Beruflich Dokumente
Kultur Dokumente
By K Gnanadesikan
Himangshu Shekar Das
1. Vision Statement of the Ministry
3. Objectives
12. Ensuring financial viability of the power sector in general and the
distribution sector in particular.
3. Even in habitations having access to electricity all households have not been
electrified.
4. The sector is suffering from unsustainable financial losses. The loss making
distribution sector has made the viability of the entire value chain namely
generation, transmission and trading a big question mark.
5. Project execution is marked by delays and roughly only 50% of the targeted
capacity is added in almost every plan period.
7. Coal based thermal power generation has several areas of concern. First and
foremost of them is the inadequate availability of long term domestic coal
linkages. This requires working closely with the Ministry of Coal and working
out an appropriate strategy for domestic coal linkage for power sector.
Secondly rising requirement of imported coal has strategic implications in
terms of energy security for the country. In addition, the high cost of imported
coal has also implications for the competitiveness of produced power.
9. In view of the problem associated with coal based thermal power generation
stated above, natural gas based power generation continues to be a major
source of clean power. However adequate availability of Indigenous natural
gas continues to be a matter of concern. In addition pricing of indigenous gas
has considerable implications for the price of gas based power.
3
10. Liquefied Natural Gas (LNG) continues to be a costly source of energy for
production of electricity. Long term LNG contracts at competitive prices need
to be ensured.
11. Nuclear power currently accounts for a very small share of the overall
production. This needs to be stepped up considerably in the next 10 years.
Long gestation of these projects is another area of concern.
13. The most critical issue affecting and eroding the viability of the entire sector is
the huge aggregate transmission and commercial losses due to high theft and
technical losses.
14. Currently the country has only one major supplier of generation equipment
namely BHEL. Therefore, there has been delay in commissioning of generation
projects. Therefore both public and private sector generation projects are
forced to order imported generation equipments. There is a need for
augmenting the generation equipment manufacturing capacity in the country.
15. While a good beginning has been made in term of energy conservation and
energy efficiency measures, much more needs to be done. While industries
have been in the forefront in energy efficiency measures purely as a cost
reduction and competitive strategy, domestic household sector is largely
untouched. Replacement of incandescent bulbs by Compact Fluorescent Lamp
(CFL) in a time bound manner has become a top priority. Energy efficient
buildings and lighting systems need to be promoted on a large scale.
Key stakesholders:
The key stakesholders are listed below.
4
3. Ministry of Petroleum and Natural Gas, GoI
4. Ministry of Railways GoI
5. Ministry of Shipping GoI
6. Dept. of Atomic energy GoI
7. Ministry of Non- conventional energy sources.
8. Ministry of Environment and Forests
9. State Governments
10. Central Electricity Regulatory Commission (CERC)/ Appellate Tribunal
11. State Electricity Regulatory Commissions (SERC)
12. Generation utilities
13. Power grid/Central Transmission utility
14. State Transmission Utilities
15. Distribution companies
16. various categories of consumers and bodies representing them
17. Union Planning Commission
18. Financial Institutions
19. BHEL and other equipment suppliers
20. Bureau of Energy Efficiency
SWOT analysis
Strengths Weaknesses
5
the entire spectrum of activities in the sector power for Agriculture.
Opportunities Threats
8
12.Renovation and mordernisation of old plans: Renovation and
Modernisation and Uprating of existing hydro and thermal power plants
which are at the end of their useful life is a very cost effective strategy for
optimizing availability of power in a relatively shorter period of time,
compared to greenfield projects.
7. Implementation Plan:
2. Long term fuel linkage: Ministry of coal may be requested to allot coal blocks
for mining only through competitive bidding. Generation projects without
domestic coal linkage shall go for long term imported fuel supply contract
through competitive bidding route. Ministry of P&NG may be requested to
clearly indicate the quantum of gas available for power generation and for the
remaining gas based projects imported LNG may be sourced through long term
supply contracts.
3. Open Access: Open access may be ensured by separating wire and supply at
11KV and low tension level as well as abolition of cross subsidy surcharge by
appropriate amendment if required.
9
6. DSM measures: Submission of annual action plan of verifiable DSM measures
by DISCOMS may be monitored by SERCs and State Governments and
Government of India may provide appropriate monetary incentives for
achievement of DSM measures by DISCOS/ DSM companies.
This strategy instead of requiring resources from the exchequer will provide
resources to the exchequer of state governments since core element of this
10
strategy is privatisation of urban circles in the country. Power-grid the central
transmission utility will not require any budgetary support in view of its financial
strength for its investment in capital expenditure by way of interstate 765 KV/ 400
KV and HVDC network. State transmission utilities may require funds which can be
met by borrowings. Generation companies can also meet capital expenditure
requirements by borrowing and IPO listing. Distribution companies may require
substantial funds for upgrading distribution infrastructure. This can be met by PFC
and other FIS. It is rural electrification which will require financial support by way
of grants form GoI and state governments. This can be met by R-APDRP/RGGVY.
Power trading has evolved over the last decade. This will develop further
with further deepening of open access.
12.Contract Management
11
Wherever electrification through conventional line is not feasible due to
forests and other natural barriers, alternative sources like solar power units, micro
hydel units. will be installed for street and home lighting.
10-15% of the total demand will be created as spinning reserve for meeting
contingencies due to breakdown of generating unit or transmission lines or grid
collapse. Pumped storage plants will be taken up whenever feasible. Industries will
be encouraged to install captive plants for meeting any sudden unanticipated
breakdown.
19.Research and Development : R&D will be the focus of Central Power Research
Institute (CPRI) and BHEL.
12
IN MW
2012-13 2013-14 2014-15 2015-2016 2016-2017 Total
Hydro 10,000
Nuclear 4,000
Gas 16,000
Coal 70,000
Total 1,00,000
9. Linkage between Strategic plan and RFD: This strategic plan has been
prepared with a perspective period of 10 years with indicative target for 12th plan
(2012-2017). 12th plan capacity addition and capital expenditure in transmission
and distribution have been broken into year-wise targets. Also reduction of AT&C
losses has been proposed as annual targets. These annual targets will form part of
Results Framework Document (RFD)
14