Dist Overview _ Vivek Jha

7/31/2019 Dist Overview _ Vivek Jha

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WELCOME

to a presentation onPOWER DISTRIBUTION SECTOR

and

NTPC IN POWER DISTRIBUTION

VIVEK JHA


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Presentation overview:

Introduction and Power Scenario In The Country

The Distribution sector :

Status and need for reforms Key issues and challenges

What is being Done : Reform Initiatives in Distribution

NTPCs foray in Distribution sector (NESCL)


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Introduction

and

Indian Power Sector


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There is no substitute for energy.

The whole edifice of modern life is built upon it.

Although energy can be bought and soldlike any other commodity,

it is not just another commodity

but the precondition of all other commodities,

a basic factor likeAir, Water and Earth.

- E. F. SCHUMACHER(British Economist)

Introduction


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Electrical energy : Backbone of economy

8 % growth in GDP => At least 10 % growth inElectricity industry

There has been tremendous improvement andaugmentation in Generation, Transmission andDistribution since independence. However, we still have

significant shortage of power supply. Distrubution is the key area in power sector

Introduction


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Historical Overview

First electricity generating station in India a small hydrostation in Darjeeling in 1896

Total installed capacity in 1947 : 1362 MW.

Pre-1948, all generation privately-owned. (Licensed &regulated by Govt. under Indian Electricity Act, 1910) Retaildistribution only around generating stations. No transmission.

PostIndependence, Electricity( Supply) Act, 1948, aimed toincrease access to electricity. creation of SEBs. Govt.becomes owner and operator in addition to being regulator

Central sector entry in 1975 Privatization and reforms after 1991 Electricity Act 2003


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GENERATION CAPACITY

1362 17004600

13,000

28,000

63,636

98,184

146,753

0

20000

40000

60000

80000

100000

120000

140000

160000

1947 1950 1960 1970 1980 1990 2000 2008 (As On

31 Oct)

YEAR

MW


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INDIA Vs CHINA

63,63698,184

138,000

65869

126638

299090

623561

28,000

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

1980 1990 2000 2007

INDIA CHINA

Installed Capacity :


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M a r - 0 7 2 0 1 2 2 0 2 2 2 0 3 2

Source: Integrated Energy Policy GOI

132 GW

220 GW

425 GW

778 GW

Demand Projectionconsidering 8% GDP growth


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8.8

7.17.3

8.4

9.69.9

12.2

11.211.7

12.3

13.

16

0

2

4

6

8

10

12

14

16

18

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

P EAK DEMAND SHORTAGE %

ENERGY SHORT AGE %

source : MoP

ENERGY AND PEAK DEMAND SHORTAGES


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PER CAPITA CONSUMPTION OF ELECTRICITY

YEAR PER CAPITA CONSUMPTION

KWh / per year

1950 15

2007 612

2008 704

2012 - Target 1000


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Electricity Distribution Sector


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Electricity supply Chain
http://images.google.co.in/imgres?imgurl=http://www.geokem.com/images/scans/Indonesian_coal_mine.jpg&imgrefurl=http://www.geokem.com/global-element-dist1.html&h=826&w=1220&sz=194&hl=en&start=12&tbnid=p6o2eDKcI0OBDM:&tbnh=102&tbnw=150&prev=/images%3Fq%3Dcoal%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.co.in/imgres?imgurl=http://tuxgraphics.org/electronics/powersockets/power_socket_uk.jpg&imgrefurl=http://tuxgraphics.org/electronics/powersockets/&h=281&w=300&sz=17&hl=en&start=3&tbnid=1DyBw9biKk2oUM:&tbnh=109&tbnw=116&prev=/images%3Fq%3Dpower%2Bsocket%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.co.in/imgres?imgurl=http://www.menard.com/gifs/power-dist-system.gif&imgrefurl=http://www.menard.com/mec_power_system.html&h=452&w=518&sz=28&hl=en&start=7&tbnid=y-CI7SHxL-xMEM:&tbnh=114&tbnw=131&prev=/images%3Fq%3Dpower%2BDistribution%26gbv%3D2%26hl%3Denhttp://images.google.co.in/imgres?imgurl=http://www.mccullagh.org/db9/950-22/moss-landing-power-plant.jpg&imgrefurl=http://www.mccullagh.org/image/950-22/moss-landing-power-plant.html&h=576&w=768&sz=97&hl=en&start=10&tbnid=EDh8S7aGeSyi2M:&tbnh=107&tbnw=142&prev=/images%3Fq%3Dpower%2Bplant%26gbv%3D2%26hl%3Denhttp://images.google.co.in/imgres?imgurl=http://lifeboat.com/images/electric.grid.jpg&imgrefurl=http://lifeboat.com/ex/energy.2020&h=354&w=560&sz=217&hl=en&start=4&tbnid=SVp1tjPa9j_4CM:&tbnh=84&tbnw=133&prev=/images%3Fq%3Delectricity%2Bgeneration%26gbv%3D2%26hl%3Den


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Power Distribution : Analogy with Goods Distribution

Generation DistributionTransmission Consumer

Production DistributionTransport Consumer


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Retailing Electricity : a different commodity

can not be seen, counted in numbers, or measured in kg, litres or

metres,

can not be put in a container with a forwarding address, on a

particular truck taking a particular route, but flows as per laws of

physics,

can not be stored, and whose availability and cost keep changing

widely intermingles with all other supplies in an inevitable pool, and can

not have an owners name tag ?

There is another peculiarity: the buyer has no control over what theseller supplies, and the seller has no control over what the buyerdraws from the pool, and the two may not match !


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Typical Electric Power Supply System.


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Typical Electric Power Supply System.

Generating units that produce electricity;

High voltage transmission lines that transportelectricity over long distances;

Low voltage distribution lines that deliverelectricity to consumers

Substations,

Energy control centres to coordinate


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Installation Cost

of Generating

Station

Rs.40,000/kW

T&D

Network Cost

Rs.40,000/kW

OH & Tech

Losses Rs.

20,000/kW

Total Cost

Rs.1.0Lac/kW

Result = 1 kW

load connection

to user

Cost of Delivering Power to Customer


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MANUFACTURER WHOLESALER

RETAILERCUSTOMER

Price X

PriceX+

X

Price X+ X+ Y

Payment

Payment

Pay

men

t BUSINESS EXPANSION

PROFITS

( X)

Y)

Value Addition In Manufactured Goods

GSS:P


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Raw Material

(Pre-Paid)

Power

Generated

(P)

Transmission

DistributionConsumer

P-

t=95

u

P-t-d=84uP-t-d-tf=64

Overpriced

Subsidized

Loss (3-

5%)

Loss(7-1

1%)

d

Theft(10-20%)

tf

Average realization = 30 -40 %

Last Mile Power Distribution

t


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SYSTEM ELEMENT POWER LOSS (%)

Minimum Maximum

Step Up transformers & EHVtransmission system

0.5 1.0

Transformation to intermediate voltagelevel, transmission system & step downto sub transmission voltage level

1.5 3.0

Sub transmission system & step down todistribution voltage level

2.0 4.5

Distribution lines & service connections 3.0 7.0

Total losses 7.0 15.5

Some Facts: EPRI LOSS TABLE


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Country T&D Losses(%) Country T&D Losses(%)

Japan 4 Switzerland 6

Denmark 4 Sweden 6.4

Germany 4 USA 7

Singapore 4 UK 7

Ghana 4 Taiwan 7

Macau 4.8 Italy 7.4

Korea 5.5 London 8.3

France 6 Malaysia 10

Australia 6 Thailand 10.3

Canada 6 Indonesia 12

China 6 Mexico 14South Africa 6 Hong Kong 15

Worldwide T&D Losses

INDIA 32


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The Dream

Power For All

The Reality

The Crisis..!
http://www.blogger.com/rearrange?blogID=7878970162782960467&widgetType=Image&widgetId=Image1&action=editWidget


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1. Highly Capital Intensive

2. Inputs totally pre-paid

3. Instantly delivered

4. Reluctantly paid for, if at all

5. No accounting and accountability

Power Characteristics

GSS:P

A Sure way from Brightness to Darkness


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FINANCIAL PERFORMANCE OF SEBs

0

5000

10000

15000

20000

25000

30000

35000

97-98 98-99 99-2K 2K-01 2K1-02

Year

Losses(Rs.Cr

Commercial Losses(with subsidy) Commercial Losses(without subsidy)

24,837

33,177


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Inaccurate energy accounting

Only 45 % power is metered

Metered power is only 60 % accurate

Whatever is billed-approx 80-85 % is collected

Boards are collecting only 1/3

rd

of the revenue for powersupplied


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Gap between cost of supply & tariff increasing

due to differential & skewed tariff

Gap B etween Cost of Supply and Av

0

50

1 0 0

1 5 0

2 0 0

2 5 0

3 0 0

3 5 0

4 0 0

9 5 -9 6 9 6 -9 7 9 7 -9 8 9 8 -9 9 9 9 -0 0 00 -0 1 2 0 0 1 -0 2

Year

Paise

Cos t of S upply Av. Ta rif

CostofSupply

AverageTa

riff

Gap : 110 Paise


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AT&C LOS

-120

-100

-8 0

-6 0

-4 0

-2 0

0

AT&CLoss(%)

2000-01 2001-02 2002-03

H.P Goa T.N Maharastra U.P Karnataka W.B Rajasthan Punjab Haryana A.P Kerala Gujarat Assam


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AT&C Loss

DISTRIBUTION SECTOR : NEGLECTED ( and


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DISTRIBUTION SECTOR : NEGLECTED ( and

therefore, SPOILED CHILD OF POWER SECTOR

GEN

3.5 CR

TRAN

1 CR2.5 CR

DIS

LAST 25 YEARS WE HAVE ADDED APPROX 60,000 MW FOR AN

INVESTMENT OF RS. 1.2 LAC CR

TRANSMISSION 40,000 CR CLOSE

DISTRIBUTION 80,000 CR 30,000 CR ONLY


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0

0 . 2

0 . 4

0 . 6

0 . 8

1

1 . 2

1 . 4

1 s t

P L A N

2 n d

P L A N

3 r d

P L A N

T h r e e

A n n

4 t h

P L A N

5 t h

P L A N

A n n u a l

P la n

6 t h

P L A N

7 t h

P L A N

A n n u a l

P la n

A n n u la

P la n

8 t h

P L A N

9 t h

P L A N

T & D + R E

IN V E S T M E N T /E X P E N D IT U R E O

IN V E S T M E N T /E X P E N D IT U R E O

One of the main reason for increase in losses in the sector is low

investment in the t&d in comparison to the generation.

Investment in generation and T&D including RE should be 1:1


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Some Major Concerns in Distribution

Dilapidated Network, Lack of modern technology Metering Billing

Collection Power Theft Consumer care Regulatory compliance


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Metering

No Meters !

Defective Meters

Meters not read

Errors in manual record keeping Customer data updating neglected


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Billing

1. Non-billing

2. Imperfect bills

3. Faulty bill distribution4. Prolonged disputes

5. Lack of consumer friendly policies

6. Software mistakes

7. Connivance

8. Poor consumer data updating

9. No surveillance

P Th ft


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Power Theftby Direct Tapping


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Dilapidated Network

Almost 100% of the networks are overloaded which makes

the system quite vulnerable to weather conditions.

Inadequate reactive compensation leading to poor quality ofpower supply.Inadequacy of load management leading to peaks and

valleys which are beyond manageable limits.Poor reliability of supply.


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Problems Galore

Non-remunerative Tariff Structure andSubsidies

Political and Bureaucratic interference Working Culture and Employees morale


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What is being Done ?


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What is being Done ?

Restructuring of SEBs

Generate More power, corresponding strengthening

of T&D Reduce Losses and improve MBC

Professional Management Practices

Use of IT

Customer orientation


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Restructuring SEBs: What led to Reforms

Cost of supply not realized by SEBs Lack of commercial focus SEBs set up with social objectives! Statueprovided a sustainable framework

SEBs not recovering statutory ROR System inefficiencies

Unaccounted Electricity.Metering High T&D losses (~30% approx.)

Technical, Commercial (Theft) No serious attempts to address issue! Quality of supplyintermittent & poor ( 5-8 hours)

Some farmers may be willing to pay for regular & good quality power Tariff making process

Driven by political motives! Lack of commercial focus !


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Restructuring SEBs: What led to Reforms .

Agricultural consumption Tariff subsidized Irrigation pumps not meteredWasteful consumption,Inefficient pumps & Illegal

connections Industrial consumers bearing the burden of cross subsidy

SEBs virtual monopoly

No competition or choice Consumers & service obligations ignored Lack corporate governance & accountability No independent body regulating operationsImpact Limited improvement in service quality.no incentive or motive! Ability to invest in new projects hampered

Need of the hour Need for Private sector participation for bridging demand-supply gap Need for bringing in accountability in functioning & operations Need for creating a market choice !

SEB R t t i


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SEBRestructuring.

Generation

Transmission

Distribution

CustomerCustomer

SEB

ES Act

1948

BY VIRTUE OF BEING

INTEGRATED

NO SPECIFIC FOCUSON

DISTRIBUTION

NO SYTEM OF ACCOUNTING SEGGREGATION !

WHERE DOES THE PROBLEM LIE?


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Unbundling Accountability!

Unbundling forces profitability raising costsUnbundling forces profitability raising costs

Generation

Transmission

Distribution

CustomerCustomer

FUNCTIONAL

SEGGREGATION

ENABLES FOCUSON

EACH SEGEMENT

ACCOUNTING SEGGREGATION !

IDENTIFES WHERE THE PROBLEM LIES?

Retail Tariff - ERC

Bulk Tariff- ERC

PPA Tariff ERC

LOSSES

IDENTIFIED


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Restructuring of power sector set up

Current set up: Single Buyer Model

Gen Co Gen Co Gen Co IPPs

Transmission Co.

Dis Co Dis Co Dis Co Dis Co

Customer Customer Customer Customer


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TRANSMISSION OPEN ACCESS

Restructuring

Transmission Open Access

Eligible CustomerEligible Customer

Generator GeneratorGenerator

Distribution Distribution Distribution

Trader

Trader

Non -Eligible

Customer

Non -Eligible

Customer

Non -EligibleCustomer

Future set up: Multi Buyer Model

Non Eligible

Customer

GeneratorGeneratorGenerator

Transmission Open access

Non Eligible

Customer

Non Eligible

Customer

DistributorDistributor Distributor

Eligible Customer Eligible Customer

Trader

Trader


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Some steps that can be taken by the utilities to meet these

challenges

- improving metering efficiency;

- proper energy accounting and auditing;

- improved billing and collection efficiency;

- fixing of accountability of the personnel/feeder managers which mayhelp considerably in reduction of AT&C loss;

- providing better quality power in terms of voltage fluctuations and

reliability by reducing power cuts;

- better maintenance, renovation and modernization;

- instituting a customer complaint redressal mechanism, which is more

responsive and proactive;- adopting better management practices

- application of Information Technology.


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Improving Customer Satisfaction

Fully networked Consumer Care Centres

Providing ample bill payment avenues

Providing better quality power in terms ofvoltage fluctuations and reliability by reducing

power cuts.

customer complaint redressal mechanism


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NewConnection

Meters

Reading

Power

Reliability

Quality

Fault

Management

Consumer

Relationshi

p

OwnershipChange/

Addition/

Reductionof

Load

Redressal

Management

Billing

Payments

Convenience

Consumer priorities


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Electricity Distribution Industry Performance Indices

SAIFI: System Average Interruption Frequency Index

Measures the average frequency of Sustained (>5mts) interruptions per customer

Total no. of Customer

interruptionsSAIFI =

Total no. of Customers Served

SAIDI: System Average Interruption Duration Index

The average time that all customers are interrupted

Sum of Customer Interruption DurationsSAIDI =

Total no. of Customers


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Total no. of Customer Interruptions

CAIFI :Total no. of Customers affected

CAIDI: Customer Average interruptions Duration IndexRepresents the average time required to restore service, to the averagecustomer per sustained outage

Sum of Customer Interruption Durations

CAIDI =Total no. of Customer Interruptions


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Reliability Standards


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Some Recent Initiatives

APDRP

RGGVY

DRUM

Urban / Rural Franchisee in Distribution

Power Trading and power Exchange

INITIATIVES TAKEN


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Obligation of the State Government

Setting up of SERC & Rationalisation of Tariffs

Reorganisation of State Electricity Boards

Metering of 11 kV feeders & of all consumers

Energy Audit at all level

Support from Government of India

Supply of additional power wherever feasible

Assistance for distribution system: APDRP, DRUM

Funding for 100% rural electrification: RGGVY

Strengthening & improvement of transmission network by POWERGRID:

Concessional financing by PFC

INITIATIVES TAKEN ..


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APDRP

Objectives of APDRP : Improving financial viability of State Power Utilities

Reduction of AT & C losses

Improving customer satisfaction Increasing reliability &quality of power supply

Components Incentive component

Investment component


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Funds Utilizedunder APDRP

INVESTMENTCOMPONENT


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FUNDS UTILIZED (Rs Crores)

587

2418

3009

2621

2176

1090

0

500

1000

1500

2000

2500

3000

3500

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Funds Utilizedunder APDRP

INVESTMENT COMPONENT

Funds Released under APDRP


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Funds Released under APDRP

INCENTIVECOMPONENT

Source: MoP

Ranking of SEBs


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g


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RAJIV GANDHI GRAMEEN VIDYUTIKARAN YOJANA

RGGVY was launched in April-05 Under the programme 90% grant is provided by Govt. of India and 10% as

loan by REC (the nodal agency) to the State Governments.

Objectives: Electrifying all villages and habitations as pernew definition Providing access to electricity to all rural households Providing electricity Connection to BPL families free of charge

Infrastructure under RGGVY: Rural Electricity Distribution Backbone (REDB) with 33/11 KV (or 66/11 KV)

sub-station of adequate capacity in blocks where these do not exist. Village Electrification Infrastructure (VEI) with provision of distribution

transformer of appropriate capacity in villages/habitations. Decentralized Distributed Generation (DDG) Systems based on

conventional & non conventional energy sources where grid supply is not

feasible or cost-effective.


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DRUM(Distribution Reform, Upgrades and Management)

Objective:to demonstrate best commercial and technological practicesthat improve the quality and reliability of last mile power distribution in

selected urban and rural distribution circles

Components: DRUM Technical Advisory

Rural Electrification Program being done jointly by the USA's Rural UtilityService (RUS) and the Rural Electrification Corporation (REC) of India

DRUM Training

Water & Energy Nexus Activity, dealing with the water-energy nexus.A separate consortium is providing this contract, which deals with rural

water-energy issues.


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Urban / Rural Franchisee in Distribution

A franchisee may be an entity empowered by the State todistribute electricity within an identified area for a prescribedduration and collect revenues directly from rural consumers

Who can be a franchisee ? Non govt. organisation (NGO)

Users Association ( UA)

Cooperative

Entrepreneur, Panchayat

Self help groups fulfilling the criteria laid out

for this purpose


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Power Trading:

Emerging Option for Distribution Companies

POWER TRADING VOLUME

1617

4178

1102911847

1418815022

20964

0

5000

10000

15000

20000

25000

1 2 3 4 5 6 7

YEAR

MILLIONUNITS

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Source: CERC


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NTPCs Foray intoDistribution


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NESCL

A new wholly owned subsidiary called

NTPC ELECTRIC SUPPLY CO. LTD.

was incorporated on 21st aug., 2002

to establish its presence in distribution

MAIN OBJECTIVES


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MAIN OBJECTIVES

To acquire, establish & operate electrical systemsfor retaildistribution

To undertake works on behalf of others To act as Engineers & consultants

VISION


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VISION

To deliver quality power to the Nation by

creating models of excellence andbenchmarks in electricity distribution

thereby achieving customer delight.


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MISSION

To create a role model in the electricity distribution business by settingnew benchmarks.

To speedily plan and implement distribution networks using state-of-the-art technologies.

To provide transparent, ethical and prompt services for enhancing

customer delight.To adopt creative and innovative techniques for demand-side managementand financial viability of the distribution businesses.

To provide reliable, uninterrupted and quality power at appropriate tariffs.

To achieve effective energy accounting by ensuring accurate metering,timely billing and collection of revenues.

To create competent and committed human resource by nurturingtechnological & commercial competence for organisational growth andexcellence.

NESCLs Core Competency


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p y

Resource bank of experienced and committed man power Proven Project Management expertise of NTPC. Time tested system & procedures in the field of contracting/

procurement, Quality Assurance & Inspection Core engineering group backed by 25 years of experience in design

& engineering of electrical systems and IT based applications Ability to infuse new and emerging technology Consolidated expertise in the industry derived from the APDRP

assignments. Exhaustive data bank of cost estimates, reliable & reputed

manufacturers and contractors, including their sub-vendors. Proven capability in Renovation and Modernization . IT capabilities including IT-enabled systems & procedures


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OVERVIEW OF INITIATIVES

of

NTPC ELECTRIC SUPPLY COMPANY


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DIRECT

Acquisition of distribution circle

Create a model distribution circle

Competence in retail distribution Take efficiency improvement measures through

introduction of new & innovative technology and IT enabled

solutions & services

INDIRECT


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INDIRECT

Supplement the initiatives being taken by state utilities, byrendering support in the areas of:

Formulation of DPR and processing the sanction ofscheme/ loan

Assist SEBs in carrying out Energy Audit Design & Engineering Project execution

Quality Assurance & Inspection IT enabled applications APDRP consultancyRGGVY


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NESCL: WHERE DO WE STAND

TODAY??

DIRECT ASSOCIATION


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DIRECT ASSOCIATION

Initial efforts to acquire KESCO/ MESCOM Technical due diligence for KESCO carried out in-house Public Relationship (PR) blue print prepared and finalised Feedback from employees Negotiations with representatives of employee unions

All information related to HR, Finance, Commercial, Technicaland Contracts has been obtained.

SBI caps appointed for carrying out the due diligence ofMESCOM (Mangalore)

Obtained all necessary clearances from the localadministration

MOU signed with KESCO (GoUP) Draft agreement sent to Govt. of Karnataka & GoUP for their

acceptance

DIRECT ASSOCIATION


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CHATTISGARH

Parallel licensing in district KORBA

Due Diligence is under process

M.P. Parallel licensing in district SIDHI

Due Diligence is under process

GUJARAT Areas of distribution being identified by a committee

constituted by MOP

DIRECT ASSOCIATION

DIRECT ASSOCIATION


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KINFRA

JV with KINFRA for retail distribution of power

Areas of distribution Industrial parks/ SEZs under

KINFRA

Agreement signed with State Govt. and JV formed.

CESU

To be appointed as managers on behalf of OERC

Operation in a phased manner

Final decision of OERC pending

DIRECT ASSOCIATION

INDIRECT ASSOCIATION


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ADVISOR TO APDRP PROGRAM LEAD Advisor cum consultant (AcC ) TO MOP INVOLVEMENT IN 12 STATES 5 STATES DIRECTLY

(MP,CHHATISGARH,MAHARASHTRA,HARYANA&PUNJAB)

To review and suggest action plan for improvement in systemreliability

To monitor and facilitate the progress of schemes under APDRP in

states on behalf of MOP, GOI To impart training to different level of executives of SEB/Utilities in

the area of Distribution business for their Capacity building


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Project Execution on behalf of a client

Rendering consultancy services in areas of

Design & Engineering Procurement & Contracting

Project Management

QA&I

ALL IN THE DISTRIBUTION SECTORALL IN THE DISTRIBUTION SECTOR

ASSIGNMENTS SUCCESSFULLY EXECUTED


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Providing project management support to MPSEB, WZ, Indore in thearea of Project Management and QA& I.

Providing project management support to MPSEB, CZ, Bhopal/Gwalior in the area of Project Management and QA&I.

Design, Engineering, procurement, erection, testing and

commissioning of 66KV/ 11KV,2x20MVA sub station at UTChandigarh.

Augmentation of transformation capacity at existing 66KV,1x20MVAsub-station, at Indl. Area II, UT Chandigarh

Conversion of 66KV Overhead Transmission line to underground by

laying 66KV Single Core XLPE 400 Sq. mm cable. Design engineering, procurement, erection, testing and

commissioning of Rural Electrification in the state of West Bengal

ASSIGNMENTS SUCCESSFULLY EXECUTED


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CURRENT ASSIGNMENTS

Turnkey execution of 3x10 MVA, 33/11 KV sub-stationwith control room at Hotwar, Ranchi.

Planning & Monitoring of RE Project in the state ofMP, Uttaranchal, Karnataka.

Design engineering, procurement, erection, testingand commissioning of Rural Electrification in the stateof Chhattisgarh, Madhya Pradesh, Orissa, Kerala,Jharkhand and UT-Lakshadweep.

Turnkey execution of projects under APDRP schemein the districts of Ashoknagar & Shivpuri (MP) Third Party Inspection of Stock Material for UPCL,

MPPoKVVCL


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CURRENT ASSIGNMENTS

In 11th plan RGGVY programme NESCL has been

entrusted with 22 more projects( in addition of 8 in 10th

Plan in West Bengal & M.P.) covering 22 districts forthe implementation of rural electrification on turnkey

basis in 4 States i. e Chhattisgarh, Jharkhand, Orissa

and West Bengal covering approx 40,000 Villages in

30 districts with a sanctioned cost of Rs 2514 crore.

FUTURE ASSIGNMENTS


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Design, Engineering, procurement, testing and commissioning of 2 Nos. 220KV GIS sub stations and associated cabling for Delhi Transco Limited

GIS sub stations and associated cabling for NDMC

Implementation of SCADA in the city of Chandigarh.

Providing project management support to JVVNL, Jaipur in the area of

Project Management, QA & I and Field Quality for Feeder Renovationprogramme

Planning & Monitoring of RE work in the state of Himachal Pradesh, UT-Lakshadweep , Kerala

Establishment of a central load despatch center for UHBVN for managementof load & UI and global accounting

Consultancy services for supervision of T&D project under Durgapur ProjectLtd (DPL).

Design, Engineering, procurement, testing and commissioning


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Services offered by NESCL

Formulation of DPR

Detailed Engineering including preparation ofTechnical Specifications.

Contracts & Material Management Support Complete Project Management Support (Planning &

Monitoring)

Quality Assurance & Inspection Support

Turnkey Execution of Projects

IT application support


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Financial performance of NESCL.

Revenue for 2007-08= Rs 41.892 crore (Rs 20.684crore)

(PAT = Rs 12.665crore ( Rs 2.933 crore)

Dividend =Rs 1.75crore


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Conclusion


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Distribution sectors challenges are diversifiedas technical, financial, historical and political

Improvements needed in every area

Central & state governments trying to make thesector commercially viable

Private sector participation needed butprivatization is not the panacea

Conclusion


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Thank YouANY QUESTIONS ?ANY QUESTIONS ?


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Cost of Power

Source: CEA report : Oct 2008

Details of the cash loss reduction and incentives released to variousstates under APDRP are as below:(As on 31 March 2008)


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Sl. No. State Claim Year Incentive AmountRecommendedforreleased to MoF

Amount Released by MoF

1. Andhra Pradesh 2002-03 265.11 265.11

2. Gujarat 2001-02 236.38 236.382002-03 148.08 148.08

2003-04 366.82 366.82

2004-05 288.03 288.03

3. Haryana 2001-02 105.49 105.49

4. Kerala 2002-03 64.94 64.94

2004-05 82.99 82.99

5. Madhya Pradesh 2002-03 297.61 297.61

6. Maharashtra 2001-02 137.89 137.89

7. Rajasthan 2001-02 137.71 137.71

8. West Bengal 2002-03 73.00 73.00

2003-04 302.76 302.762004-05 5.88 5.88

2005-06 115.10 115.10

9. Punjab 2003-04 251.94 251.94

Total 2879.63 2879.63

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Definition of Electrified Village

Prior to October 1997

A Village should be classified as electrified if electricity is being used within its

revenue area for any purpose whatsoever.

After October 1997

A village will be deemed to be electrified if the electricity is used in the inhabited

locality, within the revenue boundary of the village for any purpose whatsoever.

New definition of village electrification came into effect from the year 2004-05

(Issued by MOP, vide their letter No. 42/1/2001-D(RE) dated 5th February 2004

and its corrigendum vide letter no. 42/1/2001-D(RE) dated 17th February 2004.)

As per the new definition, a village would be declared as electrified, if :

1. Basic infrastructure such as Distribution Transformer and Distribution lines are

provided in the inhabited locality as well as the Dalit Basti/ hamlet where it

exists.

2. Electricity is provided to public places like Schools, Panchayat Office, Health

Centers, Dispensaries, Community centers etc.

3. The number of households electrified should be at least 10% of the total

number of households in the village.

Power Cost Comparison
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COUNTRY PRESENT COST FORECAST FOR 2007(In Cents/kWh) (In Cents/kWh)

Canada 2 2

Norway 1 1

Sweden 2 2

Thailand 4 5

Egypt 3 3

India 9 12

Dist Overview _ Vivek Jha

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