Power
Sector Reforms were initiated in 1991 with initial focus
on generation sector. Subsequently the thrust is shifted
to distribution which is the real interface between
power utilities and millions of consumers. The objectives
of re forms are to provide reliable quality power at
affordable rates to consumers of all categories and
to improve the commercial viability of the power sector
as a whole. MOP of GOI has launched a strategic scheme
– APDRP (Accelerated Power Development & Reform
Program) with the twin objectives of reducing (and finally
eliminating) the commercial gap and simultaneously improving
quality of service to consumers. A.P State Regulatory
Commission has issued so far five consecutive annual
retail tariff orders with no upward revision of tariffs.
On the other hand there was downward revision for high
end categories like industry and commerce in addition
to marginal relief to other categories. Rebate in tariffs
were provided for industries who consume more energy
in a month compared to same month last year.
The general perception is that the revenues go down
with
lowering of tariffs, but the revenues increased two
fold from Rs.4881 Crores in 1999-2000 to Rs.9794 Crores
in 2004- 2005. During the year 2002-03 the metered sales
have gone up by 12.66%, whereas the Ex-bus energy was
up by 2.5% compared to previous ye a r. This was largely
due to mass regularisation (one time) of unauthorised
domestic services and also improving quality of power
supply. The following KPIs (Key Performance Indices)
indicate the achievements:
It
can clearly be seen that the following objectives enunciated
in the National Power Policy are achieved:
2.
POWER SUPPLY QUALITY
·
All 11 KV feeders are provided with electronic meters
with remote meter reading and load survey facility c
ap able of storing last 35 / 60 days of data. ·
11 or 33 KV feeders with industrial loads are converted
into exclusive industrial express feeders by shifting
other category loads to different feeders. Uninterrupted
supply is being maintained and several captive plants
are retired and industries have reverted back to grid
supply. In 2004- 2005 the HT Sales have registered a
22% increase over 2003-2004.
· 120 number of substations in and around Hyderabad
HUDA area measuring 1554 Sq. KM are covere d by SCADA.
The data acquisition and controls like circuit bre a
ker operation, on load tap changing and relay indications
etc., are from one single master station. This system
is in successful operation for the last two and a half
years.
· TCMS (Trouble Cell Management system) HUDA
area is integrated with SCADA.
· Round the clock
Mobile Vans with GSM connectivity are employed in cities
and major municipalities for faster attendance of consumer
complaints.
· Consumer Care Centres (Outsourced) for receiving,
attending, intimating & verifying of compliance
are established in cities & major towns.
· EROs (Electricity Revenue Offices) & Cash
Collection Centres are networked.
· Multiple payment options (e-seva , e-banking,
credit card , drop boxes, etc.) are provided for consumers.
· KPIs (Key Performance Indices) are fixed and
a PMRS (Performance Maintaining & Reporting System)
is in place for rating the performance & guidance
towards improvement.
3.
CRISIL RATING
A.P stood first in CRISIL Rating for its performance
in power sector with 57.03 points. The generating stations
of APGenco (Vijaya wa d a , Rayalaseema and Kothagudem)
are consistently winning
awards
for highest productivity and low fuel consumption. The
generation sector scored highest points 4.75 over all
other states in CRISIL ratings. APERC gave specific
(tariff orders) directives to be achieved by the utilities
in regulating power purchase cost, reduction of loses,
metering, improvement in metered sales, increase in
specific revenue, reduction of meter exceptionals, etc
and was conducting periodical reviews and provide guidence,
to utilities towards achieving set targets. APERC has
initiated action for implementing LTTP. APERC occupied
top position with 12.38 points over all other state
ERCs in the country for its most progressive outlook
and actions. The objectives of reforms are achieved
to a large extent through internal efficiency improvement
and no upward revision of tariffs. Several action plans
drawn-up & implemented in A.P towards improved power
supply, accurate metering, prompt billing and efficient
collections can perhaps be studied by other power utilities
and adopted with suitable modification
to suit their specific requirements.
