Developing Business Competence: A model based on Viable Systems
Developing Business Competence: A model based on Viable Systems
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 />
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