SUMMARY ASsET MANAGEMENT PLAN

Size: px
Start display at page:

Download "SUMMARY ASsET MANAGEMENT PLAN"

Transcription

1 SUMMARY ASsET MANAGEMENT PLAN INFORmATION DISCLOSURE FOR ELECTRICITY NETWORKS JUNE ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019 1

2 contents CHIEF EXECUTIVE S STATEMENT... 2 POWERCO AND THE NEW ZEALAND ELECTRICITY INDUSTRY... 4 OUR ELECTRICITY NETWORK... 6 ASSETS COVERED... 7 THE ASSET MANAGEMENT PLAN AND PROCESS... 8 PURPOSE OF THIS AMP SUMMARY... 9 PROCESS OVERVIEW... 9 ASSET MANAGEMENT STRATEGY OVERVIEW WHO WANTS WHAT FROM THE ASSETS STATE OF THE ASSETS PERFORMANCE AGAINST TARGET OVERVIEW RISK MANAGEMENT ASSET LIFECYCLE PLAN NETWORK DEVELOPMENT PLAN NETWORK ENHANCEMENT CAPITAL EXPENDITURE OPERATIONAL EXPENDITURES FINANCIAL ASSET MANAGEMENT IMPROVEMENT INFORMATION SYSTEMS SERVICE PROVISION STRATEGY PROJECT MAPS KEY DEFINITIONS SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

3 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019 1

4 CHIEF EXECUTIVE S STATEMENT The Asset Management Plan (AMP) is an important part of Powerco s planning framework. It describes how we will manage our electricity distribution network to meet the reliability standards of electricity supply that our customers demand and the commercial performance that our shareholders expect. Over the past 15 years we have performed well in efficiently delivering a reliable electricity supply. In the past seven years we have doubled our expenditure on the network, even though Powerco s charges have decreased by 6% in real terms as a result of price-constraining regulation. Despite this increased expenditure, reliability has remained static and the risk of breaching our reliability targets has materially increased. This issue is illustrated in figure 1 where there is a widening gap between target (red line) and forecast performance (blue bars) SAIDI (Class B+C) minutes Actual and Forecast SAIDI Reliability Forecast Reliability (Apr-09 AMP Spend) Forecast Reliability (Apr-10 AMP Spend) Actual Reliability (incl. storms) Target Reliability (AMP) Improvement due to increase in spend due to CPI-0% threshold change Improvement due to increased work done for same money Year Actual Reliability (excl. storms) (Ending March) Forecast Reliability (Apr-10 AMP + 5% more work) Regulatory Threshold Forecast Reliability (based on IR Spend) Deterioriating reliability due to regulation constaining expenditure (reduced) We take the risk to reliability very seriously and have committed to further increases in expenditure to minimise this risk. This AMP commits to an additional annual $5.5 million expenditure, growing to $6.7 million by This increase has been made possible by a change to the Default Price Path (which regulates Powerco s revenue) effective from 1 April This change means Powerco can now maintain its prices in real terms, as opposed to the previous price path, which kept Powerco s charges 2% lower than the Consumer Price Index. We look forward to the conclusion of the current regulatory development process to provide greater certainty for further investment decisions. The magnitude of the investment needed to renew an increasingly ageing network and increase its core security is significant. Based on our analysis, a further $17 million of annual expenditure is necessary to reduce the reliability risk to an acceptable level. This is highlighted in figure 2, which shows that even though capital expenditure has increased significantly, the network will continue to age without a further step-change increase in expenditure. Total Capex ($m) $140 $120 $100 $80 $60 $40 $20 $0 Network Average Age and Forecast Capex Average Age Figure 1: Actual and Forecast Reliability Performance Total Capex Average Network Age Year (ending June) Figure 2: Network Age and Forecast Capex 2 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

5 The modest regulatory changes so far have enabled Powerco to increase its focus on security and redundancy. In lay terms, this means duplicating key components of the backbone of the network to improve security. This will improve the resilience of the network (and hence reliability) and its capacity to accommodate future growth. We also continue to develop a range of innovative solutions to improve reliability and are looking to develop the foundations of smart grid technology and other solutions to maximise the use of assets and the service from those assets. The most important outcome of our increased investment is that we will be better able to meet the demands of our customers and the requirements of regulators. The demand from Powerco s customers for a reliable electricity supply has continued despite the recent recession. We expect this demand to increase steadily, particularly in rural areas as the farming industry increasingly adopts new electricity-dependent technology. As the recession (and the global financial crisis) had little impact on our growth, the expenditure reductions foreshadowed in the 2009 edition of Powerco s AMP were largely avoided. If future growth is significantly higher than expected, particularly in areas with already limited redundancy, then this will require increased investment only a small part of which is contributed to by the new or upgrading customer. Powerco faces a number of ongoing challenges to provide the level of service expected by our customers at a price that is reasonable. However, customers and stakeholders need to be aware of the intrinsic link between price and quality. In short, more investment in the network will lead to better quality service but higher prices for consumers. Too little investment will constrain prices but will ultimately lead to deteriorating levels of service. This is a constant balancing act and Powerco s AMP (which this document summarises) describes in detail the company s plan for addressing these vital issues and how it goes about achieving the optimum balance for consumers and stakeholders. We welcome feedback on our AMP or any aspect of Powerco s business. Feedback can be directed to corp_office@powerco.co.nz Richard Krogh Chief Executive The need for increased expenditure to replace assets was confirmed by independent consultants Farrier Swier Consulting in their report to the Commerce Commission on electricity distribution network asset management. Farrier Swier found that Powerco may need to increase renewal expenditure in the period 2009 to 2014 by 27% (reaching $30 million by the midway point in 2012) and from 2014 to 2019 by 71% ($44 million in 2017). SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019 3

6 POWERCO AND THE NEW ZEALAND ELECTRICITY INDUSTRY To provide relevant feedback on Powerco s AMP, it is vital that any interested parties understand the structure of New Zealand s electricity industry and Powerco s role in it. This country s electricity industry has undergone considerable structural change over the past 12 years as the Government has worked to promote competition, reliability, and fair prices for consumers. As part of the distribution sector, Powerco sits midway along the supply chain. It contracts with Transpower for transmission services and with generators embedded in our networks. At present, we do not sell electricity we own and operate the infrastructure that delivers it from the National Grid to individual homes and businesses. Our main customers are energy retailers with whom we have wholesale use of system agreements. We invoice retailers for the cost of our services, which comprise delivery (including transmission charges), and maintaining and upgrading the distribution network. Retailers bundle up the cost of our services, along with their own services and those of generators, into your monthly electricity bill. Retailers, who compete for customers, set the overall price for the end consumer. The different sectors of the industry are described next. 4 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

7 Figure 3: Sectors of the New Zealand Electricity Industry 1. Generation 2. Transmission 3. Distribution 4. Retailing 5. Consumers Generators, as the name suggests, are the companies that generate electricity in power stations. Generators are also entitled to sell electricity to consumers and energy retailers. Around 40 generation sites supply electricity to the National Grid. Transpower owns and operates the National Grid, which comprises switchgear, pylons, and high-voltage cables for transmitting bulk electricity from generation sites to distributors. Transpower transmits electricity from generating stations to 173 Grid Exit Points (GXPs) around New Zealand. These GXPs are the points of supply for distribution networks like Powerco s. At the GXPs, electricity is transformed to lower voltages then distributed to end-users via overhead lines and underground cables by local distribution (lines) companies. There are currently 29 distribution companies, which operate within set boundaries and range from publicly listed companies to community-owned trusts. The 1998 Electricity Reform Act required full ownership separation of distribution businesses from energy (retail and generation) businesses, preventing Powerco and other lines companies from participating in the retail or generation sectors. The Electricity Industry Bill 2009 allows distribution companies to once again participate in the retail and generation sectors, subject to strict controls. Retail companies sell delivered electricity to end-consumers. These companies are also allowed to participate in the generation sector. Residential and business consumers buy delivered energy from retail companies. Large industrial and commercial consumers also purchase electricity from retail companies but may also have the option of contracting directly with distribution companies for electricity distribution services. SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019 5

8 OUR ELECTRICITY NETWORK Powerco is New Zealand s second largest electricity distributor. We own and operate a large network of electricity distribution assets that deliver more than 4400 GWh of electricity through 27,400km of lines and cables to more than 317,000 consumer connections. Powerco s networks cover the Coromandel Peninsula, Thames Valley, Tauranga and Western Bay of Plenty, South and East Waikato, Taranaki, Wanganui, Rangitikei, Manawatu, Tararua and Wairarapa. OPERATIONS Electricity Networks Electricity distribution networks in the Tauranga, Thames, Coromandel, Eastern and Southern Waikato, Rangitikei, Taranaki, Wanganui, Manawatu and Wairarapa regions. Figure 4: Powerco Electricity Network Operations Map 6 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

9 ASSETS COVERED The full AMP, to which this summary refers, provides detailed information on Powerco s fixed electricity network assets. The following graphs and table provide a summary of the assets covered. 2,500,000 Replacement Cost by Asset Category Electricity Network Replacement Cost by Asset Type $million 1,200 1, Replacement Cost ($000) 2,000,000 1,500,000 1,000, ,000 0 Overhead Underground Transformers Switchgear Substations Overhead Line Underground Cable Distribution Transformers Distribution Switchgear Zone Substations SCADA/Comms/Ripple Spares (Emergency & Critical) Assets Valued at ODV Replacement Cost Assets Valued at Current Replacement Cost Figure 7: Replacement Cost by Asset Category. Table 1: Key Network Statistics Asset Category Figure 5: Electricity Network Asset Replacement Cost by Asset Type (2004 ODV Valuation). Electricity Network Replacement Cost by Function 1,200 1, Key Network Stats as at 31 March 2009 Total Eastern Southern & Western Length of Overhead Circuit (km) 23,089 8,189 14,900 Length of Underground Circuit (km) 6,185 2,809 3,376 Subtransmission Circuit Length (km) 1, ,068 Distribution Circuit Length (km) 16,638 5,905 10,733 Low-Voltage Circuit Length (km) 10,970 4,495 6,475 $million Number of Zone Substations and Switching Stations Zone Substation Transformer Capacity (MVA) 1, Distribution Transformer Capacity (MVA) 2,870 1,376 1,494 0 Subtransmission Zone Substation & GXP Protection & Control Distribution Distribution Substation Low Voltage Spares (Emergency & Critical) Figure 6: Electricity Network Asset Replacement Cost by Functional Category (2004 ODV Valuation). SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019 7

10 THE ASSET MANAGEMENT PLAN AND PROCESS With Powerco s electricity network assets ranging in age from new to more than 50 years old, effective long-term planning is a fundamental requirement of our business. Our AMP is an integral part of that planning because it not only explains Powerco s management and maintenance policies, but also sets out our plans for focussed investment in security, capacity and reliability of an ageing network that is facing constantly rising levels of demand. This means Powerco has increasing investment requirements as assets progressively reach the end of their useful lives. The full AMP contains specific details on Powerco s short- and long-range planning for network development, renewal and maintenance. In other words, the AMP is a high-level document providing management, stakeholders and any interested parties with a broad overview of Powerco s asset management policies, asset details, service levels, capital and maintenance works planning, expenditure forecasts, risk management and performance evaluation. Incorporating information from a range of other internal documents, the AMP sets out the performance criteria for the assets, and summarises the actions needed to achieve those performance criteria. Developing the AMP is a key step in ensuring that the needs of all stakeholders are properly considered and incorporated into Powerco s long-term asset management strategies. It also ensures that plans provide, subject to any regulatory constraints, the optimum balance between levels of service and the efficient costs to provide the required service. Figure 8 illustrates the structure of the full AMP and what each section is trying to address. Who wants what from the assets? What is the state of the assets? Section 2 Define Stakeholders Define AM Drivers Section 3 Describe Assets What performance are we targeting from the assets? How are we doing vs. the target? What are the gaps? Section 4 Set Performance Targets Section 5 Performance Evaluation Section 10 Analyse Network Risks How are we managing the network and solving any performance gaps? Section 6 Set Asset Lifecycle Strategy Analyse Renewal Needs Section 7 Security Criteria Prepare Load Forecasts System Growth Needs Section 8 Reliability, Safety, Environment Enhancement Needs Protection & Control, Smart Network Development Figure 8: Structure of Asset Management Plan and Process. What does this mean for the works programmes and required expenditure? Section 6, 7 and 8 Develop Work Programmes Linked with AM Driver Section 9 Set Expenditure Forecasts How can we improve? Section 11 Develop AM Improvement Initiatives 8 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

11 PURPOSE OF THIS AMP SUMMARY Electricity distribution networks and the asset management processes that drive them are very complex. Therefore, a huge amount of information is required to compile a thorough AMP. This complexity and level of detail can act as a barrier to providing feedback for some parties, due to a feeling of information overload. Powerco recognises this and that is why we have produced this AMP summary which is intended to identify the key issues relevant to the majority of interested parties. Anyone interested in Powerco s AMP or operations in general is encouraged to read this summary to learn more about our business and what we are trying to achieve on behalf of all our stakeholders. If further information is required, Powerco s full AMP is available at PROCESS OVERVIEW The asset management process requires that electricity is provided at the most efficient cost. This is a process of many parts, including: Strategy Long-term strategic direction for the management of the assets and the business operations. This is the key interface for customer consultation and corporate strategy. Planning This process involves planning for the renewal, development, maintenance and operation of the assets. Service provision This involves the delivery of construction, maintenance and operating services on the network assets. Network operations This involves the management of the real-time operation of the networks, recording network outages and approving planned outages and access to the network by service providers. Information This involves the maintenance of, and reporting from, the asset information databases. There is, of course, extensive and constant interaction between these processes, and with corporate, customer and regulatory management teams. SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019 9

12 ASSET MANAGEMENT STRATEGY OVERVIEW At its highest level, the asset management process seeks to find and optimise the most efficient trade-off between cost, service and risk. By minimising the costs, the asset manager may compromise on asset performance and asset risk; by minimising the asset risk, service performance may be compromised and costs increase. These three areas are intrinsically linked and the asset manager seeks to achieve the appropriate balance between them. This is represented in the following diagram. Powerco s AMP identifies and provides details on the following key electricity asset management-related strategies: 1. Renewal and modernisation: Modernisation of the network involves the replacement and updating of our aged assets to reduce the risk of asset failure, which can result in interruptions to supply. Powerco s required renewal expenditure is forecast to trend upwards as the wave of assets installed between the 1950 s and early 1980 s approaches end of life. Figure 10 shows the increase in forecast renewal expenditure. Asset Renewal Capital & Operational Expenditure If too much focus is put on one of these areas, the other two areas will be compromised COST NETWORK ASSETS LEVEL OF RISK Nominal Expenditure ($000) Inflation Index PERFORMANCE LEVELS A 2007 A 2008 A 2009 B 2010 F 2011 F Asset Replacement and Renewal Inflation Index 2012 F 2013 F 2014 F 2015 F 2016 F 2017 F Refurbishment and Renewal Maintenance 2018 F 2019 F 2020 F 2021 F Year (ending June) 0 Figure 10: Actual and Forecast Asset Renewal Capital and Maintenance Expenditure. Figure 9: Cost, Performance and Risk Balance 10 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

13 WHO WANTS WHAT FROM THE ASSETS? 2. Increasing the redundancy (duplication) of the core network: Redundancy means that if one critical component fails or needs to be taken out of service, there is another component ready to continue supply. This includes increasing zone substation capacity and installing more network automation. Powerco has identified the potential for 17 zone substations to be built and 20 additional transformer banks to be installed at existing substations over the next 10 years. 3. Standardising systems and processes: This is a key strength of Powerco s employees and a significant focus for management. Powerco has developed a common maintenance management system and an integrated, more accessible suite of information systems. There has also been continuing development of design, construction and maintenance standards, which lead to lower risk profiles in the network and less reliance on field staff. Further investment in the standardisation of systems and processes will allow us to extend asset lives. 4. Developing a smart network: Smart network plans, which are an addition to the 2010 AMP, aim to be selfhealing and capable of shifting the load from peak times. They are something to which regulators in many countries are now paying greater attention because they are perceived to offer customers improvements in performance and cost. Smart networks, which offer flatter, more manageable patterns of demand, fit well with Powerco s business plan objectives of improving reliability through automated solutions, and managing increasing investment profiles through non-asset solutions. The following figure illustrates the relationship between Powerco s main stakeholders, their drivers and the asset management process. The diagram now includes a recognition of the business planning process as the stakeholder drivers are equally (and in some cases more appropriately) applicable to the business planning process. Customers/ Consumers Service/Price Safety Load Growth Asset Performance Asset age/condition Government & Regulator Economic Efficiency (Long-Term Interest of Consumers) Environmental Safety & Compliance Business Planning Process Asset Management Process Assets Owners & Lenders Long Term Value (Productivity & Utilisation) Risk Management Employees & Contractors Safety Workflow Certainty Market Costs Development, Renewal, Maintenance, Operation Figure 11: Powerco Stakeholders and Drivers of the Asset Management Process SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY

14 Figure 12 below illustrates the influences of the various drivers affecting the total amount spent on the network over time. At a strategy level, constraints, asset management drivers and the needs and interests of various stakeholders are evaluated and considered as part of the corporate planning process. These are all applied during the network planning process. Network Spend Long-term Shareholder value Utilisation Productivity Regulated Revenue For instance, at a strategy level, the need to increase investment to manage an ageing network, load growth and worsening reliability has to be balanced against the revenue that Powerco is allowed to earn under the current Default Price Path and investors (debt and equity) expectations of earning risk-adjusted returns on their investment. Asset Age, Condition & Configuration Renewal Service Asset Management Process Development Load Growth Safety O&M Environmental Indirect Costs Market Costs For Work Risk Mgmt Time At a tactical and operational level in the network planning process, the investment policy and asset management strategy is shaped by Powerco s multi-stakeholder assessment process. This process is a key part of the way in which network development and renewal programmes are formed. Powerco faces a constant balancing act to ensure the needs of consumers and stakeholders are met at the optimal levels of price and quality. Feedback from electricity retailers and consumers is essential in ensuring we achieve the best possible balance for the widest possible range of stakeholders. Figure 12: Illustration of the Influence of Asset Management Driver The diagram reflects the current situation, which can be summarised as upwards pressure on network spend through: The required level of service Load growth Safety, environmental and other regulatory compliance obligations The market costs for field work activities The current attributes of the network, i.e. asset age, condition and configuration The drivers that place downwards pressure on network expenditure are: Powerco s commercial driver to achieve long-term sustainable value for its shareholders, which (in this context) is reflected in utilisation and productivity drivers. The regulated revenue, namely the allowable revenue and form of control. To help achieve the optimal balance, projects are assessed using a multi-stakeholder optimisation process (known as Coin Optimiser), whereby the projects are reviewed against a set of four strategic objectives. The primary objectives of the optimisation process are: To provide a consistent approach to the development of capital works programmes that balances (potentially conflicting) stakeholder requirements; To eliminate (or mitigate) any high risks to public safety, network performance, customer outcomes, public relations, or employee engagement; and To maximise the strategic value of the portfolio of projects that make up the capital works programme. Further details on the optimisation process are set out in Section 2.6 of the full AMP. 12 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

15 STATE OF THE ASSETS The age profile by replacement costs of the entire infrastructure asset base (on current replacement costs) is presented as a nine year moving average and is shown in the diagram below. Replacement Cost ($000) 110, ,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Total Asset Replacement Cost vs Age ODL Age (Years) Substations Switchgear Transformers Underground Overhead Figure 13: Total Asset Age Profile Condition monitoring shows that the assets are generally in the condition expected of their age. PERFORMANCE AGAINST TARGET OVERVIEW The following table shows Powerco s key performance measures. Table 2: Current Electricity Asset Performance Electricity Measure Measure (2009) Target for 2011 Commentary Network Reliability (SAIDI) Network Reliability (SAIFI) Customer density Average consumption Direct operating costs min/customer (actual) min/customer (excl storms) 2.76 interruptions/ customer (actual) 2.61 interruptions/ customer (excl storms) 170 min/ customer 2.56 interruptions/ customer Reliability levels have been static. Price has been decreasing in real terms, hence customers current price/quality trade-off has been improving See above 11.2 ICPs/km N/A Urban/rural mix, below weighted industry average 13.4 MWh/ICP N/A Low (presenting growth opportunity). Benchmarking weakness 1057 $/km 1259 $/km Efficient level of spend, in efficient quartile for the industry Capex spend 8.7% of ODV 8.8% of ODV Efficient level of spend, around the median for the industry Asset investment $32,450/km, $3012/ ICP $3000/ICP Efficient, particularly when compared to similar density EDBs Load factor 67% 65% High load factor, good spread of customer load Capacity utilisation Security Asset condition 29% 30% Low utilisation reflecting rural network. Benchmark weakness Substation and feeder security 25 years average age Asset condition reports N/A N/A Appropriate, standards are commensurate with load, current situation reflects more from historic standards to new standards and new load growth Asset condition well monitored, appropriate asset condition commensurate with age, but increasing investment profile SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY

16 Performance looks at the consumer-related service requirements, and the confirmation of these requirements through the consumer consultation process. It then looks at the ways in which economic efficiency is assured in the asset management process, contractor performance, safety performance, environmental matters and statutory compliance. The targets also take into account the type of assets used across our network, and make comparisons with other New Zealand lines companies with the same customer density and ratio of overhead to underground construction. They also consider past planning practice, economic factors, recognised international best practice and safety. Powerco achieves a balance between owner requirements and legislative, regulatory and consumer expectations in setting these performance criteria. The levels of service adopted by Powerco for its asset management plan are based on the internationally recognised measurements, SAIDI, SAIFI and CAIDI (which are acronyms for formulae covering the duration and frequency of power outages, and their customer bases) and accepted New Zealand lines companies best practice. Powerco conducts an extensive Customer Communications Programme to verify that performance targets match consumer and stakeholder expectations. Consumer consultation is a requirement of the Commerce Act (Electricity Distribution Thresholds Notice 2004). The primary intention of this requirement is to ensure distribution businesses effectively consult with, and take into account, the views of their customers and stakeholders. Regardless of regulatory requirements, Powerco views consumer consultation as common sense essentially, our job is made easier if the communities in which we operate understand who we are and how our business operates. In addition to Powerco-initiated consultation, a database is kept of all complaints and suggestions registered by its customers through Powerco s call centre. These complaints are mapped by type for later reference in planning activities. Economic efficiency is an important driver for maintenance, renewal and development work. A large proportion of repair work, refurbishment and asset replacement work is undertaken only after economic analysis to determine the most cost-effective solution. This frequently involves the choice between replacement and continued maintenance. Safety is a critical driver of the asset management process. Electrical plant and equipment are capable of causing serious harm. Measures must be taken to ensure, as far as practicable, the safety of employees and the public. To this end, the network must be maintained in a way that meets statutory requirements, follows good engineering practice, and is considered safe in accordance with recognised industry standards. Safety is determined by a combination of: Asset design; Maintaining the assets in a safe condition; Safe operating and work practices; and Statute: The Electricity Regulations, Electrical Codes of Practice and the Australian/New Zealand Standard Wiring Rules. There is also the Safety Manual Electricity Industry (SM-EI), which contains the framework for Powerco s safety-related network operation. Powerco has now implemented its network operating procedures to comply with the requirements of SM-EI. Additionally, there are the Building Act, the Health and Safety in Employment Act, the Hazardous Substances and New Organisms Act 1996, and various guides set out by the Electricity Engineers Association. Powerco has adopted the practice of working as a reasonable and prudent operator to guide safe asset management practices. Its health and safety policy and procedures are set out in documents in the Powerco Business Management System. Contractors can receive instructions from the Contracts Works Manual and the Network Operations Manual, both of which are new initiatives that operate with online search applications. The company carries out a policy of auditing its contractors for health and safety compliance, along with their quality of workmanship. Health and safety audit breaches are divided into major and minor. We have a focus on continual improvement on health and safety and have a target number of zero major breaches. 14 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

17 RISK MANAGEMENT Powerco s Board and management are committed to maintaining a business environment that demonstrates good corporate governance practices. Risk management is therefore an integral part of the company s business to support effective decision-making and provide assurance to staff, customers and the public, as well as shareholders and stakeholders. ASSET LIFECYCLE PLAN As Powerco s network continues to age, more investment in renewal and maintenance is required in order to maintain current reliability levels. Powerco is spending less on asset renewal than what asset age profiles indicate should be spent; however, this must be viewed in the context of regulated allowable revenue. The required increase in replacement costs is demonstrated in the following figure. The aim of the risk management programme is to identify and understand the likelihood, consequence, control effectiveness, and action plans required to make risk levels acceptable. The risk management programme, which conforms to current New Zealand standards, is supported by Powerco s corporate insurance programme covering low-probability and high-impact events. Replacement Cost ($000) $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 0 All Assets - Replacement Profile ODV Replacement Cost (June 2007 quantities in $2004 terms) Year of Replacement (FY) Current Replacement Cost (including $2004 to $2007 inflationfactor and capital efficiency factor) 9 year rolling average, Current Replacement Cost (including$2004 to $2007 inflation factor and capital efficiency factor) 50 Year Average (Current Replacement Cost) ($2007) Renewal Budget (Real 2008$) Figure 14: Total Network Asset Replacement Profile A number of renewal projects are described in the maps which follow in this AMP summary. The maps show the major projects Powerco wishes to undertake prior to application of the multi-stakeholder assessment process described earlier. SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY

18 Maintenance Work Types Powerco s maintenance work comprises the following elements: Maintenance management and maintenance planning; Routine inspections and condition assessments; Routine servicing; Non-routine servicing (overhauls); Fault first response, callouts; Asset relocations (where an asset is simply moved and not replaced); Evaluation of inspection and condition monitoring results to determine any maintenance or renewal requirements (this may be performed in the field at the time of inspection/condition monitoring or later by engineering staff); Evaluating faults to predict maintenance or renewal requirements; Performing corrective maintenance or renewal as a result of the above; and Service disconnections. Asset Renewal Strategic Themes Powerco s scheduled asset renewal strategy encompasses three main themes, each of which is appropriate for the different asset types. A run to failure strategy is applied to assets where the consequences of failure are not major and where the costs of ongoing condition monitoring may outweigh the costs of failure. This strategy is applied to equipment such as small pole-mounted distribution transformers, underground distribution feeder cable spurs, LV cables, expulsive fuses and surge arresters. A risk and condition based replacement strategy is applied where there is a significant implication due to failure, such as major health and safety risk, significant reliability of supply consequence or a major expense in repair. This strategy is applied where ongoing condition inspections are needed to comply with regulations or where the costs of condition monitoring are small compared with the costs associated with failure. It is applied to equipment such as poles, cross-arms, important distribution feeder cables and zone substation transformers. An age and obsolescence based replacement strategy is applied to assets with a high level of technical complexity or a high level of interconnectedness with other network assets (that is, the operation of a system as a whole is dependent on the integrity of several assets. It includes the need to replace equipment because of availability of spares, or for standardisation or changes in technology. This strategy is applied to equipment such as zone substation switchgear, SCADA equipment and protection relays. Reactive renewal strategies are based around the need to renew assets that have failed and need to be replaced in a short time or to renew assets with a high imminent risk of failure. Asset Renewal Forecasting Process The most accurate means of forecasting renewal needs for the network is through knowledge of the condition of the assets. A condition-based renewal programme is the most accurate for a period of around one to five years hence. Beyond this, renewal forecasts are best made using age profiles. Renewal forecasting involves determining the quantity of assets needing renewal (renewal tasks) and the unit costs per renewal task. The forecast renewal expenditure equals the product of these two factors. The asset condition information is presently being compiled in the Maintenance Management system, and so the full extent of condition-based renewal needs is still in progress. Estimates of condition-based renewal forecasts, calculated on the information available, have been entered into Powerco s Improvement Register and an extract of the renewal expenditure needs from this is given in Section 9. Life Extension Practices Various life extension techniques have been tried by Powerco, but apart from transformer refurbishment, these really apply to only specialised assets and many of the techniques have had only limited degrees of success. Redeployment, Upgrade and Disposal of Existing Assets Powerco is presently developing its policy on reusing second-hand materials, such as poles and conductors, and rotables, such as transformers. Powerco is also updating its disposal policies in line with its Environmental strategy. It is not envisaged that any major network assets will need disposal that would have environmental consequences during the period covered by the full AMP. 16 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

19 NETWORK DEVELOPMENT PLAN The network security criteria describe the factors considered when preparing the long- and medium-term development plans. Load forecasts are presented and these, along with the security criteria, culminate in the capital works programme for development. Powerco has a range of development plans for different categories of equipment and customer bases. Network security of supply is a measure of the resilience of the network to operational changes, such as planned outages (e.g. those required for maintenance), and unforeseen events (e.g. forced outages, such as those caused by equipment failure or storms, as well as unexpected customer loads). The ability of the network to accommodate unforeseen events is a factor that can influence reliability of supply, somewhat akin to a network balance sheet. Powerco s security of supply criteria have been set taking into account the Electricity Engineers Association s Security of Supply Guidelines and the report, entitled Interaction between Transmission and Distribution System Planning, from the CIGRE/CIRED Working Group, as well as the findings of the customer communications process. Load forecasting for the purposes of the asset management process is based on growth in peak-time demands. Peak requirements need to be understood to determine the required capacity of a lines infrastructure that will support local load growth. Table 3 and Figure 15 below show projected demand growth for the next five years. Table 3: Forecast growth in electricity volumes ( ) kwh Growth forecast (Electricity Only) Assumption Eastern Region (Model) Western Region (Model) Eastern Region (medium recession scenario) Western Region (medium recession scenario) Percentage Growth 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% Zone Substation Maximum Demand Growth The most significant influences on demand growth continue to result from changes in population and household composition, and the growth or relocation of industry. Internal migration patterns thus have a strong influence on the observed demand growth. Government initiatives to promote energy efficiency and the preference for renewable sources of energy have been considered in preparing the forecast growth. -2.0% F 2011 F 2012 F 2013 F 2013 F 2015 F Powerco Powerco Prudent Powerco Probable Eastern Eastern Prudent Eastern Probable Western Western Prudent Western Probable Year Known industry changes such as oil and gas exploration and development; primary sector changes; and infrastructure, such as ports account for step changes seen in forecasts. The establishment of major new industries can have a considerable impact within a short time in the level of demand experienced in any given locality. The possibility of new spot loads is monitored through Key Account Managers, Resource Management Act notifications and consumer consultation. Figure 15: Powerco Aggregate Maximum Demand Growth SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY

20 NETWORK ENHANCEMENT Powerco s network enhancement plans encompass: Reliability improvements, which take into account feeder reliability performance, historical trends and plans for automation; Protection and control developments including protection, SCADA, load control and metering; Environmental performance and improvement; Safety performance enhancement; and Smart network implementation. The network enhancement processes are driven by several of the big picture strategic themes of renewal and modernisation, automation, safety management and smartening the network. The major network enhancement projects Powerco wishes to undertake are described in the maps which follow in this AMP summary. All network enhancement projects will also go through the multi-stakeholder assessment process. CAPITAL EXPENDITURE Capital expenditure (capex) is the budget used to create new assets or to increase the service performance or potential of an existing asset. The forecast total capital expenditure to FY2021 is shown in the diagram below. Nominal Expenditure ($000) 160, , , ,000 80,000 60,000 40,000 20,000 0 Total Network Capex 2006 A 2007 A 2008 A 2009 B 2010 F 2011 F 2012 F 2013 F 2014 F Routine & Preventive Maintenance Inflation Index Financial Year 2015 F 2016 F 2017 F 2018 F 2019 F 2020 F 2021 F Inflation Index Figure 14: Total Network Capital Expenditure Capital budgets, under the categories of System Growth, Reliability, Safety, Environment and Asset Renewal, are monitored at the end of every month and budget re-forecasts are made quarterly. A portion is set aside for reactive or unforeseen work, such as equipment failure or storms. Under- or over-spend in this category is accommodated by juggling other projects in the capital programme. Allowance is also made for opportunities to purchase land for future zone substation sites or easements for lines. In our experience, gradual land or easement banking as the opportunities arise to a well-thought-out development plan is a more efficient way of developing the network than an urgent short-term focus. 18 SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

21 Operational expenditures Operational expenditures are those expenditures directly associated with running the electricity distribution network that cannot be capitalised. These include maintenance expenditures required to operate or maintain the assets to achieve their original design economic lives and service potentials. Powerco s maintenance work comprises the following: Routine condition-monitoring; Routine servicing; Evaluation of inspection and condition-monitoring results to determine any maintenance requirements; Evaluating faults to predict condition-monitoring and maintenance requirements; Performing maintenance overhauls; Rotable asset relocation; Fault repair; and Network operations. The operating and maintenance expenditures also include direct management costs not directly associated with creating network assets, such as customer management, network planning, network operating and managing service provider relationships. They include site leases, site service charges, network insurance and other like costs. They may include the costs of decommissioning existing assets (where a new asset is not created). The operational expenditure forecasts are denominated in nominal dollar values in line with the disclosure requirements. The inflation index is also shown in the graph. Nominal Expenditure ($000) 50,000 40,000 30,000 20,000 10,000 0 Total Direct Operational Expenditure 2006 A 2007 A 2008 A 2009 B 2010 F 2011 F 2012 F 2013 F Total Opex Inflation Index Financial Year Figure 15: Total Direct Operational Expenditure F 2015 F 2016 F 2017 F 2018 F 2019 F 2020 F Inflation Index The operating and maintenance expenditure forecast has been set based on benchmarked operational costs per asset replacement cost and per system length, based on present work levels, after adjustments have been made to allow for increased service provider efficiency (downwards) and growth in system length and ODV (upwards). These are confirmed against the asset maintenance plans developed using the maintenance strategy and Powerco s present operating practices. The forecast total operational and maintenance expenditures to FY2021 are shown in Figure 15 (blue-coloured bars) along with the actual (A) capital expenditures from the FY2006 to FY2009 periods (purple bars) and the budgeted capital expenditure for FY2010 (green bar). SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY

22 FINANCIAL A summary of the forecast capital and maintenance expenditures over the next ten years is shown in the tables below. Table 4: Capital Expenditure Forecast ($000) (Nominal $ Values) Capex summary breakdown FY 2006 A FY 2007 A FY 2008 A FY 2009 A FY 2010 B FY 2011 F FY 2012 F FY 2013 F FY 2014 F FY 2015 F FY 2016 F FY 2017 F FY 2018 F FY 2019 F FY 2020 F FY 2021 F Customer Connection 23,714 22,076 29,144 29,023 18,366 19,860 18,919 18,141 17,123 16,262 16,620 16,985 17,359 17,741 18,131 18,530 System Growth 11,563 14,472 15,951 18,853 22,474 23,796 24,411 25,023 23,940 22,787 23,288 23,801 24,324 24,859 25,406 25,965 Reliability, Safety and Environment 7,413 8,128 8,961 10,986 10,845 13,567 14,281 15,042 15,202 15,399 16,309 17,302 18,323 19,436 20,652 21,980 Asset Replacement and Renewal 16,526 14,164 15,626 20,710 21,177 24,441 27,131 30,098 33,390 37,043 41,098 45,597 50,227 55,355 61,037 67,333 Asset Relocations 2,635 2,453 3,238 3,225 1,422 2,207 2,338 2,242 2,335 2,218 2,266 2,316 2,367 2,419 2,472 2,527 Total Capex 61,851 61,293 72,920 82,797 74,285 83,870 87,080 90,545 91,989 93,708 99, , , , , ,335 Table 5: Operating & Maintenance Expenditure Forecast ($000) (Nominal $ Values) Opex summary breakdown FY 2006 A FY 2007 A FY 2008 A FY 2009 A FY 2010 B FY 2011 F FY 2012 F FY 2013 F FY 2014 F FY 2015 F FY 2016 F FY 2017 F FY 2018 F FY 2019 F FY 2020 F FY 2021 F System Management & Operations 6,654 6,750 7,627 5,968 8,026 10,351 11,041 11,760 11,920 12,120 12,336 12,556 12,778 13,004 13,233 13,524 Routine & Preventive Maintenance 9,427 9,901 11,510 10,394 11,800 11,521 11,750 12,015 12,162 12,436 12,710 12,989 13,275 13,567 13,866 14,171 Refurbishment & Renewal Maintenance 7,683 7,615 6,918 8,938 8,921 7,680 7,833 8,010 8,108 8,291 8,473 8,660 8,850 9,045 9,244 9,447 Fault & Emergency Maintenance 4,353 4,314 5,990 5,064 5,079 6,400 6,528 6,675 6,757 6,909 7,061 7,216 7,375 7,537 7,703 7,873 Total Opex 28,118 28,580 32,045 30,364 33,826 35,953 37,152 38,460 38,947 39,756 40,580 41,421 42,279 43,153 44,046 45,015 Table 6: Total Expenditure Forecast ($000) (Nominal $ Values) Asset Class FY 2006 A FY 2007 A FY 2008 B FY 2009 F FY 2010 F FY 2011 F FY 2012 F FY 2013 F FY 2014 F FY 2015 F FY 2016 F FY 2017 F FY 2018 F FY 2019 F FY 2020 F FY 2021 F Operational Expenditure 28,118 28,580 32,045 30,364 33,826 35,953 37,152 38,460 38,947 39,756 40,580 41,421 42,279 43,153 44,046 45,015 Capital Expenditure 61,851 61,293 72,920 82,797 74,285 83,870 87,080 90,545 91,989 93,708 99, , , , , ,335 Total 89,969 89, , , , , , , , , , , , , , , SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY2019

23 ASSET MANAGEMENT IMPROVEMENT Powerco has a philosophy of continual improvement in its Asset Management and Customer Management processes (as well as other business processes). A gap analysis of the level of maturity of Powerco s electricity network Asset Management processes is presented in the full AMP, along with specific system improvement projects. INFORMATION SYSTEMS Given Powerco s history of growth and acquisition, the standardisation of systems and processes has been a key goal over the years and is now among the company s major strengths. A range of information systems have been implemented at Powerco to support the asset management processes, covering spatial network data; works and financial management; and real-time operation and control of the network. A number of significant data and system standardisation projects are currently being undertaken to enhance this core capability. Under continual refinement is Powerco s maintenance management system, which includes the progressive rollout of field automation. A rolling audit of network data gathers information as varied as the size of major conductor wires all the way down to the location of street lights. SERVICE PROVISION STRATEGY Powerco has developed a service provision strategy to set the long-term direction for the management of construction and maintenance activities in line with its business model and corporate objectives. This strategy has been designed to deliver long term productivity gains and maximise design innovation. The strategy was developed in 2004 and has resulted in a move to outsourcing detailed design and (capital and operational) field work via alliance and patch based contracts. The market principles involved enable effective control by Powerco, but with a high degree of delegation to service providers, which operate under clear and strict safety criteria. This strategy has delivered strong improvements in works completion performance particularly involving the 5% ($6 million) increase in capital work, primarily pole replacement, being tendered in FY2010. The delivery strategy uses competitive market principles to deliver sustainable improvements in the cost, quality and safety of construction and maintenance services on the electricity network. These include: Facilitating Service Provider resources with expertise matched to the work requirement in the locations required; Maximising the Service Provider s control over the inputs to its services to allow it to meet the service performance level; Utilising competitive tension to encourage continuous improvement in the cost of the delivered service; Minimising the level of management of Service Providers while ensuring appropriate control is maintained to deliver the desired service outcome; Maintaining a high level of safety performance by Service Providers; and Fairly allocating risk between Powerco and the Service Provider. Powerco s Service Delivery strategy has delivered strong improvements in works completion performance. It is currently being reviewed to ensure that the arrangements are able to demonstrate to all stakeholders that capital and maintenance costs are efficient. SUMMARY ASSET MANAGEMENT PLAN ELECTRICITY NETWORKS FY2010 FY

COMPLIANCE REVIEW OF 2006/07 ASSET MANAGEMENT PLAN. Top Energy Limited

COMPLIANCE REVIEW OF 2006/07 ASSET MANAGEMENT PLAN. Top Energy Limited PB ASSOCIATES COMPLIANCE REVIEW OF 2006/07 ASSET MANAGEMENT PLAN Prepared for PB Associates Quality System: Document Identifier : 153162 Top Energy Final Report Revision : 2 Report Status : Final Date

More information

DISCLOSURE OF ELECTRICITY PRICING METHODOLOGY PURSUANT TO REQUIREMENT 22 OF THE ELECTRICITY INFORMATION DISCLOSURE REQUIREMENTS 2004

DISCLOSURE OF ELECTRICITY PRICING METHODOLOGY PURSUANT TO REQUIREMENT 22 OF THE ELECTRICITY INFORMATION DISCLOSURE REQUIREMENTS 2004 DISCLOSURE OF ELECTRICITY PRICING METHODOLOGY PURSUANT TO REQUIREMENT 22 OF THE ELECTRICITY INFORMATION DISCLOSURE REQUIREMENTS 2004 Effective 1 April 2010 TABLE OF CONTENTS 1 INTRODUCTION... 1 2 DESCRIPTION

More information

Powerco Limited Pricing Guide 2015 ANNUAL REPORT 2015

Powerco Limited Pricing Guide 2015 ANNUAL REPORT 2015 ANNUAL REPORT 2015 PRICING GUIDE 2015 1 CONTENTS Introduction Page 03 Who we are Page 04 The Electricity Industry Page 05 Our Pricing Policy Page 08 How Powerco Performs Page 10 Pricing Methodology Page

More information

Disclaimer: The information in this document has been prepared in good faith and represents Powerco s intentions and opinions at the date of issue.

Disclaimer: The information in this document has been prepared in good faith and represents Powerco s intentions and opinions at the date of issue. ASSET MANAGEMENT PLAN 2013 Disclaimer: The information in this document has been prepared in good faith and represents Powerco s intentions and opinions at the date of issue. Powerco however, operates

More information

2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology

2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology 2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology Version Number 1 26 June 2015 Tasmanian Networks Pty Ltd (ACN 167 357 299) Table of contents 1 Introduction... 1 2 Meeting our

More information

Lifecycle Strategy DISPOSAL AND DIVESTMENT

Lifecycle Strategy DISPOSAL AND DIVESTMENT Lifecycle Strategy DISPOSAL AND DIVESTMENT Document 07/10/2013 Page 1 of 19 C O P Y R I G H T 2013 T R A N S P O W E R N E W Z E A L A N D L I M I T E D. A L L R I G H T S R E S E R V E D This document

More information

RCP2 Portfolio Overview Document

RCP2 Portfolio Overview Document RCP2 Portfolio Overview Document Portfolio: Expenditure Class: Base Capex Expenditure Category: Grid Replacement & Refurbishment As at date: 15 November 2013 Expenditure Forecast Real 2012/13 NZ$ (m) 2015-2016

More information

NETWORK MANAGEMENT STRATEGY

NETWORK MANAGEMENT STRATEGY ABN 85 082 464 622 NETWORK MANAGEMENT STRATEGY DOCUMENT NUMBER: NW-#30065608-V6 DATE: 12 MAY 2011 NW-#30065608-v6-Network_Management_Strategy.DOC Page 1 of 20 This page is intentionally blank. NW-#30065608-v6-Network_Management_Strategy.DOC

More information

EDB Information Disclosure Requirements Information Templates for Schedules 11a 13

EDB Information Disclosure Requirements Information Templates for Schedules 11a 13 EDB Information Disclosure Requirements Information Templates for Schedules 11a 13 Disclosure Date 31 March 2015 Start Date (first day) 1 April 2015 Templates for Schedules 11a 13 (Asset Management Plan)

More information

Asset Management Strategy

Asset Management Strategy Asset Management Strategy ElectraNet Corporate Headquarters 52-55 East Terrace, Adelaide, South Australia 5000 PO Box, 7096, Hutt Street Post Office, Adelaide, South Australia 5000 Tel: (08) 8404 7966

More information

Asset Management Plan. A 10-year management plan for Orion s electricity network from 1 April 2014 to 31 March 2024

Asset Management Plan. A 10-year management plan for Orion s electricity network from 1 April 2014 to 31 March 2024 Asset Management Plan A 10-year management plan for Orion s electricity network from 1 April 2014 to 31 March 2024 Front cover: A team from Connetics installs 11,000 volt and 400 volt cables into a supply

More information

A Guide For Preparing The Financial Information Component Of An Asset Management Plan. Licensing, Monitoring and Customer Protection Division

A Guide For Preparing The Financial Information Component Of An Asset Management Plan. Licensing, Monitoring and Customer Protection Division A Guide For Preparing The Financial Information Component Of An Asset Management Plan Licensing, Monitoring and Customer Protection Division July 2006 Contents 1 Important Notice 2 2 Scope and purpose

More information

Asset Management Plan. A 10-year management plan for Orion s electricity network from 1 April 2015 31 March 2025

Asset Management Plan. A 10-year management plan for Orion s electricity network from 1 April 2015 31 March 2025 Asset Management Plan A 10-year management plan for Orion s electricity network from 1 April 2015 31 March 2025 Front cover: A team from Independent Line Services removing conductors prior to dismantling

More information

TEC Capital Asset Management Standard January 2011

TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard Tertiary Education Commission January 2011 0 Table of contents Introduction 2 Capital Asset Management 3 Defining

More information

Gas Distribution Asset Management Plan 2013 2023

Gas Distribution Asset Management Plan 2013 2023 Gas Distribution Asset Management Plan 2013 2023 Table of Contents (Note that each section is individually numbered) SECTION 1 Executive Summary SECTION 2 2 BACKGROUND AND OBJECTIVES 4 2.1 Context for

More information

Asset Management Plan

Asset Management Plan 2013 Asset Management Plan www.topenergy.co.nz INTRODUCTION Introduction It gives me great pleasure to present Top Energy s 2013-2023 Network Asset Management Plan (AMP). The 2013 plan follows on from

More information

SP Energy Networks 2015 2023 Business Plan

SP Energy Networks 2015 2023 Business Plan Environmental Discretionary Reward Scheme 1 SP Energy Networks 2015 2023 Business Plan Executive summary SP Distribution Ltd SP Manweb plc July 2013 RIIO ED1 Business Plan 2015 to 2023 2 A Message from

More information

Tasmanian Transmission Revenue Proposal

Tasmanian Transmission Revenue Proposal Tasmanian Transmission Revenue Proposal An overview for Tasmanian electricity consumers Regulatory control period 1 July 2014 30 June 2019 Tasmanian Networks Pty Ltd About TasNetworks We are Tasmania s

More information

Agenda do Mini-Curso. Sérgio Yoshio Fujii. Ethan Boardman. sergio.fujii@areva-td.com. ethan.boardman@areva-td.com

Agenda do Mini-Curso. Sérgio Yoshio Fujii. Ethan Boardman. sergio.fujii@areva-td.com. ethan.boardman@areva-td.com Agenda do Mini-Curso Sérgio Yoshio Fujii sergio.fujii@areva-td.com Ethan Boardman ethan.boardman@areva-td.com Agenda do Mini-Curso Sistemas de Distribuição (DMS) Characteristics of Distribution Network

More information

Attachment 20.27 SA Power Networks: Network Program Deliverability Strategy

Attachment 20.27 SA Power Networks: Network Program Deliverability Strategy Attachment 20.27 SA Power Networks: Network Program Deliverability Strategy Network Program Deliverability Strategy 2015-20 Regulatory Control Period SA Power Networks www.sapowernetworks.com.au Internal

More information

Asset Management Plan

Asset Management Plan 2014 Asset Management Plan www.topenergy.co.nz INTRODUCTION Introduction It gives me great pleasure to present Top Energy s 2014-2024 Network Asset Management Plan (AMP). The 2014 AMP follows on from the

More information

ELECTRICITY PRICING METHODOLOGY 2013

ELECTRICITY PRICING METHODOLOGY 2013 ELECTRICITY PRICING METHODOLOGY 2013 EFFECTIVE 1 APRIL 2013 DISCLOSED IN ACCORDANCE WITH SECTION 2.4.1 OF THE ELECTRICITY DISTRIBUTION INFORMATION DISCLOSURE DETERMINATION 2012 CONTENTS PAGE 1. Definitions...

More information

Western Power transmission and distribution annual asset management report. prepared by Asset Management Division

Western Power transmission and distribution annual asset management report. prepared by Asset Management Division 2006 Western Power transmission and distribution annual asset management report prepared by Asset Management Division Disclaimer The Asset Management Division of Western Power has published this document

More information

16 West Coast Regional Plan

16 West Coast Regional Plan 16 West Coast Regional Plan 16.1 Regional overview 16.2 West Coast transmission system 16.3 West Coast demand 16.4 West Coast generation 16.5 West Coast significant maintenance work 16.6 Future West Coast

More information

Jemena Electricity Networks (Vic) Ltd

Jemena Electricity Networks (Vic) Ltd Jemena Electricity Networks (Vic) Ltd 2016-20 Electricity Distribution Price Review Regulatory Proposal Attachment 7-2 Asset management framework and governance Public 30 April 2015 Jemena Electricity

More information

SHE Transmission. 2015_10_30 Transmission Losses Strategy Rev 2.0 October 2015

SHE Transmission. 2015_10_30 Transmission Losses Strategy Rev 2.0 October 2015 SHE Transmission 2015_10_30 Transmission Losses Strategy Rev 2.0 October 2015 Summary This paper presents SHE Transmission s views and approach on the impact of transmission losses on the transmission

More information

NETWORK OUTPUT MEASURES METHODOLOGY Authors: National Grid, SP Transmission Limited, Scottish Hydro Electric Transmission Limited

NETWORK OUTPUT MEASURES METHODOLOGY Authors: National Grid, SP Transmission Limited, Scottish Hydro Electric Transmission Limited NETWORK OUTPUT MEASURES METHODOLOGY Authors: National Grid, SP Transmission Limited, Scottish Hydro Electric Transmission Limited TABLE OF CONTENTS 1.0 Purpose and Scope...2 1.1 Methodology Purpose...2

More information

Low Voltage Asset Management (LVAM) The key to reliable and safe electricity

Low Voltage Asset Management (LVAM) The key to reliable and safe electricity Low Voltage Asset Management (LVAM) The key to reliable and safe electricity Archie Jaykaran Distribution Division Eskom SA Contents Change drivers Scope, Approach, Project status LV Planning and Design

More information

Asset Management Plan 2014 2024

Asset Management Plan 2014 2024 Asset Management Plan 2014 2024 Clarks Substation in winter Publicly disclosed in March 2014 CONTENTS Contents 0. SUMMARY OF THE PLAN...5 0.1 BACKGROUND AND OBJECTIVES...5 0.2 DETAILS OF THE NETWORK...6

More information

2006 Report. of the. Optimised Deprival Valuation of Transpower s System Fixed Assets. as at 30 June 2006

2006 Report. of the. Optimised Deprival Valuation of Transpower s System Fixed Assets. as at 30 June 2006 T R A N S P O W E R N E W Z E A L A N D L I M I T E D 2006 Report of the Optimised Deprival Valuation of Transpower s System Fixed Assets as at 30 June 2006 Prepared by Transpower New Zealand Limited Reviewed

More information

Asset Management Plan 2012

Asset Management Plan 2012 Asset Management Plan 2012 Period Covered: 1 April 2012 to 31 March 2022 Approved by: Network Waitaki Directors 27 February 2012 Table of Contents 1.0 Summary 5 1.1 Purpose of the Plan 5 1.2 Date Completed

More information

Asset Management Policy March 2014

Asset Management Policy March 2014 Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and

More information

CUSTOMER-FACING PERFORMANCE MEASURES

CUSTOMER-FACING PERFORMANCE MEASURES CUSTOMER-FACING PERFORMANCE MEASURES CUSTOMER FEEDBACK AND RESPONSE Transpower New Zealand Limited March 2013 Customer-facing performance measures Transpower New Zealand Limited 2007. All rights reserved.

More information

ESB Networks Response. ERGEG Consultation. Voltage Quality Regulation in Europe

ESB Networks Response. ERGEG Consultation. Voltage Quality Regulation in Europe NETWORKS ESB Networks Response to ERGEG Consultation on Voltage Quality Regulation in Europe Date: 22 February 2007 Distribution System Operator ESB Networks Page 1 of 12 Contents 1.0 INTRODUCTION...3

More information

Commission de l énergie de l Ontario. Filing Requirements for Electricity Transmission and Distribution Applications. Chapter 5.

Commission de l énergie de l Ontario. Filing Requirements for Electricity Transmission and Distribution Applications. Chapter 5. Ontario Energy Board Commission de l énergie de l Ontario Ontario Energy Board Filing Requirements for Electricity Transmission and Distribution Applications Chapter 5 Consolidated Distribution System

More information

Review of Asset Management Practices in the Ontario Electricity Distribution Sector March 10th, 2009

Review of Asset Management Practices in the Ontario Electricity Distribution Sector March 10th, 2009 Review of Asset Management Practices in the Ontario Electricity Distribution Sector March 10th, 2009 Disclaimer The views expressed in this report are those of KPMG LLP and do not necessarily represent

More information

ASSET MANAGEMENT STRATEGY Approved

ASSET MANAGEMENT STRATEGY Approved Approved Document TP.TG 01.01 30/10/2014 Approved Transpower New Zealand Limited 2014. All rights reserved. Page 1 of 25 C O P Y R I G H T 2014 T R A N S P O W E R N E W Z E A L A N D L I M I T E D. A

More information

Executive summary 2. 1 Introduction 4

Executive summary 2. 1 Introduction 4 Flexible Networks for a Low Carbon Future Future Network Monitoring Strategy September 2015 Contents Executive summary 2 Glossary 3 1 Introduction 4 2 Fundamental principles of monitoring 5 2.1 LCT monitoring

More information

GAS ASSET MANAGEMENT PLAN 2013

GAS ASSET MANAGEMENT PLAN 2013 GAS ASSET MANAGEMENT PLAN 2013 Disclaimer: The information in this document has been prepared in good faith and represents Powerco s intentions and opinions at the date of issue. Powerco however, operates

More information

Network Risk Assessment Guideline

Network Risk Assessment Guideline Network Risk Assessment Guideline Network Risk Assessment Guideline Table of Contents Revision history... ii 1. Purpose and Scope... 1 2. Definitions, Abbreviations and Acronyms... 1 3. References... 2

More information

NETWORK OUTPUT MEASURES METHODOLOGY Authors: National Grid, SP Transmission PLC, Scottish Hydro Electric Transmission Limited

NETWORK OUTPUT MEASURES METHODOLOGY Authors: National Grid, SP Transmission PLC, Scottish Hydro Electric Transmission Limited NETWORK OUTPUT MEASURES METHODOLOGY Authors: National Grid, SP Transmission PLC, Scottish Hydro Electric Transmission Limited TABLE OF CONTENTS 1.0 Purpose and Scope...2 1.1 Methodology Purpose...2 2.0

More information

NETWORK OUTPUT MEASURES CONSULTATION

NETWORK OUTPUT MEASURES CONSULTATION NETWORK OUTPUT MEASURES CONSULTATION Great Britain s electricity transmission network transmits high-voltage electricity from where it is produced to where it is needed throughout the country. It broadly

More information

ESKOM DISTRIBUTION NETWORK PLANNING, A QUANTUM LEAP TO MEET INCREASED LOAD GROWTH AND IMPROVED NETWORK RELIABILITY

ESKOM DISTRIBUTION NETWORK PLANNING, A QUANTUM LEAP TO MEET INCREASED LOAD GROWTH AND IMPROVED NETWORK RELIABILITY ESKOM DISTRIBUTION NETWORK PLANNING, A QUANTUM LEAP TO MEET INCREASED LOAD GROWTH AND IMPROVED NETWORK RELIABILITY Author & Presenter: CG Carter-Brown PhD Eskom, Chief Engineer IARC Co-author: R Stephen

More information

Electricity Distribution Business. Pricing Methodology

Electricity Distribution Business. Pricing Methodology Electricity Distribution Business Pricing Methodology Effective 1 April 2015 1. GLOSSARY Commerce Commission (Commission) EDB Electricity Authority (EA) Responsible for the regulation of EDBs as provided

More information

Long-Term Asset Management Plan 2011-2021

Long-Term Asset Management Plan 2011-2021 Long-Term Asset Management Plan 2011-2021 Contents Introduction...3 A shared vision...4 Strategic planning to achieve our goals...4 Towards 2031...5 A long-term vision, communicated by our community...5

More information

VICTORIAN ELECTRICITY DISTRIBUTION NETWORK SERVICE PROVIDERS ANNUAL PERFORMANCE REPORT 2010

VICTORIAN ELECTRICITY DISTRIBUTION NETWORK SERVICE PROVIDERS ANNUAL PERFORMANCE REPORT 2010 VICTORIAN ELECTRICITY DISTRIBUTION NETWORK SERVICE PROVIDERS ANNUAL PERFORMANCE REPORT 2010 May 2012 Commonwealth of Australia 2012 This work is copyright. Apart from any use permitted by the Copyright

More information

The Asset Management Landscape

The Asset Management Landscape The Asset Management Landscape Second Edition ISBN 978-0-9871799-2-0 Published March 2014 www.gfmam.org The Global Forum on Maintenance and Asset Management The Global Forum on Maintenance and Asset Management

More information

Changing data needs from a life cycle perspective in the context of ISO 55000

Changing data needs from a life cycle perspective in the context of ISO 55000 Changing data needs from a life cycle perspective in the context of ISO 55000 Mr. Ed de Vroedt and Mr. Peter Hoving Affiliation: UMS Group Europe; edevroedt@umsgroup.com, +316 1026 6162 ABSTRACT This paper

More information

Electricity network services. Long-term trends in prices and costs

Electricity network services. Long-term trends in prices and costs Electricity network services Long-term trends in prices and costs Contents Executive summary 3 Background 4 Trends in network prices and service 6 Trends in underlying network costs 11 Executive summary

More information

Investor day. November 17, 2010. Energy business Michel Crochon Executive Vice President

Investor day. November 17, 2010. Energy business Michel Crochon Executive Vice President Investor day November 17, 2010 Energy business Michel Crochon Executive Vice President We built a global leadership in medium voltage and grid automation with Areva Distribution MV switchgears & systems

More information

WATE R O&M S E RV I CE S An asset management perspective

WATE R O&M S E RV I CE S An asset management perspective WATE R O&M S E RV I CE S An asset management perspective Smart asset management solutions create long term value With more than 150 years of water industry experience and responsibility for operations

More information

HIGH PEAK BOROUGH COUNCIL. Report to the Corporate Select Committee. 19th January 2016

HIGH PEAK BOROUGH COUNCIL. Report to the Corporate Select Committee. 19th January 2016 AGENDA ITEM 5 HIGH PEAK BOROUGH COUNCIL Report to the Corporate Select Committee 19th January 2016 TITLE: EXECUTIVE COUNCILLOR: CONTACT OFFICER: WARDS INVOLVED: Housing Revenue Account (HRA) Business Plan

More information

Asset Management Plan 2012 2022

Asset Management Plan 2012 2022 Asset Management Plan 2012 2022 April 2012 safe, reliable, hassle free service safe, reliable, hassle free service Table of Contents Section 1: Summary Section 2: Background and Objectives Section 3: Assets

More information

Washington DC Power Sector Overview

Washington DC Power Sector Overview Washington DC Power Sector Overview Kenneth (Ken) Glick Public Service Commission Of the District of Columbia December 8, 2014 DC Power Market Area - Summary Single electric utility that has divested itself

More information

FIXED CHARGE: This is a cost that goes towards making the service available, including

FIXED CHARGE: This is a cost that goes towards making the service available, including ELECTRICITY BILL COMPONENTS FIXED CHARGE: This is a cost that goes towards making the service available, including installation and maintenance of poles, power lines and equipment, and 24-hour customer

More information

Maintenance Strategy 2015 Owner: Kevin Bullimore Head of Infrastructure Next review 2020

Maintenance Strategy 2015 Owner: Kevin Bullimore Head of Infrastructure Next review 2020 Maintenance Strategy 2015 Owner: Kevin Bullimore Head of Infrastructure Next review 2020 Page 1 of 7 Maintenance Strategy Introduction The requirement for maintenance of premises, plant and equipment arises

More information

6 June 2014. Cathyrn Blair Stakeholder Engagement 2015 to 2020 Directions and Priorities SA Power Networks GPO Box 77 ADELAIDE SA 5001.

6 June 2014. Cathyrn Blair Stakeholder Engagement 2015 to 2020 Directions and Priorities SA Power Networks GPO Box 77 ADELAIDE SA 5001. ABN 14 725 309 328 136 Greenhill Road Unley SA 5061 Telephone 08 8300 0103 Fax 08 8300 0204 Email customerservice@business-sa.com www.business-sa.com 6 June 2014 Cathyrn Blair Stakeholder Engagement 2015

More information

Audit Report Rottnest Island 2015 Network Quality and Reliability of Supply Performance Audit - Operation of Compliance Monitoring Systems

Audit Report Rottnest Island 2015 Network Quality and Reliability of Supply Performance Audit - Operation of Compliance Monitoring Systems ABN 20 009 454 111 Rottnest Island 2015 Network Quality and Reliability of Supply Performance Audit - Operation of Compliance Monitoring Systems Telephone: +61 8 9260 0003 Fax: +61 8 9225 7447 E-Mail:

More information

Proceedings of the 38th Hawaii International Conference on System Sciences - 2005

Proceedings of the 38th Hawaii International Conference on System Sciences - 2005 The use of Multi-Attribute Trade-Off Analysis in Strategic Planning For an Electric Distribution utility: An Analysis of Abu Dhabi Distribution Company Richard D. Tabors, Ph.D. Rick Hornby Tabors Caramanis

More information

4 Adoption of Asset Management Policy and Strategy

4 Adoption of Asset Management Policy and Strategy 4 Adoption of Asset Management Policy and Strategy Abstract The report recommends the adoption of an updated Asset Management Policy 2014 and an Asset Management Strategy 2014-2019. Both documents are

More information

White Paper. Convergence of Information and Operation Technologies (IT & OT) to Build a Successful Smart Grid

White Paper. Convergence of Information and Operation Technologies (IT & OT) to Build a Successful Smart Grid White Paper Convergence of Information and Operation Technologies (IT & OT) to Build a Successful Smart Grid Contents Executive Summary... 3 Integration of IT and OT... 4 Smarter Grid using Integrated

More information

POWER NETWORKS. 2014-15 Electricity Network Tariffs and Charges and Future Price Trends

POWER NETWORKS. 2014-15 Electricity Network Tariffs and Charges and Future Price Trends POWER NETWORKS 2014-15 Electricity Network Tariffs and Charges and Future Price Trends August 2014 Power and Water Corporation Table of Contents 1 Business Characteristics... 3 2 2014 Network Price Determination...

More information

ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD

ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD Contents 4 Glossary 6 Background 9 Purpose of Communiqué 9 Australian and State Government Drivers

More information

RIN Response. Part C. Operating and maintenance expenditure

RIN Response. Part C. Operating and maintenance expenditure RIN Response Part C Operating and maintenance expenditure Aurora Energy Pty Ltd ABN 85 082 464 622 Level 2 / 21 Kirksway Place Hobart TAS 7000 www.auroraenergy.com.au Enquiries regarding this RIN Response

More information

Asset Management Plan 2013-2023

Asset Management Plan 2013-2023 Asset Management Plan 2013-2023 March 2013 safe, reliable, hassle free service COPYRIGHT 2013 Northpower New Zealand Limited. All rights reserved. This document is protected by copyright vested in Northpower

More information

to Asset Management Policy and Guidance Draft Version 1.4 9 July 2015

to Asset Management Policy and Guidance Draft Version 1.4 9 July 2015 D to Asset Management Policy and Guidance Draft Version 1.4 9 July 2015 This page has been left blank intentionally Page 2 of 24 Page 3 of 24 This page has been left blank intentionally Page 4 of 24 Strategic

More information

Attachment 20.64 SA Power Networks: Asset Management Plan 3.2.01 Substation Transformers 2014 to 2025

Attachment 20.64 SA Power Networks: Asset Management Plan 3.2.01 Substation Transformers 2014 to 2025 Attachment 20.64 SA Power Networks: Asset Management Plan 3.2.01 Substation Transformers 2014 to 2025 ASSET MANAGEMENT PLAN 3.2.01 SUBSTATION TRANSFORMERS 2014 TO 2025 Published: October 2014 SA Power

More information

Capital Works Management Framework

Capital Works Management Framework POLICY DOCUMENT Capital Works Management Framework Policy for managing risks in the planning and delivery of Queensland Government building projects Department of Public Works The concept of the asset

More information

ERGON ENERGY. Fleet. Capital Expenditure Forecast. Fleet Forecast Expenditure Summary 1

ERGON ENERGY. Fleet. Capital Expenditure Forecast. Fleet Forecast Expenditure Summary 1 ERGON ENERGY Fleet Capital Expenditure O i Fleet Expenditure Summary 1 Contents Contents... 2 1. Introduction... 3 1.1 Purpose... 3 1.2 Summary of expenditure... 3 1.3 Customer outcomes... 4 2. Current

More information

Network Asset Management Plan

Network Asset Management Plan Network Asset Management Plan CEOM 8018 2014-2019 Page 1 of 87 TROLLED COPY IF PRINTED UNCON PREPARED BY: CAPITAL WORKS P ROGRAM M ANAGER DOCUMENT NUMBER: AUTHORISED BY: PAUL BRAZIER POSITION TITLE: Manager

More information

Senior Asset Capability Engineer Electrical

Senior Asset Capability Engineer Electrical Senior Asset Capability Engineer Electrical PO6 Permanent - Ipswich Based About the position Reporting to the Principal Asset Capability, as the Senior Asset Capability Engineer you will be responsible

More information

Asset Management Plan

Asset Management Plan Asset Management Plan 2010-2019 West Coast s Locally Owned Electricity Distributor Asset Management Plan A 10 Year Management Plan for Westpower s Electricity Network From 1 April 2009 to 31 March 2019

More information

Vision 2050 An Asset Management Strategy. Jaclyn Cantler Manager, Transmission Planning, PHI

Vision 2050 An Asset Management Strategy. Jaclyn Cantler Manager, Transmission Planning, PHI 1 Vision 2050 An Asset Management Strategy Jaclyn Cantler Manager, Transmission Planning, PHI 2 Agenda Case for Change About Vision 2050 Status Closing System Design Cybersecurity Interface with distributed/dispersed

More information

Wandering Council Draft Plant Asset Management Plan

Wandering Council Draft Plant Asset Management Plan Wandering Council Draft Plant Asset Management Plan TABLE OF CONTENTS EXECUTIVE SUMMARY... 2 Context... 2 1 INTRODUCTION... 2 1.1 Background... 2 1.2 Goals and Objectives of Asset Management... 3 1.3 Pla

More information

Network Pricing Trends

Network Pricing Trends Network Pricing Trends Queensland Perspective 20 January 2015 Foreword This report has been prepared for Infrastructure Partnerships Australia (IPA). Its purpose is to help build community understanding

More information

CAIRNS REGIONAL COUNCIL LEASING GUIDELINES

CAIRNS REGIONAL COUNCIL LEASING GUIDELINES CAIRNS REGIONAL COUNCIL NO.1:02:46 General Policy LEASING GUIDELINES Intent Scope To ensure that Council: (i) complies with the Leasing in the Queensland Public Sector Policy Guidelines, (revised December

More information

Operational perspective on the Electricity Distribution Industry (EDI) turnaround

Operational perspective on the Electricity Distribution Industry (EDI) turnaround 2008 Electricity Distribution Maintenance Summit Day 1: 9 June 2008 Operational perspective on the Electricity Distribution Industry (EDI) turnaround by Dr Willie de Beer, Chief Operations Officer, EDI

More information

Asset Management Plans

Asset Management Plans November 213 Introduction Table of Contents Page # ACS Buildings & Grounds 2 Purpose and Scope ACS Buildings & Seismic 3 The purpose of these ( Plans ) is to demonstrate how we intend to deliver on the

More information

Compile and action switching plans to maintain electricity supply power network security

Compile and action switching plans to maintain electricity supply power network security Page 1 of 6 Compile and action switching plans to maintain electricity supply power network security Level 4 Credits 9 Purpose People credited with this unit standard are able to: plan network operating;

More information

EAST AYRSHIRE COUNCIL CABINET 21 OCTOBER 2009 TREASURY MANAGEMENT ANNUAL REPORT FOR 2008/2009 AND UPDATE ON 2009/10 STRATEGY

EAST AYRSHIRE COUNCIL CABINET 21 OCTOBER 2009 TREASURY MANAGEMENT ANNUAL REPORT FOR 2008/2009 AND UPDATE ON 2009/10 STRATEGY EAST AYRSHIRE COUNCIL CABINET 21 OCTOBER 2009 TREASURY MANAGEMENT ANNUAL REPORT FOR 2008/2009 AND UPDATE ON 2009/10 STRATEGY Report by Executive Head of Finance and Asset Management 1 PURPOSE OF REPORT

More information

SOL PLAATJE LOCAL MUNICIPALITY

SOL PLAATJE LOCAL MUNICIPALITY SOL PLAATJE LOCAL MUNICIPALITY LONG TERM FINANCIAL PLANNING POLICY 1 P a g e TABLE OF CONTENTS TABLE OF CONTENTS... A 1. INTRODUCTION...1 2. PURPOSE OF THIS DOCUMENT...1 3. DEFINITIONS... 2 4. OBJECTIVES...

More information

2014 Price Review Business Plan Supporting Appendices Network Management. Published 2 December 2013

2014 Price Review Business Plan Supporting Appendices Network Management. Published 2 December 2013 2014 Price Review Business Plan Supporting Appendices Network Management Published 2 December 2013 2 Executive Summary This appendix summarises our approach to Network Management. The appendix focuses

More information

Finnish Energy Industries draft answer to CEER public consultation The future role of DSOs

Finnish Energy Industries draft answer to CEER public consultation The future role of DSOs Finnish Energy Industries draft answer to CEER public consultation The future role of DSOs Respondents information Name Ina Lehto Name of organisation Finnish Energy Industries Type of organisation Other

More information

Building Infrastructure Asset Management Plan

Building Infrastructure Asset Management Plan Building Infrastructure Asset Management Plan Version 1.1 Building Infrastructure Asset Management Plan (Version 1.1) Page 1 of 19 Document Control Council policy documents change from time to time and

More information

are expected to be completed prior to, or in, FY2014, and are not anticipated to recommence within the forecast period;

are expected to be completed prior to, or in, FY2014, and are not anticipated to recommence within the forecast period; 5.1.2. Rule 8(b): Forecast total annual Capital Expenditure specified for each FLSM Asset Class, expressed in nominal terms. (a) Telstra s annual inflation assumptions used in its forecasts of Operating

More information

ICM Project Station Infrastructure and Equipment

ICM Project Station Infrastructure and Equipment EB 0 00 Schedule B. ( pages) ICM Project Station Infrastructure and Equipment (THESL) EB 0 00 Schedule B. I EXECUTIVE SUMMARY 0. Project Description Many Municipal Substations (MS) located outside of downtown

More information

CONNECTING YOU TO SPECIALIST ELECTRICAL SUPPORT services

CONNECTING YOU TO SPECIALIST ELECTRICAL SUPPORT services CONNECTING YOU TO SPECIALIST ELECTRICAL SUPPORT services SpecialistS IN ELECTRICAL SUPPORT SERVICES TO MINING, UTILITIES & industry Ampcontrol is committed to supporting our customers to maintain efficient

More information

Attachment 20.73 SA Power Networks: Capital and operating historical expenditure October 2014

Attachment 20.73 SA Power Networks: Capital and operating historical expenditure October 2014 Attachment 20.73 SA Power Networks: Capital and operating historical expenditure October 2014 Contents 1. Purpose... 3 2. Capital expenditure... 3 2.1 Capital expenditure summary 2005-2020... 3 2.2 Explanation

More information

Glenorchy City Council Asset Management Strategy for Infrastructure Assets

Glenorchy City Council Asset Management Strategy for Infrastructure Assets Glenorchy City Council Asset Strategy for Infrastructure Assets 2014/15 to 2017/18 Version 1.3 June 2014 Glenorchy City Council Asset Strategy for Infrastructure Assets Document Control Document Control

More information

Scotland s public sector workforce. Good practice guide

Scotland s public sector workforce. Good practice guide Scotland s public sector workforce Good practice guide Prepared by Audit Scotland March 2014 Contents Introduction... 4 Purpose of the guide... 4 What s in the guide?... 4 Part 1. Good practice in workforce

More information

Scorecard - Tillsonburg Hydro Inc.

Scorecard - Tillsonburg Hydro Inc. Scorecard - Tillsonburg Hydro Inc. 9/18/215 Performance Outcomes Performance Categories Measures 21 211 212 213 214 Trend Industry Distributor Target Customer Focus Services are provided in a manner that

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY City of Salisbury ASSET MANAGEMENT STRATEGY Version 6 June 2015 City of Salisbury Asset Management Strategy Document Control Document Control NAMS.PLUS Asset Management www.ipwea.org/namsplus Document

More information

APRIL 2014 ELECTRICITY PRICES AND NETWORK COSTS

APRIL 2014 ELECTRICITY PRICES AND NETWORK COSTS APRIL 2014 ELECTRICITY PRICES AND NETWORK COSTS 1 WHAT MAKES UP THE RETAIL ELECTRICITY BILL? Retail electricity bills are made up of a number of components: Wholesale costs reflecting electricity generation

More information

2014 Residential Electricity Price Trends

2014 Residential Electricity Price Trends FINAL REPORT 2014 Residential Electricity Price Trends To COAG Energy Council 5 December 2014 Reference: EPR0040 2014 Residential Price Trends Inquiries Australian Energy Market Commission PO Box A2449

More information

Sustaining Local Assets. Local government asset management policy statement

Sustaining Local Assets. Local government asset management policy statement Sustaining Local Assets Local government asset management policy statement December 2003 ISBN 0 646 42106 9 Authorised by the Victorian Government Address: Local Government Victoria Department for Victorian

More information

FACT SHEET. NEM fast facts:

FACT SHEET. NEM fast facts: (NEM) operates on one of the world s longest interconnected power systems, stretching from Port Douglas in Queensland to Port Lincoln in South Australia and across the Bass Strait to Tasmania a distance

More information

Cost Allocation Method

Cost Allocation Method Cost Allocation Method Ergon Energy Corporation Limited Document Summary Version: 4.0 Status: AER Approved Version History and Date of Issue Version Date Issued Summary of Changes 1.0 March 2009 Initial

More information

SMART ASSET MANAGEMENT MAXIMISE VALUE AND RELIABILITY

SMART ASSET MANAGEMENT MAXIMISE VALUE AND RELIABILITY SMART ASSET MANAGEMENT MAXIMISE VALUE AND RELIABILITY Electrical equipment is a critical component of your asset portfolio. Beyond its financial value, it plays an even greater role in your business performance.

More information

Pricing methodology Electricity distribution network. From 1 April 2014

Pricing methodology Electricity distribution network. From 1 April 2014 Pricing methodology Electricity distribution network From 1 April 2014 Pursuant to: The Electricity Distribution Information Disclosure Determination 2012 1. TABLE OF CONTENTS 1. Table of contents... 2

More information

City Planning - Council's Improvement Strategy

City Planning - Council's Improvement Strategy Warringah Council Policy Policy No. Number 1 Purpose of Policy The purpose of this policy is to establish the strategic financial planning and sustainability framework to guide Council when developing

More information