Active Electrical Distribution Network. Группа авторов
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Название: Active Electrical Distribution Network
Автор: Группа авторов
Издательство: John Wiley & Sons Limited
Жанр: Физика
isbn: 9781119599579
isbn:
1.3 Electricity Distribution Structures and Business Models
In most countries, transmission systems have been expanded in a planned way based on detailed technical studies, but there is an unplanned and haphazard expansion in the distribution sector with the objective of meeting the growing urgent consumer demand. Due to this reason, the distribution system has become inefficient, leading to the following technical and governance challenges:
Technical challenges: huge aggregate technical and commercial (AT&C) losses, poor power quality, low reliability, etc.
Governance challenges: problems with things related to operation and maintenance, adequate metering, dealing with cross subsidy, energy billing, activity outsourcing, improving financial status of distribution utilities, mechanisms for attracting private investors, etc.
Hence, many distribution utilities across different countries are characterized as inefficient with a low productive system. To overcome technical- as well as governance-related difficulties, basic and radical restructuring of the power sector has become imperative [7]. Unbundling, corporatization, privatization, and outsourcing were the major initiatives under restructuring. As a result, four different models to carry out the function of power distribution have evolved across the globe, viz. government-owned Distribution Company, privately owned Distribution Company, Public–Private–Partnership Model, and Distribution Franchisee, as shown in Figure 1.1.
Figure 1.1 Different distribution models evolved.
1.3.1 Government-Owned DISCOM
In this case, ownership of the distribution company (DISCOM) lies with the government. Government-owned DISCOM can again be categorized into two categories, a single vertical structure and an unbundled (corporatized) structure. In the case of a single vertical structure, a single entity that is government owned performs all the tasks of power generation, transmission, and distribution. However, following the trends of reform, unbundling this single vertical structure led to segregation of generation, transmission, and distribution as distinct companies. Again this segregation was done either to single generation, single transmission, and single distribution companies or to multiple generation, multiple transmission, and multiple distribution companies. Some utilities unbundled their single vertical structure into two entities – one dedicated to transmission and another dedicated to both generation and distribution. Similarly, some utilities unbundled their single vertical structure into two entities – one dedicated to generation and another dedicated to both transmission and distribution. Figures 1.2 and 1.3 show various forms of government owned distribution companies.
Figure 1.2 Single vertical structure.
Figure 1.3 Unbundled structure.
From Figure 1.2, it is clear that the task of generation, transmission, and distribution is under the purview of a single entity, irrespective of whether there are single or multiple subsidiaries in generation or transmission or distribution.
Figure 1.3 consists of six different blocks where all the six blocks represent a distinct pattern of unbundled power distribution structure. In the first block, more than one subsidiary are being shown for both the generation and distribution segments whereas transmission has been shown as a single subsidiary because most of the countries kept a single transmission utility while undergoing unbundling. Although a vertical integrated structure and unbundled (corporatized) structures are different in structures no significant differences are found in their operations and functions. The relative concerns relating to this model are:
High technical losses in distribution.
No theft handling mechanism.
No proper fault handling mechanism.
Lack of sourcing and management.
Overstaffing.
Poor collection efficiency.
High rate of outages, blackouts, device failures, etc.
Losses are not established.
Commercial losses are not accountable.
No outage handling and transactional mechanisms.
Lack of enterprise resource planning (ERP) practice.
Poor managerial efficiency.
High fiscal deficit.
No asset management and facility management.
High political interferences.
1.3.2 Privately Owned DISCOMs
In this case, the ownership of the distribution lies with a private company. As a measure of private participation and introducing competition, the following steps were implemented:
More than two licensees were allowed to sell power in the same area.
Provision was made for different tariff rates based on different technical factors like load demand, voltage demand, power factor, etc.
Licensees were allowed to do other business required for optimal utilization of assets but with prior permission.
The relative concerns with this model are:
The private companies started running the power distribution business without bothering government norms and provisions.
They failed to protect consumer interests.
The tariff rate was high.
They faced political resistance as privatization is not welcome in public services.
The number of consumer protests increased.
1.3.3 Public–Private Partnership (PPP) Model
By leaving the distribution business totally in the hands of private players, government lost its control on the distribution sector and was not able to interfere when some norms or guidelines were being violated by the private companies. As a result, different governments kept some share in the distribution utility instead of giving the entire stake to the private player. This initiative led to the development of the concept of a Public–Private Partnership (PPP) model in the power distribution business. The PPP model encompasses various functions and obligations related to electricity supply in a licensed area. In the case of the PPP model, competitive bidding is the criteria used to select the concessionaire. Selected СКАЧАТЬ