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CESC RAJASTHAN September 2017
CESC RAJASTHAN
September 2017
HERITAGEESTABLISHED IN 1897, CESC IS THE OLDEST POWER COMPANIES IN ASIA
LEGACYEXPERICIENCE OF SERVING MORE THAN 3.1 MILLION CONSUMERS IN THE REGION SPREAD OVER 567 SQ.KM. IN METRO CITY OF KOLKATA AND
HOWRAH
BEST PRACTICES EXPERICIENCE OF HANDLING MORE THAN 20,000 CIRCUIT KILOMETRE OF TRANSMISSION AND DISTRIBUTION NETWORK WITH T&D LOSS
MAINTAINED AT LESS THAN 11%
2
OVER 120 YEARS POWER UTILITYWITH EXPERIENCE FORTE IN GENERATION AND DISTRIBUTION OF ELECTRICITY
What Does It Bring In Rajasthan?
CESC Limited ?
COMPANY PROFILE
RP- Sanjiv Goenka GroupRP - Sanjiv Goenka
Group
RetailCarbon BlackPower & Natural Resources
Media & Entertainment Infrastructure IT & Education
Gross Assets INR 31,981 crore and Gross Revenue INR 17,414 crore
45,000+ employees and 3,00,000+ shareholders
In the next 5 years the Group is expected to invest about INR 20,000 crores across various business projects
Busi
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Gro
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UNDERSTANDING THE BUSINESS – CESC Rajasthan
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Private Sector Participation in Power Sector
• Private sector participation initiated in Odisha in 1999 followed by privatization of Delhi Vidyut Board in 2002
• Privatization of distribution has faced several challenges in India like past liabilities of utility, poor network condition, utility staff terminal benefits, etc.
• The Distribution franchisee model came to prominence after the handing over of Bhiwandi to Torrent Power
• Bhiwandi DF has been successful in reducing AT&C losses, transformer failure rate and in enhancing customer satisfaction
• Post Bhiwandi success, distribution franchisees are currently seen as the way forward with many states have gone ahead with appointment of distribution franchisees
• Outsourcing, management contracts may be other models of involving private players in distribution operations to compensate the existing resource and skill crunch
A Task Force on private participation in distribution was formed in 2010 by the Planning Commission to explore the scope and nature of private participation
The Task Force evolved the frameworks for PPP model and Franchisee model leaving it to the states to select a model of their choice
• PPP model covered all functions and obligations relating to distribution of electricity in a license area
• PPP model would be consistent with the EA for requirement of license and full regulatory oversight
• Franchisee model addresses constraints like political acceptability, resistance against private ownership of public assets, etc.
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Key Difference between DF & Concessionaire (PPP) Model
Particulars Distribution Licensee (PPP) Distribution Franchisee (DF)
Objective • Major objective is enhancement of network, power to all, loss reduction and overall up-gradation of the system
• Objective of loss reduction through utilising the existing infrastructure and means of operations
Standard Bidding Framework • No standard documents available; high risks
• Standard and tested bidding framework available
Separate license • Separate license required: would result in loss of oversight from the Discom/Govt
• No separate license required; operates on behalf of the licensee
PPA allocation • PPAs to be allocated; uncertainty of whether the generators will agree to allocation of PPA
• No PPAs to be allocated
Transfer of assets • Does not envisage transfer of assets; but will be difficult to operate without ownership of assets
• Not applicable
Mandatory Investments • Required based on predetermined parameters and to be carried out as per timelines
• Required for loss reduction purposes and built-in the bidding document
Understanding the Business :Need for Distribution Franchisee
High Technical and Commercial Losses •T&D Losses in Kota, Bharatpur and Bikner above
than National Average of 22% -Range between 25% to 32 %
Capital Infrastructure •Highly dilapidated conditions of network assets
called for immediate intervention
Transparency and Accountability •The relatively Small size of Distribution Areas
bring the entities closer to the Consumer and thus improving the Transparency
Reliability of Supply•The franchise can bring in operational efficiencies
to reduce Supply Outages
Need for Distribution Franchisee
Evolution of Business
Distribution Franchisee Agreement is signed for Kota and Bharatpur
17th June ,2016
Commercial Takeover of Kota DF
1st September, 2016
Commercial Takeover of Bharatpur DF
1st
December,2016
Commercial Takeover of Bikaner DF
16 May,2017
DF Cities at a Glance Kota – The Educational Capital Bharatpur –The Birds Haven Bikaner – The Camel Country
Area : 176 Sq kms
Population : 11 Lac
Customer base : 2Lac
Peak Load : 220 MW
Energy Input : 1124 MU
33 kV Feeders : 131 Ckm
11 kV Feeders : 1365 CKm
LT Network : 1700 CKm
Dist. Transformers : 4300 Nos
HT (LIP) Consumers : 81Nos
33/11 kV Substations : 28 Nos
Area : 47.11 Sq kms
Population : 2.5 Lac
Customer base : 0.53 Lac
Peak Load : 50 MW
33 kV Feeders : 37 Ckm
11 kV Feeders : 160.88 CKm
LT Network : 308.75 CKm
Dist. Transformers : 770 Nos
HT (LIP) Consumers : 104Nos
33/11 kV Substations : 9 Nos
Area : 360 Sq kms
Population : 15 Lac
Customer base : 1.42 Lac
Peak Load :130MW
33 kV Feeders : 180 Ckm
11 kV Feeders : 664 CKm
LT Network : 2054 CKm
Dist. Transformers : 2749 Nos
HT (LIP) Consumers : 143
33/11 kV Substations : 34 Nos
Sales: Rs 484 Cr Sales: Rs 148 Cr Sales: 364 Cr
Energy Input : 317 MU Energy Input: 676 MU
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KEDL Inheritance & Issue
Meter installation in a welding shop
LT overhead line
Key Issues
As the network is mainly overhead system, there is a large number of transient tripping of 33 or 11 kV feeder
Very high AT&C losses
Almost non-existent consumer services
Billing and other customer related processes are largely manual with minimum IT supported services
Cash counters suffer from long queues of angry customers
Overall infrastructure of subdivision offices is in a poor and dilapidated condition
Offices frequently suffer from lack of connectivity and IT system downtime
Oil Leakage from power transformer Long queues at cash counters
KEY INTERVENTIONS
Key Interventions after TakeoverLoss Reduction Initiatives
Long pending defective meters replaced toensure correct billing to the consumers.
Regular billing for consumers unbilled for a longperiod, based on actual registration by themeters.
Accuracy Testing of all High-end consumermeters.
Providing New Connections through camps inBustees
Working with local authorities to regularizeunauthorized drawl of power
Energy Fencing and Energy Audit throughFeeder and DTR Metering at boundariesbetween Sub-Divisions with the DF area
Network Reliability
Centralized Command Station manned byEngineers 24X7 for close monitoring of supplyrelated issues & for faster restoration in casesof outage
Diesel Gen Sets on stand-by for areas withexpected prolonged power failures
Creating Network Redundancy, both upstreamand downstream
Systematic maintenance of network assetsdone to
Reduce supply outages
Ensure electrical safety
Key Interventions after Takeover…Soft value enhancement for Customers
Customer Outreach through regular camps, customer meets, Online Chat with COOs, Social Media presence through Facebook &Twitter, website and Mobile app
Opening of Customer Care Center for direct interactions of customers with senior officials
SMS based communications of billing and payment and HT supply failure related information
Effecting New connection within a day of compliance by an applicant
Majority of outage calls attended within 1 hour
Smart metering initiative at consumers’ installations
Boundary less Customer Care & Cash collection for consumers irrespective of the Subdivision to which they belong
Extension of working hours ( 09:30 am to 06.00 pm on Working Days and 09.30 am to 02.00 pm on Saturdays) at cash counterssupplemented by Mobile cash collection vans to avert long queues at the counters.
Refurbishing, earthing, painting and fencing (for public safety) of wayside Distribution Transformers and Feeder Pillar Boxinstallations.
Face-lifting of Sub-Divisional Offices and construction of sheds, installation of fans and supply of purified water for consumers,keeping in view the local ambient temperature.
Communication and Behavioral training for Customer Care Executives and Safety Training for accident-free operations to Workmen.`
ACHIEVEMENTS
Visible Changes(1/3)
33kV GSS after Maintenance Customer Help Desk New Connection Camps
Visible Changes(2/3)
DG sets being used for Power restoration in case of prolonged
outage
Transformer Compound Fencing SCADA for Automated substation operation at Bikaner
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Before
After
We have made significant improvements to the infrastructure in our short journey thus far but there are several milestones to cover on the road to excellence
Visible Changes(3/3)-Steps for Facelift in Kota
DF’s OPERATIONAL EFFICIENCY
Operational Efficiency-KotaNew Connection Execution
Month No. of Complaints % Compliance in 1 Hour
Sep'16 21180 43.83Oct'16 16434 69.58Nov'16 8835 80.44Dec'16 9045 85.11Jan'17 11839 81.78Feb'17 6816 89.84Mar'17 14841 78.38Apr'17 16360 85.1May'17 25394 90.18Jun'17 37812 89.13Jul'17 32410 88.31
Aug'17 29710 85.31
Outage Management
Operational Efficiency-Kota
Operational Efficiency-BharatpurNew Connection Execution
Month No. of Complaints % Compliance in 1 Hour
Dec'16 5064 74%
Jan'17 6987 71%
Feb'17 3857 90%
Mar'17 5425 80%
Apr'17 9331 83%
May'17 18703 43%
Jun'17 18744 62%Jul'17 12274 82%
Aug'17 10402 83%
Outage Management
Month No. of job executed in the month
% of Job executed within a day
Dec’16 345 100%Jan’17 350 99%Feb’17 449 98%Mar’17 571 98%Apr’17 604 100%May’17 458 97%June’17 440 91%July’17 454 100%
August’17 306 89%Total 3977 97.21%
Operational Efficiency-Bharatpur
29%
26% 26%
28% 28%
26%26%
Jan'17 Feb'17 Mar'17 Apr'17 May'17 June'17 July'17
Progressive T&D Loss Trajectory
New Connection Execution
Operational Efficiency-Bikaner
Month No. of job executed in the month
% of Job executed within a day
May 2017 9 56
June 2017 615 27
July’17 675 49.18
August’17 545 63.85
Total 1844 46.15
Month No. of Complaints % Compliance in 1 Hour
Jun'17 37862 72Jul'17 32410 88.31
Aug'17 29710 85.31
Outage Management
Month % T & D Loss
Jun'17 25.84%Jul'17 22.09%
T&D Loss
SMART METER ROLL OUT IN KOTA
Choice of Technology
Power Line Communication
Point to Point GPRS / 3G
RF Mesh Communication
A Consumer’s Daily Energy Profile Data In Utility Application( Available to Consumers Also )
15-Minute Profile Data In Utility Application
Power Outage Detection Module – Proactive Restoration of service
Geospatial Outage Monitoring system is allowing O&M teams to identify nature of outage by geographical reference -aiding better understanding and restoration plan.
Soft Switching to Net-Metering (Grid Connected Solar PV) Mode & vice versa
A mouse click will enable / disable Net-Metering mode in any Smart Meter OTA.
Respective consumers converted to net metering mode OTA.
A mouse click will enable / disable Net-Metering mode in any Smart Meter OTA.
Respective consumers converted to net metering mode OTA.
Soft Switching to Net-Metering (Grid Connected Solar PV) Mode & vice versa
Remote Conversion to Smart Pre-Pay Metering Mode & vice versa
A mouse click at back office will enable / disable Pre-Pay-Metering mode in any Smart Meter Over-The-Air With the help of relevant software application.
This software will add value by means of Tentative Balance Exhaustion Date , Low Balance Alert , Disconnection Warning , Usage trend etc. to the consumer.
Anti Theft Event Tracking Through Push Alerts
Energy Auditing Of Distribution TransformersAudit Of 15-Minute Interval Energy
Consumers are Electrically Indexed Through Synchronized Outage Restoration Method
Power Outage Detection Module – Proactive Restoration of service
Online Outage Monitoring system is enabling O&M team to respond proactively to Power Outages even before the Consumer reports outage to the utility.
SMART METER IMPACT ON T&D Loss
Particulars PushpajiDTR1
MadhubanPark DTR2
Pre-intervention Distribution Loss on 08.09.2017 (from smart meter data) 23.68 % 23.22 %
Post-intervention Distribution Loss estimated /projected by LCC 6.4 % 3.64 %
Post-intervention Distribution Loss on 13.09.2017 (from smart meter data) 8.57 % 6.76 %
Post-intervention Distribution Loss on 14.09.2017 (from smart meter data) 9.65 % 6.99 %
The Distribution Loss of PUSHPAJI DTR1 & MADHUBAN PARK DTR-2 through AMI & KEDL interventions:
CHALLENGES & WAY FORWARD
KEY CHALLENGES
Lack of Network reliability – no ring mains at any Voltage level
Network in unsafe condition with poor earthing in rocky soil – prone to accidents
Rampant pilferage in Katchi Bustees & unauthorized human habitation in forest land
and unauthorized pumping of sub-soil water
Human resistance to changes – both from employee and consumers’ perspective
Strong apprehension against the credibility of private players
Lack of strong communication backbone for use of latest technological intervention
Lack of regular payment habit for a sizable section of consumers, viz. agricultural,
government etc.
WAY FORWARD…..
Campaign through media , social network, customer meets to establish credibility
of private operator and a sense of purpose for all stakeholders
Smart initiatives in line with the future
Identifying customer needs through Survey and Feedback systems for strategizing
do’s and dos and don’ts
Garnering Government Support for all right causes and actions of the private
player
Creating competitive environment through more private participation in
distribution in the form of (a) Distribution Franchisees in high loss areas, (b) PPP
model for customer centric improvement
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Thank You
