Eskom 2010MW Project: Closeout report

1. Eskom 2010MW Project:Closeout report S.Bhana 18 August 2010

2. Contents • Journey to 2010 • 2010 Project Objective and Mandate • Project Delivery and achievements • Additional key 2010 facts and figures • Key Lessons learnt • Legacies and areas that could be hard wired/capitalised on • Conclusion

3. Journey to 2010 Hosting Testing Managing Planning Knowing Intelligence gathering Understanding The event Learning Curiosity

4. 2010 Project Objective and Mandate • Overall Project Objective: “Build public confidence in Eskom and the system” (system being the electrical network from the Power station to the customer point of supply). • Project Mandate: “Ensure a reliable electricity delivery, Eskom preparedness and treatment of risks to enable a successful 2010 FIFA World Cup”.

5. Project Delivery Barometer: Overall project 2014-11-30 5

6. Overall Achievements • Delivered for SA • +36,000 Eskom & Municipal electricity department staff united to deliver for the 2010FWC • Zero interruptions to supply to key 2010 installations during match times • Delivery on mandate and achieved objective

7. Key achievements over the four project phases: Phase 1 (April 2007 to March 2008): • Establishment of the Eskom 2010MW project, project platforms and focus areas • Divisional deliverables identified and assigned. List of critical deliverables developed for the Networks (Transmission and Distribution). • Reliable and interruption free electricity supplies to various 2010 related events • Identification of key stakeholders and initiation of relationship building and strengthening activities. • Establishment of the 2010 Electricity Supply Industry Forum (2010 ESI) as a key information sharing and collaboration point by the Association of Municipal Electricity Undertakings (AMEU) and Eskom. • Greening 2010 initiatives in conjunction with DEAT • Successful benchmarking and intelligence gathering exercises with key learning incorporated into the project platforms

8. Key achievements over the four project phases: Phase 2 (April 2008 to March 2009): • Establishment of the regional electricity task teams for 4 (four) 2009FCC host cities. • Successful rollout of various operational plans and infrastructure projects to secure supplies for the 2009 FCC • 2010 command centre concept reformulated and refocused into concept of the situational awareness centres • Internal Eskom 2010 campaign initiated • Pro-active assurance audit by Eskom forensics and assurance department Opinion on Eskom preparations for 2009 FCC: • Eskom is Ready, to deliver on the agreed mandate of providing a reliable, adequate and secure electricity supply during the 2009 FCC

9. Key achievements over the four project phases: Phase 3: (April 2009 to March 2010): • A successful 2009 FCC: • 16 days of live operation (12-28 June 2009), 16 matches, 0 electricity incidents effecting matches • Communication staff across Eskom trained on event and emergency communication (1 day training exercise and application of the training through manning of the communication function at the various Situational Awareness centres setup) • Technical staff trained on event monitoring, reporting and co-ordination • Areas of success and enhancement identified • An understanding created of the event electricity requirements, operational considerations and communication considerations

10. Key achievements over the four project phases: Phase 3: (April 2009 to March 2010): • Nine (9) collaborative 2010 electricity task teams established for all 2010 host cities, incl. Ekurhuleni (OR Tambo International Airport). Task Teams consisted of Eskom, Municipal and Host city 2010 unit representatives • Eskoms “New IRM way” approach adopted and implemented across the project. • Marketing activations to unite, inspire and call Eskom staff to action in powering the 2010 FWC rolled out across Eskom • National, regional and division specific 2010 emergency preparedness simulations and tests conducted across Eskom and in some cases with the respective municipalities • SAPP support and Pledge signed in 2009 for the 2010 FWC • Forecast in place and production and outage planning optimised to cater for 2010 FWC – Adequate supplies to meet 2010 FWC load. • Formal commitment of SAPP donation of green supplies to 2010 FWC

11. Key achievements over the four project phases: Phase 4: (April 2010 to July 2010): • A successful audit of Eskoms 2010 FWC readiness by KEPCO • A unified ESI wide delivery for the 2010 FWC: • 1 Goal: reliable and uninterrupted electricity delivery for the FWC • 1 United ESI: Eskom + Municipal electricity Departments + key 2010 stakeholders = 1 significant contribution to enhancing Brand SA • 64 FWC matches were supplied with reliable and un-interrupted power • 0 (Zero) security related outages during 2010 FWC • A National and 9 Regional situational awareness centres (SAC’s) were implemented from 4 June 2010 to 16 July 2010 and served to be the intelligence gathering and information co-ordination hubs that allowed Eskom to pro-actively manage various issues pertaining to delivery for the FWC and integrate with the various Govt. 2010 structures, thereby allowing South Africans to experience and watch the 2010FWC without any electricity related issues.

12. Key achievements over the four project phases: Phase 4: (April 2010 to July 2010): • A consistent and uniform communication process and message aligned with the various 2010FWC stakeholders. • The weekly electricity performance report proved to be an excellent medium to update stakeholders – positive media coverage generated nationally and internationally on Eskom’s technical performance. • Exposure to media management by identified regional spokespersons a positive step in dealing with media and issues at a regional level • Strengthened relationships and collaborative efforts with the various stakeholders • Acknowledgement of Eskom as a contributor to the 2010 Local Organising Committee’s Green Goal programme in November 2009.

13. Additional key 2010 facts and figures • Supply/Demand Balance: • The peak demand experienced during the FWC was 36,705 MW. • Over the course of the event, emergency generation (OCGT) was only required 6 times (with a maximum of 4 units) and the use of Interruptible Load Shedding (ILS) was also only required 6 times. (for meeting the system demand) • A total of 446MW and 155MW of supplemental and instantaneous Demand Market Participation, respectively, was available over the FWC period. • Key Industrial Customers have assisted by reducing load, or carrying out their maintenance during this period. The load reduced peaked in July 2010 with at least 370MW being reduced on a daily basis up to the end of July 2010. • There was no need to resort to the further contingency measures of requesting additional load reduction; although this was available should it have been required. • Zero (0) generation related interruptions • Zero (0) interruptions were recorded on any of the water supply schemes or infrastructure during the pre and post FWC period.

14. Additional key 2010 facts and figures • Supply/Demand Balance: • Power Alert - Match days during the FWC only: • The average weekday performance (savings) in the evening peak of all flighted days was 733 MW. • The average impact at the time of a red flighting is 915 MW (Red flightings only occurred on match days). • Power Alert - Rest days during the FWC only (30 June 2010, 1, 5, 8 & 9 July 2010) • The average weekday performance (savings) in the evening peak of all flighted days was 176 MW. • There were no red flightings on rest days • Networks: • A number of Dx projects specific to the FWC (direct costs) were undertaken as well as Dx projects indirectly related to the FWC in terms of strengthening supplies to the various host cities and networks to the host cities and key installations • Supply, installation, testing and commissioning of the UPS at Royal Bafokeng Stadium done in 4 weeks • A total of 40 EPP exercises were conducted in preparation for FWC in Transmission over a period of 2.5 years. These included joint task team and national exercises.

15. Additional key 2010 facts and figures • Security: • A total of 3,698 security staff were deployed purely for the 2010 FWC, of which 924 were Eskom employees and 2,774 were contractors. • Security personnel travelled a total distance of 166,159 km to secure and protect key Eskom 2010 FWC related assets • 45 security personnel were trained in crowd control practices. • Marketing and communications: • Eskom 2010 activations and 2010 key messaging rolled out throughout Eskom covering +36,000 staff • All 6 of the Dx regional general managers including 2 senior managers in Northern region as well as the 6 Dx communications managers received media training specifically for the FWC.

16. Additional key 2010 facts and figures • Human Resources: • A total of 13,497 critical frontline staff members were identified across the Eskom Line divisions and were key in supporting Eskoms initiatives for the FWC • Human Resources ensured, in co-operation with line management, that all critical frontline staff’s driver permits, operating authorizations etc. were renewed and valid before the tournament. Additional training interventions were scheduled to renew these permits. In Distribution for example, 697 driver permits and 503 operating authorizations were renewed in this process. • A total of 516 of the 603 positions identified as critical vacancies (frontline staff environment) were sourced prior to the commencement of the FWC. The bulk of these positions were in the Distribution Division

17. Additional key 2010 facts and figures • IT: • IT support services enhanced for critical IT systems to ensure delivery for the FWC. • Eskom and where possible Municipal electricity networks and key FWC site information has been captured into a GIS system for all 9 of the host cities. Over 55 people (Eskom and municipal staff) were trained on the use of this GIS software. • Greening 2010: • HCB, LEC and SNEL issued letters highlighting that all green energy produced by them, in terms of the PPA, will be dedicated to the FWC as their contribution – total green energy contribution is in excess of 1540MW.

18. Key lessons learnt over the 4 phases of the project were: • Through common goals, anything is possible • Value of effective and timeous planning for events such as these • Keep the objective, mandate and scope of work simple, clearly define it and ensure that it is understood by all involved. • Key to delivery is the focussed project management of deliverables with regular one on one feedback sessions with key role-players • Projects / Events of this magnitude need dedicated team members with their key focus on the project. Team members must have extensive knowledge of projects and the related equipment, services, applications and strong people skills. • Relationships as a priority for success. The importance of engaging, involving and partnering with all stakeholders in delivering on an important such as the FWC is critical. • The importance of simulations and EPP exercises in ensuring that the organisation is prepared to deal with various scenarios • The significant value of focussing on risks and the treatment thereof early in the planning process so as to enhance delivery • The benefit of processes such as the SACs relies strongly on accurate and timeously available information. • Messaging to the public should be kept simple, clear and consistent.

19. Post the 4 phases, the legacies and areas that could be hard wired/capitalised on: • The FWC gave the ESI a common goal to work towards, working across traditional ESI boundaries. Similar benefit could be obtained by identifying specific initiatives in the future that could be rolled out in this manner. • The SAC structure added value, and under specific conditions in future could be re-utilised. • The new relationship forged between Eskom and municipalities at the Regional Task teams and the 2010 Electrical Supply Industry Forum should continue. It has introduced a higher level of trust, cooperation and sharing of best practices for the benefit of the electricity industry. • The heightened level of escalation and monitoring of faults has shown to improve response and restoration times. This function should continue. • The weekly report issued on the supply/demand status by the media desk should continue to be issued beyond the FWC. This proved to be valuable to keep all stakeholders informed

20. Conclusion Thank you ….. WE DID IT! 2014-11-30 20