd Annual Indonesia Power Conference 27th to 30thNovember 2012, Jakarta, IndonesiaDr Himadri Banerji, Ex Chief Executive Reliance Energy Ltd India& MD EcoUrja
  2. 2. Overcoming Constraints and Challenges in Power System Management and Network GrowthSession Objectives long-• Determining minimum cost strategies for long-range expansion of generation,transmission and distribution systems• Supplying load forecast within a set of technical, economic and political restraints• Studying electric load forecast, load growth and regional disparities• Perspectives in evolution in technology in generation, transmission anddistribution• Assimilation of renewable energy etc network topology and modelling• System design options with economics and cost benefit analysis 2
  3. 3. Utility business processes operating as separate legal entities in a deregulatedenvironment. (Courtesy of ABB.) 3
  4. 4. Drivers for Total Network Investment Approach to T&D Network PlanningSchematic diagram of transmission and distribution networks 4
  5. 5. Drivers for Total Network Investment Approach to T&D Network Planning The Mission Statement1. "Our company will be the premium regional provider ofelectric power.“ Recognizing that its current financialsituation prohibits competing on the basis of price, this utilityhas decided to make quality and service its hallmark.Achieving lowest possible cost is not the goal; achieving lowcost while meeting high service standards.2. "Provide economical electric power for the prosperity ofthe region.“ This utility has a long-standing tradition of lowrates, a way of attracting new industry (i.e. growth) to theregion. Plans that invest a good deal to improve quality aresimply "not with the program.“ Marginal qualityimprovements in a new plan are permissible, only if theylead to lower cost. 5
  6. 6. Drivers for Total Network Investment Approach to T&D Network Planning The Mission Statement3. "... maximize return on equity.“ This criterion means the utility wants toearn the most on what it currently owns. Utilization of existing T&D facilitiesis the key. This utility is more reluctant to invest by borrowing than a utilitythat wants to maximize return on investment. Plans that call for massivecapitalspending may be unacceptable.4. "... maximize return on investment.“ This mission makes no directdistinction between equity and debt - apparently the utility is willing toborrow, if it increases what it can earn on that investment. A plan calling forconsiderable capital outlay is permissible, if that investment yields a goodreturn 6
  7. 7. Drivers for Total Network Investment Implementing Renewable Energy DirectiveIn order to reach the 15% overall energy target, the RES suggeststhat:More than 30% of electricity is to be generated from renewablesources; 12% of heat is to be generated from renewable sourcessuch as biomass, solar and heat pump sources in homes andbusinesses; 10% of transport energy is to come from renewablesources.The RES recognises that increasing generation from renewable willhave implications for grid investment, grid technology and gridconnection policy. All of these issues have the ability to impact onT&D‟s investment plans. 7
  8. 8. Approach to analysis of integrating renewables Approach to analysis of integrating renewables 8
  9. 9. VCC-Example of VCC-HVDC transmission for a Wind Turbine Integration 9
  10. 10. Major ChallengesSecurity of electricity supplySociety is becoming more and more dependent on reliable and high-quality electricity supply.The power industry around the world continues to face an everchanging technological and regulatory environment.As a result of the efforts to combat climate change, deployments ofwind, solar, tidal, wave and other power generators with variable andless certain power output are being installed and will continue to beinstalled on a large scale. 10
  11. 11. Drivers for Total Network Investment Approach to T&D Network PlanningPlanning is a process of determining the best course of action orschedule of commitments that can be made to achieve ones goals.The planning process can be segmented into the five steps shown innext slide.Each one is an important part of the process for planning in any typeof industry, but in particularly utility T&D planning. 11
  12. 12. Drivers for Total Network Investment Approach to T&D Network Planning Approach to T&D Network PlanningSteps Description •Explicitly define the range of application and its Explicitly•Identify the problem I limits.•Determine the goals Determine •What goals are to be achieved? What•Identify the alternatives Identify lternatives •What is to be minimized? What options are What available?•Evaluate the Alternatives Evaluate •Evaluate all the options on a sound basis. Evaluate•Select the Best Alternatives Select •S elect the option that best satisfies the goals S with respect to the problem.•Final plan Final 12
  13. 13. Drivers for Total Network Investment Approach to T&D Network Planning Some Typical Criteria and Costs Evaluated in Electric System PlanningCriteria AttributesVoltage standards Cost of equipmentNoise and emissions limitations Cost of land and ROWSafety and clearance standards Cost of labour and constructionElectrical and fire protection Cost of taxes, insurance, etc.standards Cost of design and engineeringPollutant/toxicity material restrictions Cost for maintenance and operationsAesthetic impact and standards Cost of lossesMaintenance access requirements Cost of permits, licenses, etc.Equipment loading standards Flexibility in future designContingency margin requirements Salvage cost (at end of life)Equipment loading standards Fuel & fuel delivery costConstruction method requirements 13
  14. 14. Drivers for Total Network Investment SHORT- SHORT-AND LONG-RANGE PLANNING LONG- Lead- Lead-time- the time it takes to prepare, build, and install facilities - setsthe minimum planning period for any endeavor. If it takes upto five years to order materials, obtain permits, survey, build,test, and put into service a new substation in the core of amajor metropolitan area, then the power distribution utilityhas no choice but to plan at least five years ahead in order tomake certain it will have all new substations by the time theyare needed 14
  15. 15. Drivers for Total Network InvestmentTypical Minimum Lead Times at Various Levels of the Electric Utility Power System Level Years Central Station Generation 10 EHV Transmission (>500 kV) 9 Transmission 8 Sub-transmission (< 140 kV) 7 Primary Distribution Substations 5 Primary Voltage Feeders 3 Rebuilding existing substations 2 Rebuilding existing lines – UG 2 Rebuilding existing lines – OH 1 Lateral primary voltage taps, changes 1 Distributed generation (> 10 MVA) 2 Distributed Generation (10-1 MVA) 1 Dispersed generation (< 1 MVA) 4 Service level 2 15
  16. 16. Drivers for Total Network Investment SHORT- SHORT-AND LONG-RANGE PLANNING LONG-The "short-range plan" is a schedule of additions, enhancements,reinforcements and changes that are to be made to the systemand that have been authorized and committed.Although there is always some recourse in any plan, the shortrange plan is composed of decisions which have, in effect, been"locked in."As such, it tends to be very "project oriented," as shown in nextslide. 16
  17. 17. Drivers for Total Network Investment SHORT- SHORT-AND LONG-RANGE PLANNING LONG-The short-range planning process leads, ultimately, to a series of separatelyidentifiable Project authorizations, each committing to a Particular addition(s)to the system, with its own scope of work schedule, budget justification.These project authorizations are the hand off from theplanning process to the engineering and construction process. 17
  18. 18. SHORT- SHORT-AND LONG-RANGE PLANNING LONG-Load forecast Existing system lead-for the lead-time & planned additionsyear(s) lead- through lead-time Drivers for Total Network Investment Short-range Planning process Identified area capacity shortfalls and solutions 18
  19. 19. Drivers for Total Network Investment SHORT- SHORT-AND LONG-RANGE PLANNING LONG- Long-range Planning: Focus on Reducing CostLong-range planning focuses on making certain that theequipment and facilities called for in the short-rangeplan provide lasting value and the lowest overall costduring their lifetime, unlike short-range planning, whichseeks to identifyproblems and solve them before they occur.The reason to look beyond the lead-time, and to planfor the long run, is to assure the decisions being madehave the most lasting value 19
  20. 20. Drivers for Total Network Investment The Allowable Returns Sample of a Utility Post Tax ReturnsUtility has forecast its capital expenditure requirements for the duration ofRegulatory Period. Tax allowances will depend on the nature of this expenditureand Utility has provided a forecast of the likely categories which the expenditurewill fall into for tax purposes. The level of tax allowances will follow GovernmentCustoms and Revenue rules. Utility will be required to furnish the Authority on anannual basis with a tax return against which it can compare actual taxation withUtility’s forecast. Such information will also inform the Authority of how to treattaxation at the time of the next price control review. 20
  21. 21. Drivers for Total Network Investment Smart Programs•Smart 1 includes projects such as solar water heating, biomass generation Smartand heating, small scale wind generation and tidal generation, and seeks tostimulate near market renewable technologies through the funding ofprogrammes of renewable installations.•Through the Smart 2 programme, Utility has sought to encourage, identify and Through programme,support renewable energy and energy efficient alternatives to conventionalnetwork reinforcement. 21
  22. 22. Drivers for Total Network Investment Smart ProgramsSupport, through funding, for a range of renewable installation programmes and fora small number of higher-value renewable projects(Where a renewable based alternative to conventional network reinforcement isconfirmed and the support mechanism can be capitalised, it would be funded fromT&D network capital investment plan at a 1% (pre tax) additional rate of return).Utility envisages establishing a Protected Customers Fund that would financeprojects specifically targeted at combating fuel poverty by assisting low incomehouseholds to access available grants and social benefits. 22
  23. 23. Drivers for Total Network Investment Smart Programs 23
  24. 24. Estimation of Total Network InvestmentCombining the network investment arising from new demand, ageinginfrastructure, and additional costs associated with renewable gives the totalannual investment in electricity networks for each region: 24
  25. 25. T&D Costs of an Electric Utility for a Regulatory Period 25
  26. 26. Drivers for Total Network Investment Annual Revenue RequirementA regulated company incurs both operating and capital costs, including financecosts. Under the current price control, a formula within the utilitys T&D‟s licencedetermines the amount of revenue which the company can raise in year t inrespect of its operating and capital costs, including a return and depreciation. Theformula is:MDt = COt-5 + Pt-5 + UOt + (RABt x CoCt) + Taxt+ Dept + CoLt + Dt + Kt16 COt- Pt-Where:MDt is the maximum regulated T&D revenueCOt-5 is the actual controllable operating expenditure (Opex) five years earlier(excluding pensions costs and after making the one-off adjustments, RPI indexedto the year t price base;P t-5 is the amount of pensions costs paid five years earlier (less a disallowancein respect of early retirement deficiency costs), RPI indexed to the year t pricebase;UOt is the actual uncontrollable Opex in year t in nominal prices; 26
  27. 27. Drivers for Total Network Investment Annual Revenue RequirementRABt is the average regulatory asset base (RAB) for year t in nominal prices;CoCt is the allowed cost of capital;Note: CoCt is also referred to as the WACC and RABt x CoCt is known asthe „Return on RAB‟Taxt is the allowance for tax costs;Dept is the RAB depreciation allowance;CoLt is revenue adjustments arising under the change of law provisions;Dt is revenue adjustments arising from assessed capital expenditure (Capex)efficiency gains or losses and revenue due under SMART programmes. Anycosts in this category require regulatory approval.Kt is the correction factor due to over/under recoveries 27
  28. 28. Managing Constraints inT&D Network Expansion Chasing Higher IRRs Big Data and Enterprise GIS
  29. 29. Expectations of Power Utility Improve revenue by improving ‘ENS’ ( Energy Not Served). Improve performance by improving SAIFI, SAIDI. Improving ‘Customer Complaints’ logs in Trouble Call Management. Long-standing faults brought to a minimum. Limiting number of interruption per day a) Breakdown b) PreventiveMaintenance c) Load-shedding.
  30. 30. Expectations of Power UtilityGood collection & billing System.To reduce Outage Time.To stop Power theft.To provide better services to the consumers.To have stabilized Asset Management System.Safety- Zero fatality rate.
  31. 31. On August 14, 2003, large portions of the Midwestand Northeast United States and Ontario, Canada,experienced an electric power blackout. The outage affected an area with an estimated 50 million people and 61,800 megawatts (MW) of electricload in the states of Ohio, Michigan, Pennsylvania, New York, Vermont, Massachusetts, Connecticut, and New Jersey and the Canadian province of Ontario. The blackout began a few minutes after 4:00 pm Eastern Daylight Time (16:00 EDT), andpower was not restored for 2 days in some parts of the United States. Parts of Ontario suffered rolling blackouts for more than a week before full power was restored.
  32. 32. Relational database (RDB) Rise to prominent use by utilitiesHowever failure of traditional databases like RDBs to scale well in the face of risingdata volumes, complexity, and speed has been well proven, with alternativetechnologies often outperforming them by more Object-oriented databases (ODB) and emerging NoSQL technologies, HADOOP,
  33. 33. “Big Data”is typically considered to be a data collection that has grown so largeit can’t be effectively or affordably managed (or exploited) usingconventional data management tools: e.g., classic relationaldatabase management systems (RDBMS) or conventionalsearch engines, depending on the task at hand.This can as easily occur at 1 terabyte as at 1 petabyte, though mostdiscussions concern collections that weigh in at several terabytesat least.
  34. 34. situational having anawareness in real-time understanding ofmeans what you need to know, have control of & conduct analysis for If you have these to identify anomalies things, making the right in normal patterns or decision in the right behaviours that can amount of time in any affect the outcome of context becomes much a business or easier process.
  35. 35. Variety Velocity Volume Validity VeracityThe utility industrys time scales vary over 15 orders of magnitude due to the uniquediversity of sensors and critical business processes, and often at much faster intervalsthan other industries, which, when trying to create scalable situational awareness,impacts all five V‟s of the industrys Big Data pressures. Data from Utilities’ devices and sensors has an extraordinarily broad range of relevant time durations for which they are valuable to the business, from milliseconds, to decades
  36. 36. Image Caption: There were three time windows where situational awareness would have given sufficient time toadequately respond.
  37. 37. To satisfy these imposing requirements constraints, Web entrepreneurs developed data management systems that achieved supercomputer power at bargain- bargain-basement cost by distributing computing tasks in parallel across large clusters of commodity servers. They also gained crucial agility – and further ramped up performance – by developing data models that were far more flexible than those of conventional RDBMS. Web- non-The best known of these Web-derived technologies are non-relational databases “NoSQL NoSQL” “Not-Only-(called “NoSQL” for “Not-Only-SQL,” SQL being the standard language for queryingand managing RDBMS), like the open- Hadoop framework (inspired by Google; developed and open-sourced to Apache by Yahoo!) and (Facebook Facebook), Cassandra (Facebook), and search engine platforms, CloudView (EXALEAD) Nutch (Apache). 37
  38. 38. Enterprise wide Geographical Information System (GIS) in REL GIS Platform Enterprise Data Management Network DataArcCatalog, ArcMap ArcSDE, ArcIMS SLDs, Layouts, Cable Routes Equipment Data Structural Data New EHV Stations , Specifications, Diagrams, Towers, Pillars, HVDS, LTMP, Operational History Poles, Plinths O&M etc. Consumer Data Network AnalysisResponder OMS, Name, KNo., Service Tools, ApplicationArcFM Line, DT No Programs Seeing is believing !!!!!!! We have seen it
  39. 39. System ArchitectureBusiness Customer Transmission/DistributionSupport Care (CIS) WMS/Staking/IVR XML XML XML XML Integration Framework ArcFM Solution (Models and Tools for Mapping and Network Data Management) ArcGIS (Core GIS Functions) Open RDBMS
  40. 40. System Architecture
  41. 41. Need for GIS• Impressive progress in power sector, but still insufficient. Demand Widening gap between demand and supply due to T& D losses amounting to 25% in the Supply distribution link. Losses BYPL BRPL AT&C Loss % 50.71 39.68 Distribution Loss % 48.11 42.7 No. of Consumers 836000 1070000 The estimated T&D losses for the fiscal 04-05 for BRPL and BYPL, Delhi Target – T & D loss Reduction Solution – 1) Implementation of GIS modules 2) Distribution management thru’ GIS
  42. 42. Estimates of Implementing GIS at DelhiInitiatives taken by GIS PMO group established at CEO Office of the company areas follows -• Development of Functional Requirements and Data Model.• Updating of Reliance Corporate Land base Maps.• Capturing the entire EHV/HV network.• Capturing the entire LV network.• Capturing Consumer Information.• In House Digitization and field QC.• Consultancy Services by REL
  43. 43. Updating of Reliance Corporate LAND base Maps• Integrated large scale corporate land base map prepared based on RICs data requirements with base data as IKONOSimagery imported from Space Imaging.• IKONOS imagery digitized by RDWL team through network of digitization vendors.• Maps supplemented with field survey information conducted by contractors identified by RDWL.Flaw in above system – Information updated by RDWL was insufficient for locating Electrical network and individualConsumer Service points. Codification Guidelines of RDWLSolution – * Updating of all buildings with service • Providing unique id to all building for its line feeding identification. * Including all new transport features including • Linking it with its consumer/service line. road, railway, flyovers. Total Cost Cost Per Unit Unit Cost Qty. (Mn) Consumer Land Base Sq Km 20,000 900 18 9.44 Land Base Updating Polygons 8 1,000,000 8 4.2 Cost Estimates for Land base and Updating
  44. 44. Development of Functional Requirements and Data Models• ESRI / M&M appointed as GIS service providers by REL ( on behalf of BRPL and BYPL ) for - studying existing system. - developing functional requirement for proposed GIS.• GIS Tools – * COTS available platforms from ESRI. * Third party applications from Miner and Miner. * Customer Applications for GIS interfaces for integration with other applications - SAP (ISU-CCS for Consumer Information). - SAP (PM) for Operations and Maintenance. - Cymedist Interface for Network Analysis. - GIS Interface for SCADA system. Development of tool based on functional requirement and application design document approved by REL for ESRI / M&M Testing and approval for implementation at cluster Citrix application servers at DAKC. Applications made available for access from anywhere in the Reliance Network including both the DISCOMS in Delhi.
  45. 45. Capturing Entire EHV/HV NetworkPhase 1The GIS data dictionary included the entire network of EHV and HV.• EHV Grid Stations and their equipments.• 11/0.44 kv substations and their equipments.• 66.33 and 11 kv feeders. Survey agencies identified for capturing Total Cost Per EHV/HV networks. Cost Consume Unit Unit Cost Qty. (Mn) r Digitization of captured data using in-house 33/66 KV Conductor Km digitization tools developed 33/66 KV Cables Km 650 476 0.3094 0.16 by RDWL and REL 11 KV Conductor Km Digitized data migrated to 11 KV Cables Km 650 1,441 0.9367 0.49 REL Corporate electric data base server at DAKC. EHV Station Nos 2,500 124 0.31 0.16 HV Stations Nos 500 8,000 4 2.1 Database made accessible Cost Estimates for EHV / HV Data Collection through ESRI COTS and customer application from anywhere in Reliance WAN including both DISCOMS in Delhi.
  46. 46. Capturing the entire LV NetworkPhase 2 Consumer Feeding StructureCapturing LV network points codified with unique codes for linking them with respective set of consumers.Features captured – This would enable linking of every• Consumer Feeding Points consumer with its feeding point & 11/440 v substation, required for * LV Support Structures energy audit, NA, O&M and other applications. * LV Feeder Pillars * Street Light Structures• LV Feeder Network (0.44 kv ) connectivity Total Cost Per Unit Cost Consum Unit Cost Qty. (Mn) er Feeder Pillars/Support Structures SS 8 800,000 6 3.36 Cost Estimates for LV Data Collection
  47. 47. In-House Digitization and Field QCData being captured is governedwith stringent QA requirementsbased on feature being captured Team deputed for carrying out QC who conducts field checks before accepting data for digitization Data is then handed over to digitization team where digitization is done using industry standard CAD/GIS packages.
  48. 48. Capturing Consumer InformationNon-availability of accurate consumer records had been one of the main reasons forcommercial losses.GIS based consumer indexing has been carried out by many DISCOMS / SEBs,without much of a fruitful result.At BSES, Delhi it is at a conceptual; stage and different models are being evaluatedfor collecting consumer informationThe consumer data being collected will be integrated with its building id for its spatiallocation and network connectivity with its feeding structure id in GIS. Total Cost Per Cost Consume Unit Unit Cost Qty. (Mn) r Consumers Consumer 7 1,906,000 13 7 Cost Estimates for Consumer Data Collection
  51. 51. INTEGRATION AS A CONCEPT Why integration? When Should Integration be Use work process flows to define touch points Considered?of integration to support business processes Data/applications exist in many places Use enterprise and process modeling to describe how data and components Merger/acquisition of requirementsservice the needed business processes Supporting thousands of users – Shared data doubles the accuracy and with many different requirements quality requirements Scalability – look at the data from each systems perspective (financial vs. operations) Metrics -- Measuring Integration Benefits of Integration Success Customized for the organization Tie Benefits and Metrics Reduces cost of connecting – Customer service measurements components and adding/changing components. related to more up-to-date information Adds value to business processes How can Integration… Enforces process consistency – increase revenue? Data Consistency – improve customer service? – give more information about our business?
  52. 52. Integration with Other Applications ! Fault Detected High Tension Network SCADA The image cannot be display ed. The image Your cannot be computer SAP display ed.ha may not Notification Your computer … & Work order SAP PM ArcFM The image cannot be display ed. Your computer ` may not ha Analyze Fault Low Tension OMS/ Network ! Fault Reported The image Electric Data / cannot be display ed. Your computer may not ha
  53. 53. Enterprise Wide Integrated GIS. OMS- Responder Consumer Network Information Analysis System(CIS) GIS- AM/FM SAPSCADA-DMS Custom Tools ( Energy Audit Scheduler et al.)
  54. 54. Electric Network Trace
  55. 55. LT NETWORK Service LineService Point
  56. 56. SLD WITH REF-ID
  59. 59. Distribution Management thru’ integrated GIS• Load Calibration (LC), Load Flow Calculation (LFC)• Switching Orders based on minimum Loss path• Static spatial connection and dynamic behavior of organizational model &equipment model• Switch and switch status telemetry superimposed with cable/conductor type &length• Electrical parameters (R, X, B, G ) derived there from to give loss data andoptions• Voltage profiling with load data superimposed on above• Power quality and THD• Distance relay zones superimposed on map to give nearest fault location• Fault Isolation and switching restoration options
  60. 60. Consultancy ServicesEcoUrja provides management services including –• Survey and digitization• Procurement and contracting• Contract management and monitoring• QA and QC• Hardware and Software• Application testing• Migration and hosting services for application and database at DAKC
  61. 61. Load growth planning Using Geo-referenced data
  62. 62. Utility business processes operating as separate legal entities in a deregulatedenvironment. (Courtesy of ABB.) 62
  63. 63. Estimated Benefits of GIS• As per estimation, GIS will benefit by decreasing both Commercial and Technical losses.• Based on assumption for 0.5%, 1.5% and 2.5% increase in MU billed for the first, secondand third year respectively by reduction of losses and better O & M. Pre GIS Implementation Post GIS Implementation Approx. Approx. Approx. I Yr. Increas II Yr. Increas III Yr. Increas (1.0% e in (1.5% e in (2.5% e in BYPL BRPL Approx Incr Revenu Incr Revenu Incr Revenu MU MU Total Tariff MU) e MU) e MU) e Domestic 1591 2801 4392 2 43.92 87.84 66.54 133.08 112.56 225.12 Commercial 580 740 1320 4 13.2 52.8 20 79.99 33.83 135.32 Industrial 272 406 678 4 6.78 27.12 10.27 41.09 17.38 69.51 Agriculture 1 66 67 1 0.67 0.34 1.02 0.51 1.72 0.86 Bulk 368 1100 1468 1 14.68 7.34 22.24 11.12 37.62 18.81 Total Units Billed 2812 5113 7925 79.25 175.44 120.06 265.78 203.11 449.62 Benefits after GIS Implementation Note: From the table, increase in revenues with prevailing tariff is 175mn, 265Mn and 450Mn respectively for three years.
  64. 64. SAMPLE REQUIREMENT ANALYSIS SHEETHT Maintenance DepartmentSr. Activities Description of activity How GIS can helpNo 1 Maintenance of 33 kV, 22 kV Information of the 33KV or 22 kV The affected are can be viewed on the GIS, so that the and 11 KV cables in the feeder tripping is conveyed to the cusomers may be informed accordingly. system zonal engineering dept Arrangements are made for the a) Locating a Substation during an emergency, for necessary load transfer operations carrying out Switchover operations as per the directions of the Load b) Determining the shortest route between two Cell substations or any two facilities Staff is deputed along with Knowledge of existing joints on the cable and the personnel of Testing Dept. to topology of the area beforehand pinpoint the location of fault Excavation is arranged for exposing Generation of Intimation letters to appropriate BMC the fault after issuing necessary Ward, with drawings of the portion to be excavated intimations to concerned local authorities. After exposure, the fault is The number of cables lain along the same route can be ascertained, the cable identified verified. The correct cable can then be exposed. and punctured. If fault is not discernible, re-testing is requested Cable jointing arranged and a) Joint details can be updated on to the GIS directly intimation given to drawing dept. b) All attribute details, viz jointing date, jointers name, regarding the same. type of joint etc can be attached to the joint On completion of jointing and Keeping track of whether the excavated area has been refilling of excavated area, pressure reinstated testing of the cable is carried out After successful pressure test, Other faults/ disturbances/ abnormalities in the vicinity of message for charging the cable is this area can be checked given. System normalising operations carried out as per Load Cell System normalising operations Keeping track of affected areas, on the GIS map carried out as per Load Cell.
  65. 65. 2 M aintenance of 11 kV/ 430V Preventive Maintenance substations Substation Inspection & LT Load a)Area-wise peak load period can be displayed on the reading :The load reading is GIS carried out as per the known peak b) An automatic schedule for load reading & Inspection load period of the substation and can be generated keeping into account the shortest may be morning or evening, travel time for the maintenance crew morning & evening and in some instances night Transformer Oil filtration: Monthly a) The GIS can provide updated graphical information transformer oil filtration schedules on where the outages have been taken are distributed to the Load Cell, b) Line clear cards can be automatically generated and Controlling Receiving Station and to ven mailed to the consumer in advance the various districts. The respective c) The BDV of the Oil can be attached as an attribute D.I.’s arrange for outages as data to the Transf scheduled by distribution of Line- Clear car Switchgear overhauling: overhauling Same as above (frequency : once in THREE YEARS) The monthly switchgear overhauling schedules are distributed to the Load Cell, Controlling Receiving Station and to the various districts. The respective D.I.’s arrange for the scheduled outage by3 Proposing improvements in These proposals are for a)Detailed interior layout of the Substation is available network improvement of supply conditions in instantly the area and include: b) Approach roads and possible shorted cable routes 1) Reinforcement of H.T.U.G. Cable can be identified. ( i.e. replacement of existing cable c) Automatic generation of Bill of Material/ Cost with higher size cable) Estimates 2) Change / addition of switch-gear d) Displaying areas requiring improvements based on 3) Change / addition of L.T. Panel load 4) In
  66. 66. 4 Miscellaneous works R Jobs These are request jobs executed at a) Generating Estimates for execution of the Job the behest of consumers, other b) Locating the area of interest utilities or the local authorities or repair works carried out to rectify damages on our cables as a result of works carried out by the party. Estimates for the same are prepared and forwar
  67. 67. Estimating Return on InvestmentsBased on the assumptions of the benefits made, it can be seen that theproject has a pay back less than one year of its implementation. Increase in Net Cash Cost Revenue Flow IRR GIS Implementation 128 0 -128 GIS Implementation (End of I Yr) 40 175 135 6% Maintenance Cost estimated as 25% Of total Implementation (Yr. II) 42 266 224 95% Maintenance Cost estimated as 15% Of total Implementation (Yr. iii) 25 450 424 138% Return on investmentsFrom the Table it can be seen that the project not only has very less payback period, but has fabulous returns oversecond and third year with net cash flows as 135mn, 224mn and 424Mn with IRR as 6%, 955 and 138% for first,second and third year respectively
  68. 68. Thank You The Project has since been commissioned and theT&D Losses have been reduced adding significantly to the IRR Presented at the 3rd Annual Indonesia Power Conference 27th to 30th November 2012, Jakarta, Indonesia Dr Himadri Banerji, MD EcoUrja Ex Chief Executive Reliance Energy Ltd India