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Developing Business Competence: A model based on Viable Systems

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Seminar <strong>on</strong> “Organisati<strong>on</strong>al Restructuring of SEBs” D.V. Ramana<br />

stressing the issue of reducti<strong>on</strong> of T&D losses. As the licensees were not<br />

able to achieve the targets fixed by the Commissi<strong>on</strong>, the losses went <strong>on</strong><br />

increasing. Following table shows the gap between the proposed and<br />

allowed expenses and losses.<br />

T&D Losses: Proposed and Approved (Orissa)<br />

Proposed Approved<br />

1999-00<br />

Transmissi<strong>on</strong> Losses 5.30% 4%<br />

Distributi<strong>on</strong> 40-47 % 31%<br />

2000-01<br />

Transmissi<strong>on</strong> Losses 4% 3.70%<br />

Distributi<strong>on</strong> 38 - 42.6% 31.46<br />

Source: Tariff Orders issued by the OERC<br />

So part of the losses reflected by the companies may be attributed to the<br />

n<strong>on</strong>-allowance of the expenses, losses coupled with n<strong>on</strong>-acceptance of tariff<br />

proposed tariff rise.<br />

5) Profit (loss) decreases (increases) with increase in sale volume to the<br />

low-tensi<strong>on</strong> c<strong>on</strong>sumers.<br />

It is important to note that losses (T&D) vary with the c<strong>on</strong>sumer mix. A<br />

divisi<strong>on</strong> with higher LT c<strong>on</strong>sumers will be having higher losses. Following<br />

table dem<strong>on</strong>strates the same.<br />

Divisi<strong>on</strong>- A<br />

Divisi<strong>on</strong>-B<br />

Input Billing Input Billing<br />

LT 40 24 60 36<br />

HT/EHT 60 54 40 36<br />

Loss 22% 28%<br />

The total loss in the system increases from 22% to 28% because the<br />

proporti<strong>on</strong> of LT c<strong>on</strong>sumers goes up. So other things remaining c<strong>on</strong>stant,<br />

loss increases with the increase in sales to the LT c<strong>on</strong>sumers.<br />

Experiments and Experiences of Orissa’s Model: An Analysis<br />

To address the problems of the power sector, the Government of Orissa decided <strong>on</strong> a<br />

comprehensive restructuring of the entire sector. Some of the steps taken were as<br />

follows;<br />

• Unbundling;<br />

• Devoluti<strong>on</strong> of Revenue Management; and<br />

• Corporatisati<strong>on</strong> and Privatisati<strong>on</strong><br />

The following paragraphs explains the principles underlying these steps and experiences<br />

thereof.<br />

Unbundling<br />

State Electricity Boards (SEBs) were established as vertically integrated organisati<strong>on</strong>s to<br />

undertake generati<strong>on</strong>, transmissi<strong>on</strong>, and distributi<strong>on</strong> of power. The un-bundling of the<br />

industry is <str<strong>on</strong>g>based</str<strong>on</strong>g> <strong>on</strong> the realisati<strong>on</strong> that it is possible and desirable to separate the<br />

transportati<strong>on</strong> from the thing transported. In other words ‘Electricity’ as a product can be<br />

2

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