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An overview…

Power Grid Corporation of India Limited. An overview…. OS deptt., POWERGRID. Areas of Operation. Grid Management. Telecom. Consultancy National & International. Development of Central Sector Transmission System. Generation Linked Grid Strengthening Inter-regional links

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An overview…

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  1. Power Grid Corporation of India Limited An overview… OS deptt., POWERGRID

  2. Areas of Operation Grid Management Telecom Consultancy National & International Development of Central Sector Transmission System • Generation Linked • Grid Strengthening • Inter-regional links • International links • Estb. of modern Load Despatch Centres • Real-time Grid Operation • Optimum scheduling & despatch • Owns & Operate Fibre optic cable network • Licenses - IP-I, ISP and NLDO • Transmission • Load Dispatch & Communication • Distribution • Telecom OS deptt., POWERGRID

  3. POWERGRID – A snapshot As on 01.09.07 Carries 42 - 45% of India’s power Network availability > 99% (99.66%) OS deptt., POWERGRID

  4. Major Elements

  5. Asset classification • Internally - 8 Regions with RHQs at • NR-I, Delhi • NR-II, Jammu • ER-I, Patna • ER-II, Kolkata • WR-I, Nagpur • WR-II, Vadodara • SR-I, Hyderabad • SR-II, Bangalore • NER, Shillong • For tariff purpose – 5 regions • ( NR, ER, WR, SR & NER )

  6. Reduced grid disturbances • No major grid disturbance in last 4½ years • Transmission losses 3-4% in line with international standards

  7. Physical performance Transmission network addition (Ckt Kms) (2002-03 to 2006-07) (2007-08 to 2011-12) (1997-98 to 2001-02)

  8. Physical performance Sub-stations Addition (Nos.) (2007-08 to 2011-12) (2002-03 to 2006-07) (1997-98 to 2001-02)

  9. Capital expenditure (2007-08 to 2011-12) (1997-98 to 2001-02) (2002-03 to 2006-07)

  10. Monitored Performance Parameters of Transmission System • Availability • Availability of the transmission system • Reliability • No. of trippings per line attributable to POWERGRID

  11. Performance of the transmission system during against MoU target

  12. No. of tripping / line - MOU Target Vs Actual(Reliability factor )

  13. Capacity Addition Programme (MW) -XI Plan Ultra Mega Power projects (UMPP) of about 12000 MW is also envisaged Source: Ministry of Power (May’07)

  14. XI PLAN INVESTMENT PROGRAMME • An investment of about Rs. 55,000 Crore is estimated by POWERGRID covering more than 115 no. of projects/ schemes

  15. Proposed Funding for XI Plan IEBR for XI Plan, considering IPO, sale of securitised bonds is summarized as under:

  16. Plan wise Performance

  17. PHYSICAL PERFORMANCE Transmission network addition (Ckt Kms) (2002-03 to 2006-07) (2007-08 to 2011-12) (1997-98 to 2001-02)

  18. PHYSICAL PERFORMANCE Sub-stations Addition (Nos.) (2007-08 to 2011-12) (2002-03 to 2006-07) (1997-98 to 2001-02)

  19. CAPITAL EXPENDITURE (2007-08 to 2011-12) (1997-98 to 2001-02) (2002-03 to 2006-07)

  20. FINANCIAL PERFORMANCE • Excellent growth achieved despite downward revision in tariff norms • by CERC

  21. BEYOND XI PLAN • Power scenario: • National Grid capacity : 1,50,000 MW by 2027 • Investment requirement for POWERGRID by 2027: Rs. 6,000 Billion

  22. COMPARISION OF BANGALORE VOLTAGE ON TYPICAL DAYSIN LAST FOUR YEARS 420 2005 2003 400 380 2004 360 VOLTAGE IN KV ---> 340 320 2002 300 0:01 1:01 2:01 3:01 5:01 6:01 7:01 8:01 9:01 4:01 21:01 23:01 20:01 22:01 18:01 19:01 14:01 15:01 16:01 17:01 10:01 11:01 12:01 13:01 TIME IN HRS ---> ImprovedSystem Performance PERCENTAGE OF TIME FREQUENCY IN NORMAL BAND (49.0-50.5 Hz) 100.00 90.00 80.00 70.00 60.00 50.00 % OF TIME Post Sync. Of POST ABT / 40.00 Central Grids i.e. PRE ABT / ULDC ULDC NR, ER & WR, NER 30.00 20.00 10.00 0.00 YEAR 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2006-07 upto Aug'06 NorthernRegion Western Region Southern Region Eastern Region COMPARISON OF BANGALORE VOLTAGE ON TYPICAL DAYS IN LAST 4 YEARS

  23. FACILITATING PRIVATE PARTICIPATION • First Joint Venture (JV) project with M/s. TATA POWER successfully completed - Rs. 1,600 Crore • Commissioning of the project signifies the success story of Public-Private Partnership in Indian Power Sector. • This public-private participation model has been supported by premier institutions like IFC, ADB, SBI & IDFC. IFC appreciated the model in following words, “This is a unique model of public-private participation that has the potential for replication in India and abroad”

  24. FACILITATING PRIVATE PARTICIPATION • JVs under finalisation - • Signed MoUs with Five Independent Power Producers at Rs. 5000 Crore • Formed JVs with Torrent Power Ltd and Jaiprakash Hydro Ltd. (Rs. 1,300 Crore) • Koldam and Parbati transmission system at Rs. 660 Crore • Independent Power Transmission Company (IPTC) route • Part of Western Region Strengthening Scheme – II (Rs. 1600 Crore) through 100% private participation – bids under evaluation

  25. BUSINESS DEVELOPMENT • Strengths • In-house expertise in Planning, Engineering, Telecommunication, Load Despatch & Communication, Distribution, Sub-transmission, Contracting, Finance and Project Management • Providing Consultancy services to Power/ Telecom Utilities in India and at International level • Growth in Consultancy revenue:

  26. ROLE IN DISTRIBUTION REFORMS • Accelerated Power Distribution & Reforms Programme (APDRP): • Advisor-cum-Consultant (AcC) in 18 States spread over 178 distribution circles/ towns/ schemes costing about Rs. 7,450 Crore • Implementing network expansion and strengthening schemes of about Rs. 1,315 Crore on behalf of 7 States - Bihar, Goa, Uttar Pradesh, Gujarat, Meghalaya, Tripura and Mizoram on deposit work basis under bilateral arrangement. • Rajiv Gandhi Grameen Vidhyutikaran Yojana (RGGVY): • Implementing rural electrification projects in 9 States involving 88,300 villages with a total Project cost of Rs. 9,400 Crore. • POWERGRID’s share in total rural electrification work of the country is a major 30%. In 2006-07, POWERGRID successfully created infrastructure for electrification of 14,640 no. of villages, out of country-wide achievement of 40,000 villages.

  27. TRANSPARENT POLICIES & PROCEDURES • Well defined “Works & Procurement Policy and Procedures (WPP)”, for both pre-Award and post-Award activities, in place to facilitate quick decision making. • Well defined “Delegation of Power” in place to empower officers at various levels • Developed Systems & Procedure Manuals for most of the functional areas like Construction, O&M, Human Resource, Quality etc. • Committees of Independent eminent experts for advising POWERGRID on various issues like, Research & Development, Upgradation of ESPP document and environment compliance assessment, Telecom, Financial Management, etc. • Online Complaint Handling system on website.

  28. TOWARDSGREENENVIRONMENT • POWERGRID is the first PSU in Power Sector to develop “Environmental and Social Policy & Procedures (ESPP)”through public consultation with various stake holders. • Based on the principles of Avoidance, Minimization and Mitigation. • Widely appreciated by various funding agencies like The World Bank, ADB etc. • Total Forest involvement reduced from 6% to 2% • Implementation of projects without any rehabilitation and resettlement disputes. • In recognition to outstanding contribution, The World Bank awarded Green Award 2006

  29. Delegation of Powers to Board of Directors as MINIRATNA PSU Investment approval • Investment approval of a project costing upto Rs. 500 Crore Formation of JVs & Subsidiaries • Equity investment in JVs and subsidiaries up to 15 % of Networth in one project limited to Rs. 500 Crore. • Overall ceiling of equity in all projects - 30% of Networth.

  30. XI Plan – Major Projects • Generation linked schemes : Barh, Sipat I, Kahalgaon II, PH I, Korba III, Farakka III, Kawas II, Gandhar II, Koldam, Subansiri, kameng, Parbati III, Chamera III, Rampur, Power Evacuation from Sikkim projects, Neyveli II, Kaiga 3 &4, RAPP 5&6, Kudamkulam APP, Kalpakkam, Ultra mega Projects etc. • Grid strengthening schemes: Strengthening schemes in Western, Eastern, Northern regions. • Inter –regional Schemes : To enhance the inter-regional capacity to about 40,000 MW. • National Load Dispatch Centre

  31. MANPOWER GROWTH Average Growth in manpower 1.4% p.a corresponding to about 50% growth p.a. in Asset base

  32. Investment Approval by GoI • Appraisal by GoI if project cost > Rs. 500 Cr. • Prior approval under Sec. 68 of EA, 2003 • Approval of FR/RCE from Management • Submission of FR cum DPR to MoP along with draft PIB note & checklist • Recommendation of Public Investment Board (PIB) • Approval by Cabinet Committee on Economic Affairs (CCEA)

  33. Project Approved (24 weeks) POWERGRID to prepare FR and submit Draft PIB memo & DPR complete as per check list to MoP CCEA meeting and issue of minutes of CCEA Typical flow chart for approval of a project (Legend: AA-Appraising Agencies, MoP-Ministry of Power) 2 Weeks Submission of proposal by MoP to Cabinet Secretariat for its consideration by CCEA MoP to circulate DPR & draft PIB memo to Plang Commission/Concerned Min./ Appraising Agencies (AA) Zero Date 3 Weeks Comments on draft CCEA Note by different Ministries/ Departments with approval of concerned Minister Comments on Draft PIB memo by Planning Commission/AA 2 Weeks 5 Weeks MoP to circulate final PIB memo after incorporating comments issued by Plan. Comm/ Concern Ministries/ (AA) Preparation & Circulation of CCEA Note 4 Weeks 2 Weeks Issuing Minutes of PIB meting Convening PIB meeting 2 Weeks 4 Weeks

  34. DIVERSIFICATION IN TELECOM • Total Network Planned – 20,000 KM. covering 60 cities • Project cost: Rs. 1,000 Crore • Most of the planned Telecom Network already installed; connectivity provided to all metros, major cities & towns including NE and J&K • POWERGRID is one of the few telecom players with a marked presence in remote areas of the country. • Providing bandwidth capacity to major telecom players.

  35. PERFORMANCE DURING FY 2006-07 Laurels • Since 1993-94, continuously rated “Excellent” for performance against Memorandum of Understanding (MoU) with MoP • “MoU Excellence Award” for 6 FYs: • 2005-06, 2004-05, 2003-04,2000-01, 1999-2000 and 1998-99. • “Scope Award for Excellence and Outstanding Contribution to the Public Sector Management” conferred on Dr. R. P. Singh, CMD, POWERGRID for the year 2005-06 • “National Awards for Meritorious Performance” in construction and operation during 2004-05 & 2005-06 (4 Gold shields and a silver shield ).

  36. Corporate Planning Roles and Responsibilities • Single window co-ordination with external agencies • Preparation of the Strategic Plan for the Company • Funds tie-up from Multi Lateral Funding agencies (WB,ADB, JBIC etc.) • Co-ordination with Finance/ Engg./ Contracts departments for proper resource allocation to various projects • Ensure expeditious investment approval from appropriate authority

  37. Human Resource Development • Emphasis on integrated development of employees • Suitable budget allocation since we treat training as an investment • at least 1.5% of salary budget; can go upto 5% • Competency mapping at Sr. levels • right person at the right job • Capitalise on individual strengths and development of teams • An annual asset growth rate of about 50% has been achieved against a meager manpower growth of 1.4% per annum.

  38. POWERGRIDS RESPONSE TO SOCIAL CAUSES • Evolved most effective Disaster Management System to minimize the impact of natural calamities like floods, cyclones, Earthquake etc. • Quick restoration of power supply through Emergency Restoration System • Gujarat cyclone in 1998, restored within a week • Orissa Cyclone in October, 1999, restored within 11 days • Gujarat earthquake in January, 2001 • Restored power supply within one week • Reconstructed 10 damaged Sub-stations within a record time of 3 months, dedicated to the Nation by the Hon’ble Prime Minister • Restoration work in Andaman after Tsunami • Tower collapse in Delhi & Karnataka • Employees contribution during Earthquake in Kashmir

  39. Approval by BoD APPROVAL OF REVISED COST ESTIMATE RCE Cost  Rs. 500 Cr Yes No COD on RCEs No Yes First RCE, Variation entirely due to change in allowable fiscal factors within PTC Variation from 10-20%after excluding allowable fiscal factor within PTC Variation>20%after excluding allowable fiscal factor within PTC <5% of the latest approved cost excluding fiscal factor within PTC Variation upto 10% after excluding allowable fiscal factor within PTC >5% of the latest approved cost excluding fiscal factor within PTC Shall be appraised by PC and approval by MP & FM Shall be appraised by PIB & approval by CCEA Shall be appraised by PIB & approval by CCEA Shall be appraised by PC and approved by MP Shall be approved by MP in consultation with PC BoD – Board of Directors , COD – Committee of Directors, PC - Planning Commission, PTC – Project Time Cycle, MP – Minister of Power, FM – Minister of Finance, PIB – Public Investment Board CCEA – Cabinet Committee on Economic Affairs,

  40. TRANSPARENT POLICIES & PROCEDURES Benefits: • Effective & efficient systems & procedures in place • Facilitating quick and effective decision making through empowerment • Commissioning of projects within schedule or ahead of schedule • Minimal Contractual disputes • Efficient dealing of statutory requirements like environment issues, audit issues etc. • Minimizing adverse comments from external auditing agencies. • Minimising public contact. • Increasing confidence of stake holders.

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