[Type text]
Power distribution reforms in Delhi
April 2010
Power distribution reforms in Delhi
Introduction
The electricity distribution business has
been privatized in only two states in the
country – Orissa and Delhi. The
privatization in Delhi has been
successful as far as the efficiency
improvements are concerned.
Irrespective of such efficiency
improvement, divergent views exist on
the success of privatization. Many
believe that the privatization of
distribution in Delhi has not been
effective. In this backdrop, this study
attempts to assess the privatization of the
distribution business in Delhi with the
objective of evaluating the outcome of
privatization.
Imperative for reforms in the state
Traditionally, power supply in Delhi was
the responsibility of the Delhi Electricity
Supply Undertaking (DESU), which was
an integrated utility with generation,
transmission and distribution functions
serving the entire State of Delhi except
the New Delhi Municipal Corporation
(NDMC) and Military Engineering
Services (MES) (Cantonment) areas ( to
which DESU supplied power in bulk).
Poor performance of DESU led to it
being succeeded by the Delhi Vidyut
Board (DVB) in 1997, which was
established as a State Electricity Board
under the Electricity (Supply) Act, 1948.
The creation of DVB proved to be
merely a change in the legal status of the
organisation without any structural
changes. The change did not affect the
functioning and the work culture of the
organization. Its performance continued
to deteriorate.
The power sector suffered from
problems of high technical losses due to
poor maintenance of existing
infrastructure and very little
augmentation, high commercial losses
attributable to theft, high receivables for
DVB. During FY 1995-96 to FY 1999-
2000, operating losses of DESU/DVB
rose from Rs. 578 crore to Rs. 1100
crore1. T&D losses during the same
period were around 50%. This poor
commercial performance of the DVB Figure 1: T&D losses and Commercial losses pre-reforms
Power distribution reforms in Delhi
due to high T&D losses made it
incapable of raising the resources
required to improve its services and a
drain on the public exchequer.
The state also suffered from a severe
demand supply imbalance. Generating
stations in Delhi had an installed
capacity of 694 MW but availability was
lower at 300-350 MW. Capacity
addition remained relatively stagnant,
leading to over-dependence on
purchased power.
Not surprisingly, public discontent
continued to rise. All these factors
required that the Government of NCT of
Delhi (GNCTD) formulate a strategy to
bring about a structural change in the
Delhi Power sector. It was perceived that
the present vertically integrated structure
had failed to deliver the desired
outcomes and the time was ripe to
restructure the sector.
The reform strategy
In view of the above background, the
GNCTD brought out a Strategy Paper on
Power Sector Reforms in February 1999
for reforming the power sector in the
state. A fast track reform process was
followed that ultimately resulted in the
unbundling of DVB into seven
Companies, one Holding Company
called the Delhi Power Company
Limited, two Generation Companies,
i.e., Indraprastha Power Generation
Company Limited (IPGCL) and Pragati
Power Company Limited (PPCL), one
Transmission Company, i.e., Delhi
Transco Limited (TRANSCO) and three
Distribution Companies (DISCOMs).
Subsequently, the GNCTD issued Policy
Directions indicating its intent to
disinvest majority shareholding in the
DISCOMs to private investors with the
balance 49% remaining with the
GNCTD.
GNCTD believed that a long-term
definitive loss reduction or efficiency
gain programme was to be settled at the
very start of the privatization process to
provide certainty to private sector
investors. It further believed that to
attract the private sector investor, it
would be appropriate that reduction in
losses/efficiency gains be determined
through market forces rather than being
pre-determined unilaterally in the
bidding documents. Therefore, loss
reduction or efficiency gain to be
achieved by the distribution companies
in the first five years viz. 2002-03 to
2006-07 became the basis of
privatization or the bidding criteria for
the selection of the private entity.
GNCTD was of the view that losses of
any kind, technical, non-technical or
non-realisation of payments, ultimately,
amount to loss in revenues. Efficiency
gains must embrace all these aspects.
Therefore, losses should be measured as
the difference between the units input
and the units realised (units billed and
collected), wherein the units realised will
be equal to the product of units billed
and the collection efficiency, where,
collection efficiency is defined as the
ratio of actual amount collected to
amount billed. The difference between
the units input and the units realized are
Power distribution reforms in Delhi
referred to as Aggregate Technical and
Commercial (AT&C) losses.
The GNCTD, as a matter of policy,
decided that the AT&C Loss shall be the
basis for determination of tariffs and also
for computation of incentives for better
performance. It asked the Delhi
Electricity Regulatory Commission
(DERC) vide Policy Directions, to
determine the opening level of AT&C
losses and the bulk supply tariff (BST)
for each DISCOM.
Privatization of Discoms
GNCTD initiated the bidding process for
selection of the private investors for each
of the three DISCOMs. Upon opening
of bids, it emerged that the loss level
trajectory as submitted by the bidders
was not in the range acceptable of the
GNCTD. Consequently, the bidders
were called for negotiations. After a
number of discussions, the bidders and
the GNCTD came to an agreement on
the accepted year-wise AT&C loss
reduction trajectory over the five year
period.
These discussions also resulted in other
changes to the terms and conditions of
privatization. Prime amongst these was
the method of computation and
treatment of over-achievement and
underachievement for the years 2002-03
to 2006-07 (see Box 1).
After the negotiations and the
incorporation of resulting changes,
revised bids were submitted by the
bidders. Consequent to this round of
bidding GNCTD appointed TATA
Power as the distribution utility for the
North & North-West circle and BSES
Box 1: Computation and treatment of over/under achievement of target AT&C loss levels
i) In the event the actual AT&C loss of a distribution licensee in any year is better (lower) than the
level based on the minimum AT&C loss reduction levels stipulated by the Government for that
year the distribution licensee shall be allowed to retain 50% of the additional revenue resulting
from such better performance. The balance 50% of additional revenue from such better
performance shall be counted for the purpose of tariff fixation.
ii) In the event the actual AT &C loss of a distribution licensee in any year is worse (higher) than
the level based on the AT&C loss reduction levels indicated in the Accepted Bid for that year,
the entire shortfall in revenue on account of the same shall be borne by the distribution licensee.
iii) In the event the actual AT&C loss of a distribution licensee in any year is worse (higher) than
the level based on the minimum AT&C loss reduction levels stipulated by the Government for
that year but better (lower) than the level based on AT&C loss reduction levels indicated in the
Accepted Bid for that year, the entire additional revenue from such better performance shall be
counted for the purpose of tariff fixation.
Provided further that for paras (i), (ii) and (iii) above, for every year, while determining such
additional revenue or shortfall in revenue the cumulative net effect of revenue till the end of the
relevant year shall be taken, in regard to over-achievement/underachievement and appropriate
adjustments shall be made for the net effect.
Power distribution reforms in Delhi
for two circles – Central & East and
South & West. The opening loss levels
as well as the loss reduction trajectory
that were accepted by the investors for
each DISCOM and the minimum AT&C
loss reduction level as indicated in the
accepted bids are as shown in Table-1.
The three Distribution Companies were
privatized with effect from July 1, 2002.
Initiatives taken post-reforms
The Discoms undertook a number of
initiatives to bring about changes in the
distribution business and achieve the
reduced loss level targets set for
privatisation.
Initiatives taken by NDPL
Automation Initiatives & GIS
NDPL embarked on automating all its 66
kV & 33 kV Grids and in line with the
same has already automated 34 grids
with a view to operate all equipments
from Central command center. This has
expedited the resolution time for faults.
The entire electrical network has been
mapped through GIS for enabling
quicker fault location, speedy redressal
and the Outage Management System is
being upgraded to be automated on GIS
platform.
Complaint Management System
NDPL has a unique SMS based Fault
Management system using GSM which
ensures that the „No supply‟ complaints
lodged by a consumer gets addressed
quickly and consumer feedback is also
institutionalized as part of the process.
NDPL had a very rudimentary consumer
care facilities in July 2002. Each of the
12 districts now has an online consumer
care center each handled by Customer
Care Executives under the supervision of
Customer Relation Officers and
Customer Service Officers.
Online connection management by
consumer
NDPL uploaded the Billing details of all
its consumers on its website
www.ndpl.com. Consumers can view
their Bill, know the consumption pattern
and can even print Duplicate Bill and
make online bill payments.
Door Step delivery of new
connections
To ensure that the consumer is provided
with a new connection with absolutely
no hassles, an NDPL representative
Source: Power sector reforms in Delhi: The experience so far by Jagdish Sagar
Power distribution reforms in Delhi
visits the consumers’ premises and
completes all formalities required for
provision of a new connection there
itself.
Privileged Consumer Scheme
To acknowledge and encourage its
regular paying consumers, NDPL has
institutionalized a privileged consumer
scheme through which discounts are
offered to its consumers.
NDPL has also institutionalized a
structured approach towards Consumer
Relationship Management as it organizes
regular meetings with consumer
representative groups such as RWAs,
IWAs etc on 1st Saturday of every
month in each district.
Automated Bill Payment Kiosks for
consumer convenience
NDPL has introduced Automated Bill
Payment Kiosks, a first in Delhi and
NCR region. These unique ATM like
kiosks accept both cash and cheque
payment towards electricity bills and
even issue a receipt to the consumer.
They are operational 365 days a year
from 8 AM- 8 PM.
Initiatives taken by BSES
Consumer Related
Setting up Customer Help Desks
(CHD‟s) in all the 33 divisions for
online registration of consumer
complaints. Commercial Call Centre to
address Consumer Complaints
In-house developed CRM software
(CAS) which provides the facility of
Single Window resolution of
complaints
Setting up of a 24 Hour Control Room
at the C.M.‟s office to provide
immediate information on
faults/breakdowns
Bifurcation of the existing 21 districts
into 33 Divisions
Centralised Helpline Numbers for the
following have been created for all
queries related to Power Supply/
Meter/ Billing/ Anti-corruption/
Vigilance/ Anti Power Theft/
Enforcement
Starting of “BAM: Bill Amendment
Module”: a billing software module
through which customers‟ complaints
are rectified on the spot
Facility of raising one composite bill
for bulk consumers like MCD, DJB,
etc for convenient payments
Meter Reading is now being conducted
by Meter Reading Instruments (MRIs)
Location of a BSES office in 3 KM
radius from each point. Consumers can
frequent any of the 143 BSES‟ offices
The following facilities for Key
Consumers have been created:
o Creation of a Special Cell for
customers having a load of over 45
KW
o Single Window ease and preparation
of Composite Bill for Bulk
Consumers like DJB, MCD, etc, for
convenient payments
o Bill Dispatch by e-mails and special
couriers
Supply & Street Lighting Related
Power distribution reforms in Delhi
Figure 2: AT&C losses (%)
Approx. 100 Breakdown vans & cable
restoration on a 24X7 basis.
Online Connectivity between
Technical Call Centre, System and
Circle Control.
25 Genset vans & Mobile
Transformers made available all round
the clock.
A special drive “Roshini” was
undertaken in which uninterrupted
illumination was provided during the
entire festive season
Metering Related
Mass Meter Replacement drive was
undertaken for all Large Industrial
Power (LIP) consumers. Electronic
Meters have also been introduced for
Domestic Consumers
Faulty Meters are being replaced on a
priority basis with tamper-proof
electronic meters. A “Special Meter
Testing Drive” was undertaken in
accordance. Only 0.01% of electronic
meters were found beyond limits
A month long Voluntary Disclosure
Scheme (VDS) was undertaken
Payment Related
Point-of-Sales (POS) machines are
installed at the cash collection counters
with bar code scanners for speedy
service. Tie-ups with collection
agencies like Easy Bill and Skypak for
cheque payments and with Bill Desk
and Bill Junction for online payments
120 cash collection centres, 150
skypak drop boxes and 1050 Easy bill
outlets across BSES. 150 Drop boxes
installed at RWA premises
Outcome of privatization and reforms
The overall impact of reforms and
initiatives taken has started producing
favorable results. Various parameters
indicating the overall health of power
distribution sector in the state are
discussed below:
Aggregate technical and Commercial
Losses (AT&C): AT&C loss reduction
was the parameter used for
privatisation of distribution companies
in Delhi. Opening levels of AT&C
levels were given for the three
distribution companies and annual
targets for reduction were set. Post
privatisation a number of initiatives
were taken by distribution companies
to reduce AT&C losses. The AT&C
losses for Delhi have reduced from
56% in 2002-03 to 38% in 2007-082.
The AT&C losses reported by various
Discoms are as shown in Figure 2.
NDPL has reported lowest AT&C
losses for the year 2008-09.
Source: Forum of regulators (FOR)3
Power distribution reforms in Delhi
Source: PFC Report2
Source: PFC Report2
Source: http://www.cea.nic.in
Financial viability:
a. Profitability: Financial position of
Discoms has improved post-
privatisation. All the Discoms started
reporting profits from 2004-05.
While NDPL has shown a consistent
improvement in profits generated,
BSES slipped into losses in 2007-08.
Both NDPL and BSES registered a
significant increase in the power
purchase cost in 2007-08 over 2006-
07. The power purchase cost per unit
of energy input was higher for BSES
as compared to NDPL. BSES
Discoms also reported increase in
their interest costs for FY07 and
FY08.2
b. Average cost of supply (ACS) and
Average revenue realized (ARR):
NDPL has seen an increasing
difference between ARR and ACS
from 10 paise/KWh in 2002-03 to 50
paise/KWh in 2007-082.
BSES Discoms registered better
revenue realized than cost of supply
for FY05 and FY06. However in
FY07 and FY08 their cost of supply
was higher than revenue realized.
This deterioration reflected in their
financials as they slipped into losses
for FY08.
Quality of Supply (QoS): Quality of
supply in Delhi has improved post
reforms. NDPL registered best figures
for quality of supply parameters in
FY07 (namely outage duration, no. of
Table 2: Profits (in Rs Crores)
Figure 3: ARR & ACS (Rs per Unit)
Table 3: QoS Parameters
Power distribution reforms in Delhi
Source: http://www.cea.nic.in
outages and average duration of
outage). Data is available from FY05
to FY07 and BSES had much worse
conditions than NDPL at the start of
this period.
Deficit Situation: Deficit situation in
Delhi has improved in terms of both
peak and energy deficit. Peak deficit
has reduced from 9.2% in 2002-03 to
0.0% in 2008-09. Energy deficit has
reduced from 1.9% in 2002-03 to 0.6%
in 2008-09.
Conclusion
Distribution reforms in Delhi and
privatization of Discoms has led to
positive results. This is being reflected in
reduced AT&C losses, low deficit
situation, improving quality of supply
parameters and no subsidy to Discoms.
Only subsidization done for Discoms
post privatization was loan of Rs. 3450
crore from GNCTD to TRANSCO
during five year period (Table 5). This
loan was given to bridge gap between
their revenue requirement and revenue
received from Discoms through bulk
supply tariff. However compared to
annual losses of the order of Rs 1000 cr
that existed before reforms, the financial
burden has reduced significantly.
NDPL has reported minimum losses and
best figures for quality of supply
parameters amongst the Discoms in
Delhi. NDPL has also been the only
Discom to register profits for all the
years from FY2003 to FY2008. All the
Discoms have made capital investments
to achieve the target reduction in loss
levels (Annexure II). Capital
expenditure per unit of energy input is
higher for NDPL. Actual AT&C loss
reduction by Discoms along with
Government specified minimum bid and
accepted bid is shown in Annexure III.
For the period FY03 to FY07 total loss
reduction by NDPL was more than
BSES Discoms. Also the total reduction
was more than Government specified
minimum bid.
While the distribution reforms have
given positive results in Delhi, there are
a few areas of concern. For the first 5
years (FY 03 to FY07), loss level targets
and bulk power purchase tariffs were
specified. Going forward Discoms will
be vulnerable to fluctuations in bulk
purchase tariffs. Further AT&C loss
reduction will be harder to achieve as
they have already reduced considerably
and collection efficiencies will not
remain more than 100% for long period.
In 2007-08 both the BSES Discoms
registered financial losses driven by high
Table 4: Peak & Energy Deficit (%)
Table 5: Loan to TRANSCO (in Rs Cr)
Power distribution reforms in Delhi
power purchase cost and interest cost
(Annexure I). Only NDPL registered
profits after tax of Rs 282 cr that too on
the back of Rs 225 cr recoverable by
truing up of earlier year revenues. This
income resulted from NDPL winning an
appeal to use 6.69% depreciation for
FY03, FY04 and FY05 as compared to
3.75% rate specified by DERC. Hence
financial viability of Discoms needs to
be examined under high power purchase
cost scenarios.
Power distribution reforms in Delhi
Source: Report on the Performance of The State Power Utilities for the Years 2004-05 to 2007-08, Power Finance Corporation Limited
Expenses Breakup (in Rs crore)
BSES Rajdhani
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 846 1,244 1,654 1,877 2,103 2,899
Employees 97 119 113 122 147 164
O&M 76 80 92 69 88 70
Interest 1 2 6 32 153 205
Depreciation 82 115 125 116 139 155
Admin & General 11 32 41 60 63 67
Other 0 133 0 -23 77 92
Total 1113 1,724 2,031 2,253 2,770 3,652
BSES Yamuna
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 479 638 798 922 993 1,973
Employees 80 100 92 94 111 129
O&M 43 47 65 52 47 49
Interest 2 8 13 29 76 132
Depreciation 20 32 42 49 57 72
Admin & General 7 21 27 35 39 45
Other 0 95 0 -31 63 77
Total 632 941 1,037 1,150 1,386 2,476
NDPL
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 599 868 1,105 1,204 1,309 1,882
Employees 82 103 131 146 155 152
O&M 20 91 59 53 51 57
Interest 0 4 20 23 57 75
Depreciation 66 87 113 110 129 155
Admin & General 13 19 24 29 30 33
Other 45 40 27 2 -3 -202
Total 824 1,213 1,478 1,566 1,727 2,152
ANNEXURE – I: Expenses Breakup of Discoms
Power distribution reforms in Delhi
Source: Report on the Performance of The State Power Utilities for the Years 2004-05 to 2007-08, Power Finance Corporation Limited
Expenses Breakup (as % of total expenses)
BSES Rajdhani
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 76.0% 72.2% 81.4% 83.3% 75.9% 79.4% Employees 8.7% 6.9% 5.6% 5.4% 5.3% 4.5% O&M 6.8% 4.6% 4.5% 3.1% 3.2% 1.9% Interest 0.1% 0.1% 0.3% 1.4% 5.5% 5.6% Depreciation 7.4% 6.7% 6.2% 5.1% 5.0% 4.2% Admin & General 1.0% 1.9% 2.0% 2.7% 2.3% 1.8% Other 0.0% 7.7% 0.0% -1.0% 2.8% 2.5% Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
BSES Yamuna
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 75.8% 67.8% 77.0% 80.2% 71.6% 79.7% Employees 12.7% 10.6% 8.9% 8.2% 8.0% 5.2% O&M 6.8% 5.0% 6.3% 4.5% 3.4% 2.0% Interest 0.3% 0.9% 1.3% 2.5% 5.5% 5.3% Depreciation 3.2% 3.4% 4.1% 4.3% 4.1% 2.9% Admin & General 1.1% 2.2% 2.6% 3.0% 2.8% 1.8% Other 0.0% 10.1% 0.0% -2.7% 4.5% 3.1% Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
NDPL
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 72.7% 71.6% 74.8% 76.9% 75.8% 87.5% Employees 10.0% 8.5% 8.9% 9.3% 9.0% 7.1% O&M 2.4% 7.5% 4.0% 3.4% 3.0% 2.6% Interest 0.0% 0.3% 1.4% 1.5% 3.3% 3.5% Depreciation 8.0% 7.2% 7.6% 7.0% 7.5% 7.2% Admin & General 1.6% 1.6% 1.6% 1.9% 1.7% 1.5% Other 5.5% 3.3% 1.8% 0.1% -0.2% -9.4% Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Power distribution reforms in Delhi
Source: Report on the Performance of The State Power Utilities for the Years 2004-05 to 2007-08, Power Finance Corporation Limited
Expenses Breakup (in Rs/Unit of Energy Input)
BSES Rajdhani
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 1.51 1.54 1.97 2.17 2.31 3.13
Employees 0.17 0.15 0.13 0.14 0.16 0.18
O&M 0.14 0.10 0.11 0.08 0.10 0.08
Interest 0.00 0.00 0.01 0.04 0.17 0.22
Depreciation 0.15 0.14 0.15 0.13 0.15 0.17
Admin & General 0.02 0.04 0.05 0.07 0.07 0.07
Other 0.00 0.16 0.00 -0.03 0.08 0.10
Total 1.99 2.13 2.42 2.61 3.04 3.94
BSES Yamuna
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 1.32 1.23 1.49 1.71 1.87 3.66
Employees 0.22 0.19 0.17 0.17 0.21 0.24
O&M 0.12 0.09 0.12 0.10 0.09 0.09
Interest 0.01 0.02 0.02 0.05 0.14 0.25
Depreciation 0.06 0.06 0.08 0.09 0.11 0.13
Admin & General 0.02 0.04 0.05 0.06 0.07 0.08
Other 0.00 0.18 0.00 -0.06 0.12 0.14
Total 1.74 1.82 1.94 2.13 2.62 4.60
NDPL
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Power Purchased 1.52 1.56 2.00 2.11 2.19 3.00
Employees 0.21 0.19 0.24 0.26 0.26 0.24
O&M 0.05 0.16 0.11 0.09 0.09 0.09
Interest 0.00 0.01 0.04 0.04 0.10 0.12
Depreciation 0.17 0.16 0.20 0.19 0.22 0.25
Admin & General 0.03 0.03 0.04 0.05 0.05 0.05
Other 0.11 0.07 0.05 0.00 -0.01 -0.32
Total 2.10 2.18 2.67 2.75 2.89 3.43
Power distribution reforms in Delhi
Source: http://www.derc.gov.in/ordersPetitions/orders/Misc/2009/Order%20on%20Physical%20Verification%20of%20Assets.pdf
ANNEXURE – II: Capital expenditure by Discoms
Capex (in Rs Crore)
2003 2004 2005 2006 2007 2008* Total
BSES Rajdhani 72.00 115.00 538.00 711.00 399.00 239.00 2464.00
BSES Yamuna 58.00 85.00 416.00 357.00 283.00 164.00 1663.00
NDPL 49.00 299.00 338.00 431.00 271.00 248.00 1899.00
*Provisional data
Capex (in Rs/Unit of Energy input)
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Total
BSES Rajdhani 0.13 0.14 0.64 0.82 0.44 0.26 2.43
BSES Yamuna 0.16 0.16 0.78 0.66 0.53 0.30 2.60
NDPL 0.12 0.54 0.61 0.76 0.45 0.40 2.88
Power distribution reforms in Delhi
ANNEXURE – III: AT&C Loss Reduction by Discoms
BSES Rajdhani loss reduction trajectory
2002-03 2003-04 2004-05 2005-06 2006-07 Total
Govt. specified minimum bid 1.50 5.00 5.00 5.00 4.25 20.75
Accepted bid 0.55 1.55 3.30 6.00 5.60 17.00
Actual 0.70 2.35 4.41 5.11 5.62 18.19
BSES Yamuna loss reduction trajectory
2002-03 2003-04 2004-05 2005-06 2006-07 Total
Govt. specified minimum bid 1.25 5.00 4.50 4.50 4.00 19.25
Accepted bid 0.75 1.75 4.00 5.65 5.10 17.25
Actual -4.69 7.60 4.16 6.26 4.84 18.17
NDPL loss reduction trajectory
2002-03 2003-04 2004-05 2005-06 2006-07 Total
Govt. specified minimum bid 1.50 5.00 4.50 4.25 4.00 19.25
Accepted bid 0.50 2.25 4.50 5.50 4.25 17.00
Actual -1.02 4.26 11.05 7.29 2.78 24.36
Power distribution reforms in Delhi
ANNEXURE – IV: Sales & Revenue Mix
NDPL
Sales Mix: Sale in Mkwh to Total Sales
(%) 2003-04 2004-05 2005-06 2006-07 2007-08
Domestic 47.1% 42.1% 41.5% 41.9% 37.5%
Commercial 20.1% 18.7% 18.7% 19.2% 17.3%
Agricultural 0.9% 0.6% 0.5% 0.2% 0.2%
Industrial 26.8% 32.4% 33.9% 33.0% 32.2%
Others 5.1% 6.1% 5.4% 5.7% 12.8%
Revenue Mix
(%) 2003-04 2004-05 2005-06 2006-07 2007-08
Domestic 31.8% 28.8% 28.4% 27.5% 29.0%
Commercial 29.3% 25.7% 25.6% 27.4% 24.9%
Agricultural 0.3% 0.2% 0.2% 0.1% 0.1%
Industrial 33.4% 40.0% 43.2% 40.3% 39.0%
Others 5.1% 5.3% 2.7% 4.7% 7.1%
Power distribution reforms in Delhi
REFERENCES
1. Annual Report (2001-02) on The Working of State Electricity Boards & Electricity
Departments: Planning Commission (Power & Energy Division) Government of India
May, 2002
2. Report on the Performance of The State Power Utilities for the Years 2004-05 to
2007-08, Power Finance Corporation Limited
3. http://www.forumofregulators.gov.in/Data/policy_Imp/AT%20&%20C%20LOSS%2
0DATA%20-%20STATE%20&%20UTILITES%20WISE.pdf
4. Power sector reforms in Delhi: The experience so far by Jagdish Sagar
5. http://delhigovt.nic.in/power.asp
6. Power scenario at a glance, Central Electricity Authority, Planning wing July 2009
7. http://www.ndpl.com/DisplayContent.aspx?RefTypes=3&RefIds=149&page=Pioneer
ing Initiatives
8. http://www.bsesdelhi.com/Aboutus/in_undertaken.asp
9. http://www.bsesdelhi.com/Aboutus/bsesataglance.asp
10. http://www.cea.nic.in/god/dpd/RELIABILITY_INDICES_MONTHLY.pdf
11. http://www.cea.nic.in/power_sec_reports/executive_summary/2009_04/25-26.pdf
12. http://www.derc.gov.in/ordersPetitions/orders/Misc/2009/Order%20on%20Physical%
20Verification%20of%20Assets.pdf
13. Tariff orders of Discoms from DERC website (http://www.derc.gov.in)
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