The document discusses overcoming constraints and challenges in power system management and network growth through the use of big data. It covers topics such as determining strategies for expanding generation, transmission, and distribution systems; supplying load forecasts; evolving technologies; and assimilating renewable energy sources into network topology and modeling. The document also discusses using big data for management of smart grids and the challenges of ensuring security of electricity supply with increasing reliance on variable renewable power sources.

1. Overcoming Constraints and
Challenges in Power System
Management and Network Growth
Big Data in Management of Smart Grids
Presented at the 3rd Annual Indonesia Power Conference 27th to 30th
November 2012, Jakarta, Indonesia
Dr Himadri Banerji, Ex Chief Executive Reliance Energy Ltd India
& MD EcoUrja

2. Overcoming Constraints and Challenges in Power System
Management and Network Growth
Session Objectives
long-
• Determining minimum cost strategies for long-range expansion of generation,
transmission and distribution systems
• Supplying load forecast within a set of technical, economic and political restraints
• Studying electric load forecast, load growth and regional disparities
• Perspectives in evolution in technology in generation, transmission and
distribution
• Assimilation of renewable energy etc network topology and modelling
• System design options with economics and cost benefit analysis
2

3. Utility business processes operating as separate legal entities in a deregulated
environment. (Courtesy of ABB.)
3

4. Drivers for Total Network Investment
Approach to T&D Network Planning
Schematic diagram of transmission and distribution networks
4

5. Drivers for Total Network Investment
Approach to T&D Network Planning
The Mission Statement
1. "Our company will be the premium regional provider of
electric power.“ Recognizing that its current financial
situation prohibits competing on the basis of price, this utility
has decided to make quality and service its hallmark.
Achieving lowest possible cost is not the goal; achieving low
cost while meeting high service standards.
2. "Provide economical electric power for the prosperity of
the region.“ This utility has a long-standing tradition of low
rates, a way of attracting new industry (i.e. growth) to the
region. Plans that invest a good deal to improve quality are
simply "not with the program.“ Marginal quality
improvements in a new plan are permissible, only if they
lead to lower cost.
5

6. Drivers for Total Network Investment
Approach to T&D Network Planning
The Mission Statement
3. "... maximize return on equity.“ This criterion means the utility wants to
earn the most on what it currently owns. Utilization of existing T&D facilities
is the key. This utility is more reluctant to invest by borrowing than a utility
that wants to maximize return on investment. Plans that call for massive
capital
spending may be unacceptable.
4. "... maximize return on investment.“ This mission makes no direct
distinction between equity and debt - apparently the utility is willing to
borrow, if it increases what it can earn on that investment. A plan calling for
considerable capital outlay is permissible, if that investment yields a good
return
6

7. Drivers for Total Network Investment
Implementing Renewable Energy Directive
In order to reach the 15% overall energy target, the RES suggests
that:
More than 30% of electricity is to be generated from renewable
sources; 12% of heat is to be generated from renewable sources
such as biomass, solar and heat pump sources in homes and
businesses; 10% of transport energy is to come from renewable
sources.
The RES recognises that increasing generation from renewable will
have implications for grid investment, grid technology and grid
connection policy. All of these issues have the ability to impact on
T&D‟s investment plans.
7

8. Approach to analysis of integrating renewables
Approach to analysis of integrating renewables
8

9. VCC-
Example of VCC-HVDC transmission for a Wind Turbine Integration
9

10. Major Challenges
Security of electricity supply
Society is becoming more and more dependent on reliable and high-
quality electricity supply.
The power industry around the world continues to face an ever
changing technological and regulatory environment.
As a result of the efforts to combat climate change, deployments of
wind, solar, tidal, wave and other power generators with variable and
less certain power output are being installed and will continue to be
installed on a large scale.
10

11. Drivers for Total Network Investment
Approach to T&D Network Planning
Planning is a process of determining the best course of action or
schedule of commitments that can be made to achieve one's goals.
The planning process can be segmented into the five steps shown in
next slide.
Each one is an important part of the process for planning in any type
of industry, but in particularly utility T&D planning.
11

12. Drivers for Total Network Investment
Approach to T&D Network Planning
Approach to T&D Network Planning
Steps Description
•Explicitly define the range of application and its
Explicitly
•Identify the problem
I limits.
•Determine the goals
Determine •What goals are to be achieved?
What
•Identify the alternatives
Identify lternatives •What is to be minimized? What options are
What
available?
•Evaluate the Alternatives
Evaluate •Evaluate all the options on a sound basis.
Evaluate
•Select the Best Alternatives
Select •S elect the option that best satisfies the goals
S
with respect to the problem.
•Final plan
Final
12

13. Drivers for Total Network Investment
Approach to T&D Network Planning
Some Typical Criteria and Costs Evaluated in Electric System Planning
Criteria Attributes
Voltage standards Cost of equipment
Noise and emissions limitations Cost of land and ROW
Safety and clearance standards Cost of labour and construction
Electrical and fire protection Cost of taxes, insurance, etc.
standards Cost of design and engineering
Pollutant/toxicity material restrictions Cost for maintenance and operations
Aesthetic impact and standards Cost of losses
Maintenance access requirements Cost of permits, licenses, etc.
Equipment loading standards Flexibility in future design
Contingency margin requirements Salvage cost (at end of life)
Equipment loading standards Fuel & fuel delivery cost
Construction method requirements
13

14. Drivers for Total Network Investment
SHORT-
SHORT-AND LONG-RANGE PLANNING
LONG-
Lead-
Lead-time
- the time it takes to prepare, build, and install facilities - sets
the minimum planning period for any endeavor. If it takes up
to five years to order materials, obtain permits, survey, build,
test, and put into service a new substation in the core of a
major metropolitan area, then the power distribution utility
has no choice but to plan at least five years ahead in order to
make certain it will have all new substations by the time they
are needed
14

15. Drivers for Total Network Investment
Typical Minimum Lead Times at Various Levels of the Electric Utility Power System
Level Years
Central Station Generation 10
EHV Transmission (>500 kV) 9
Transmission 8
Sub-transmission (< 140 kV) 7
Primary Distribution Substations 5
Primary Voltage Feeders 3
Rebuilding existing substations 2
Rebuilding existing lines – UG 2
Rebuilding existing lines – OH 1
Lateral primary voltage taps, changes 1
Distributed generation (> 10 MVA) 2
Distributed Generation (10-1 MVA) 1
Dispersed generation (< 1 MVA) 4
Service level 2
15

16. Drivers for Total Network Investment
SHORT-
SHORT-AND LONG-RANGE PLANNING
LONG-
The "short-range plan" is a schedule of additions, enhancements,
reinforcements and changes that are to be made to the system
and that have been authorized and committed.
Although there is always some recourse in any plan, the short
range plan is composed of decisions which have, in effect, been
"locked in."
As such, it tends to be very "project oriented," as shown in next
slide.
16

17. Drivers for Total Network Investment
SHORT-
SHORT-AND LONG-RANGE PLANNING
LONG-
The short-range planning process leads, ultimately, to a series of separately
identifiable Project authorizations, each committing to a Particular addition(s)
to the system, with its own
scope of work
schedule,
budget
justification.
These project authorizations are the hand off from the
planning process to the engineering and construction process.
17

18. SHORT-
SHORT-AND LONG-RANGE PLANNING
LONG-
Load forecast Existing system
lead-
for the lead-time & planned additions
year(s) lead-
through lead-time
Drivers for Total Network Investment
Short-range
Planning process
Identified area
capacity shortfalls
and solutions
18

19. Drivers for Total Network Investment
SHORT-
SHORT-AND LONG-RANGE PLANNING
LONG-
Long-range Planning: Focus on Reducing Cost
Long-range planning focuses on making certain that the
equipment and facilities called for in the short-range
plan provide lasting value and the lowest overall cost
during their lifetime, unlike short-range planning, which
seeks to identify
problems and solve them before they occur.
The reason to look beyond the lead-time, and to plan
for the long run, is to assure the decisions being made
have the most lasting value
19

20. Drivers for Total Network Investment
The Allowable Returns Sample of a Utility
Post Tax Returns
Utility has forecast its capital expenditure requirements for the duration of
Regulatory Period. Tax allowances will depend on the nature of this expenditure
and Utility has provided a forecast of the likely categories which the expenditure
will fall into for tax purposes. The level of tax allowances will follow Government
Customs and Revenue rules. Utility will be required to furnish the Authority on an
annual basis with a tax return against which it can compare actual taxation with
Utility’s forecast. Such information will also inform the Authority of how to treat
taxation at the time of the next price control review.
20

21. Drivers for Total Network Investment
Smart Programs
•Smart 1 includes projects such as solar water heating, biomass generation
Smart
and heating, small scale wind generation and tidal generation, and seeks to
stimulate near market renewable technologies through the funding of
programmes of renewable installations.
•Through the Smart 2 programme, Utility has sought to encourage, identify and
Through programme,
support renewable energy and energy efficient alternatives to conventional
network reinforcement.
21

22. Drivers for Total Network Investment
Smart Programs
Support, through funding, for a range of renewable installation programmes and for
a small number of higher-value renewable projects
(Where a renewable based alternative to conventional network reinforcement is
confirmed and the support mechanism can be capitalised, it would be funded from
T&D network capital investment plan at a 1% (pre tax) additional rate of return).
Utility envisages establishing a Protected Customers Fund that would finance
projects specifically targeted at combating fuel poverty by assisting low income
households to access available grants and social benefits.
22

23. Drivers for Total Network Investment
Smart Programs
23

24. Estimation of Total Network Investment
Combining the network investment arising from new demand, ageing
infrastructure, and additional costs associated with renewable gives the total
annual investment in electricity networks for each region:
24

25. T&D Costs of an Electric Utility for a Regulatory Period
25

26. Drivers for Total Network Investment
Annual Revenue Requirement
A regulated company incurs both operating and capital costs, including finance
costs. Under the current price control, a formula within the utility's T&D‟s licence
determines the amount of revenue which the company can raise in year t in
respect of its operating and capital costs, including a return and depreciation. The
formula is:
MDt = COt-5 + Pt-5 + UOt + (RABt x CoCt) + Taxt+ Dept + CoLt + Dt + Kt16
COt- Pt-
Where:
MDt is the maximum regulated T&D revenue
COt-5 is the actual controllable operating expenditure (Opex) five years earlier
(excluding pensions costs and after making the one-off adjustments, RPI indexed
to the year t price base;
P t-5 is the amount of pensions costs paid five years earlier (less a disallowance
in respect of early retirement deficiency costs), RPI indexed to the year t price
base;
UOt is the actual uncontrollable Opex in year t in nominal prices;
26

27. Drivers for Total Network Investment
Annual Revenue Requirement
RABt is the average regulatory asset base (RAB) for year t in nominal prices;
CoCt is the allowed cost of capital;
Note: CoCt is also referred to as the WACC and RABt x CoCt is known as
the „Return on RAB‟
Taxt is the allowance for tax costs;
Dept is the RAB depreciation allowance;
CoLt is revenue adjustments arising under the change of law provisions;
Dt is revenue adjustments arising from assessed capital expenditure (Capex)
efficiency gains or losses and revenue due under SMART programmes. Any
costs in this category require regulatory approval.
Kt is the correction factor due to over/under recoveries
27

28. Managing Constraints in
T&D Network Expansion
Chasing Higher IRRs
Big Data and Enterprise GIS

29. Expectations of Power Utility
Improve revenue by improving ‘ENS’ ( Energy Not Served).
Improve performance by improving SAIFI, SAIDI.
Improving ‘Customer Complaints’ logs in Trouble Call Management.
Long-standing faults brought to a minimum.
Limiting number of interruption per day a) Breakdown b) Preventive
Maintenance c) Load-shedding.

30. Expectations of Power Utility
Good collection & billing System.
To reduce Outage Time.
To stop Power theft.
To provide better services to the consumers.
To have stabilized Asset Management System.
Safety- Zero fatality rate.

31. On August 14, 2003, large portions of the Midwest
and Northeast United States and Ontario, Canada,
experienced an electric power blackout. The outage
affected an area with an estimated 50 million
people and 61,800 megawatts (MW) of electric
load in the states of Ohio, Michigan, Pennsylvania,
New York, Vermont, Massachusetts, Connecticut,
and New Jersey and the Canadian province of
Ontario. The blackout began a few minutes after
4:00 pm Eastern Daylight Time (16:00 EDT), and
power was not restored for 2 days in some parts of
the United States. Parts of Ontario suffered rolling
blackouts for more than a week before full power
was restored.

32. Relational database (RDB) Rise to prominent use by utilities
However failure of traditional databases like RDBs to scale well in the face of rising
data volumes, complexity, and speed has been well proven, with alternative
technologies often outperforming them by more
Object-oriented databases (ODB) and
emerging NoSQL technologies, HADOOP,

33. “Big Data”
is typically considered to be a data collection that has grown so large
it can’t be effectively or affordably managed (or exploited) using
conventional data management tools: e.g., classic relational
database management systems (RDBMS) or conventional
search engines, depending on the task at hand.
This can as easily occur at 1 terabyte as at 1 petabyte, though most
discussions concern collections that weigh in at several terabytes
at least.

34. situational
having an
awareness in real-time understanding of
means
what you need to
know,
have control of &
conduct analysis for
If you have these to identify anomalies
things, making the right in normal patterns or
decision in the right behaviours that can
amount of time in any affect the outcome of
context becomes much a business or
easier process.

35. Variety Velocity Volume Validity Veracity
The utility industry's time scales vary over 15 orders of magnitude due to the unique
diversity of sensors and critical business processes, and often at much faster intervals
than other industries, which, when trying to create scalable situational awareness,
impacts all five V‟s of the industry's Big Data pressures.
Data from Utilities’ devices and sensors has an extraordinarily broad range of relevant time durations for which they are
valuable to the business, from milliseconds, to decades

36. Image Caption: There were three time windows where situational awareness would have given sufficient time to
adequately respond.

37. To satisfy these imposing requirements constraints, Web entrepreneurs
developed data management systems that achieved supercomputer power at
bargain-
bargain-basement cost by distributing computing tasks in parallel across large
clusters of commodity servers.
They also gained crucial agility – and further ramped up performance – by
developing data models that were far more flexible than those of conventional
RDBMS.
Web- non-
The best known of these Web-derived technologies are non-relational databases
“NoSQL
NoSQL” “Not-Only-
(called “NoSQL” for “Not-Only-SQL,” SQL being the standard language for querying
and managing RDBMS), like the
open-
Hadoop framework (inspired by Google; developed and open-sourced to
Apache by Yahoo!) and
(Facebook
Facebook),
Cassandra (Facebook),
and search engine platforms,
CloudView (EXALEAD)
Nutch (Apache).
37

38. Enterprise wide Geographical Information System (GIS) in REL
GIS Platform Enterprise Data Management
Network Data
ArcCatalog, ArcMap ArcSDE, ArcIMS
SLDs, Layouts, Cable Routes
Equipment Data
Structural Data
New EHV Stations , Specifications, Diagrams,
Towers, Pillars, HVDS, LTMP, Operational History
Poles, Plinths O&M etc.
Consumer Data Network Analysis
Responder OMS,
Name, KNo., Service Tools, Application
ArcFM
Line, DT No Programs
Seeing is believing !!!!!!!
We have seen it

39. System Architecture
Business Customer Transmission/Distribution
Support Care (CIS) WMS/Staking/IVR
XML XML XML XML
Integration Framework
ArcFM Solution
(Models and Tools for Mapping and Network Data Management)
ArcGIS
(Core GIS Functions)
Open
RDBMS

40. System Architecture

41. Need for GIS
• Impressive progress in power sector, but still insufficient.
Demand
Widening gap between demand and supply
due to T& D losses amounting to 25% in the
Supply distribution link.
Losses BYPL BRPL
AT&C Loss % 50.71 39.68
Distribution Loss % 48.11 42.7
No. of Consumers 836000 1070000
The estimated T&D losses for the fiscal 04-05 for BRPL and BYPL, Delhi
Target – T & D loss Reduction Solution – 1) Implementation of GIS modules
2) Distribution management thru’ GIS

42. Estimates of Implementing
GIS at Delhi
Initiatives taken by GIS PMO group established at CEO Office of the company are
as follows -
• Development of Functional Requirements and Data Model.
• Updating of Reliance Corporate Land base Maps.
• Capturing the entire EHV/HV network.
• Capturing the entire LV network.
• Capturing Consumer Information.
• In House Digitization and field QC.
• Consultancy Services by REL

43. Updating of Reliance Corporate LAND base Maps
• Integrated large scale corporate land base map prepared based on RICs data requirements with base data as IKONOS
imagery imported from Space Imaging.
• IKONOS imagery digitized by RDWL team through network of digitization vendors.
• Maps supplemented with field survey information conducted by contractors identified by RDWL.
Flaw in above system – Information updated by RDWL was insufficient for locating Electrical network and individual
Consumer Service points.
Codification Guidelines of RDWL
Solution – * Updating of all buildings with service
• Providing unique id to all building for its
line feeding identification.
* Including all new transport features including • Linking it with its consumer/service line.
road, railway, flyovers.
Total Cost Cost Per
Unit Unit Cost Qty. (Mn) Consumer
Land Base Sq Km 20,000 900 18 9.44
Land Base Updating Polygons 8 1,000,000 8 4.2
Cost Estimates for Land base and Updating

44. Development of Functional Requirements and
Data Models
• ESRI / M&M appointed as GIS service providers by REL ( on behalf of BRPL and BYPL ) for
- studying existing system.
- developing functional requirement for proposed GIS.
• GIS Tools –
* COTS available platforms from ESRI.
* Third party applications from Miner and Miner.
* Customer Applications for GIS interfaces for integration with other applications
- SAP (ISU-CCS for Consumer Information).
- SAP (PM) for Operations and Maintenance.
- Cymedist Interface for Network Analysis.
- GIS Interface for SCADA system.
Development of tool based on functional requirement and application design
document approved by REL for ESRI / M&M
Testing and approval for implementation at cluster Citrix application servers at DAKC.
Applications made available for access from anywhere in the Reliance Network including
both the DISCOMS in Delhi.

45. Capturing Entire EHV/HV Network
Phase 1
The GIS data dictionary included the entire network of EHV and HV.
• EHV Grid Stations and their equipments.
• 11/0.44 kv substations and their equipments.
• 66.33 and 11 kv feeders.
Survey agencies
identified for capturing
Total Cost Per
EHV/HV networks.
Cost Consume
Unit Unit Cost Qty. (Mn) r
Digitization of captured
data using in-house 33/66 KV Conductor Km
digitization tools developed
33/66 KV Cables Km 650 476 0.3094 0.16
by RDWL and REL
11 KV Conductor Km
Digitized data migrated to 11 KV Cables Km 650 1,441 0.9367 0.49
REL Corporate electric
data base server at DAKC. EHV Station Nos 2,500 124 0.31 0.16
HV Stations Nos 500 8,000 4 2.1
Database made accessible Cost Estimates for EHV / HV Data Collection
through ESRI COTS and
customer application from
anywhere in Reliance WAN
including both DISCOMS in
Delhi.

46. Capturing the entire LV Network
Phase 2
Consumer Feeding Structure
Capturing LV network points codified with unique codes
for linking them with respective
set of consumers.
Features captured – This would enable linking of every
• Consumer Feeding Points consumer with its feeding point &
11/440 v substation, required for
* LV Support Structures energy audit, NA, O&M and other
applications.
* LV Feeder Pillars
* Street Light Structures
• LV Feeder Network (0.44 kv ) connectivity
Total Cost Per
Unit Cost Consum
Unit Cost Qty. (Mn) er
Feeder Pillars/Support Structures SS 8 800,000 6 3.36
Cost Estimates for LV Data Collection

47. In-House Digitization and Field QC
Data being captured is governed
with stringent QA requirements
based on feature being captured
Team deputed for carrying out
QC who conducts field checks
before accepting data for
digitization
Data is then handed over to
digitization team where
digitization is done using
industry standard CAD/GIS
packages.

48. Capturing Consumer Information
Non-availability of accurate consumer records had been one of the main reasons for
commercial losses.
GIS based consumer indexing has been carried out by many DISCOMS / SEBs,
without much of a fruitful result.
At BSES, Delhi it is at a conceptual; stage and different models are being evaluated
for collecting consumer information
The consumer data being collected will be integrated with its building id for its spatial
location and network connectivity with its feeding structure id in GIS.
Total Cost Per
Cost Consume
Unit Unit Cost Qty. (Mn) r
Consumers Consumer 7 1,906,000 13 7
Cost Estimates for Consumer Data Collection

49. Skeleton of GIS
CIS
SCADA
NO OMS
CIS DATA SAP

50. INTEGRATION AS A CONCEPT

51. INTEGRATION AS A CONCEPT
Why integration? When Should Integration be
Use work process flows to define touch points Considered?
of integration to support business processes
Data/applications exist in many places
Use enterprise and process modeling
to describe how data and components Merger/acquisition of requirements
service the needed business processes Supporting thousands of users
– Shared data doubles the accuracy and with many different requirements
quality requirements Scalability
– look at the data from each systems
perspective (financial vs. operations)
Metrics -- Measuring Integration
Benefits of Integration Success
Customized for the organization
Tie Benefits and Metrics
Reduces cost of connecting – Customer service measurements
components and adding/changing
components. related to more up-to-date information
Adds value to business processes How can Integration…
Enforces process consistency – increase revenue?
Data Consistency – improve customer service?
– give more information about our
business?

52. Integration with Other Applications
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53. Enterprise Wide Integrated GIS.
OMS-
Responder Consumer
Network Information
Analysis System(CIS)
GIS-
AM/FM
SAP
SCADA-DMS
Custom Tools
( Energy Audit
Scheduler et al.)

54. Electric Network Trace

55. LT NETWORK
Service Line
Service Point

56. SLD WITH REF-ID

57. SUPPORT STRUCTURE WITH ATTRIBUTES

58. CONSUMER DATA

59. Distribution Management thru’ integrated GIS
• Load Calibration (LC), Load Flow Calculation (LFC)
• Switching Orders based on minimum Loss path
• Static spatial connection and dynamic behavior of organizational model &
equipment model
• Switch and switch status telemetry superimposed with cable/conductor type &
length
• Electrical parameters (R, X, B, G ) derived there from to give loss data and
options
• Voltage profiling with load data superimposed on above
• Power quality and THD
• Distance relay zones superimposed on map to give nearest fault location
• Fault Isolation and switching restoration options

60. Consultancy Services
EcoUrja provides management services including –
• Survey and digitization
• Procurement and contracting
• Contract management and monitoring
• QA and QC
• Hardware and Software
• Application testing
• Migration and hosting services for application and database at DAKC

61. Load growth planning Using Geo-referenced data

62. Utility business processes operating as separate legal entities in a deregulated
environment. (Courtesy of ABB.)
62

63. Estimated Benefits of GIS
• As per estimation, GIS will benefit by decreasing both Commercial and Technical losses.
• Based on assumption for 0.5%, 1.5% and 2.5% increase in MU billed for the first, second
and third year respectively by reduction of losses and better O & M.
Pre GIS Implementation Post GIS Implementation
Approx. Approx. Approx.
I Yr. Increas II Yr. Increas III Yr. Increas
(1.0% e in (1.5% e in (2.5% e in
BYPL BRPL Approx Incr Revenu Incr Revenu Incr Revenu
MU MU Total Tariff MU) e MU) e MU) e
Domestic 1591 2801 4392 2 43.92 87.84 66.54 133.08 112.56 225.12
Commercial 580 740 1320 4 13.2 52.8 20 79.99 33.83 135.32
Industrial 272 406 678 4 6.78 27.12 10.27 41.09 17.38 69.51
Agriculture 1 66 67 1 0.67 0.34 1.02 0.51 1.72 0.86
Bulk 368 1100 1468 1 14.68 7.34 22.24 11.12 37.62 18.81
Total Units Billed 2812 5113 7925 79.25 175.44 120.06 265.78 203.11 449.62
Benefits after GIS Implementation Note: From the table, increase in revenues with prevailing tariff is
175mn, 265Mn and 450Mn respectively for three years.

64. SAMPLE REQUIREMENT ANALYSIS SHEET
HT Maintenance Department
Sr. Activities Description of activity How GIS can help
No
1 Maintenance of 33 kV, 22 kV Information of the 33KV or 22 kV The affected are can be viewed on the GIS, so that the
and 11 KV cables in the feeder tripping is conveyed to the cusomers may be informed accordingly.
system zonal engineering dept
Arrangements are made for the a) Locating a Substation during an emergency, for
necessary load transfer operations carrying out Switchover operations
as per the directions of the Load b) Determining the shortest route between two
Cell substations or any two facilities
Staff is deputed along with Knowledge of existing joints on the cable and the
personnel of Testing Dept. to topology of the area beforehand
pinpoint the location of fault
Excavation is arranged for exposing Generation of Intimation letters to appropriate BMC
the fault after issuing necessary Ward, with drawings of the portion to be excavated
intimations to concerned local
authorities.
After exposure, the fault is The number of cables lain along the same route can be
ascertained, the cable identified verified. The correct cable can then be exposed.
and punctured. If fault is not
discernible, re-testing is requested
Cable jointing arranged and a) Joint details can be updated on to the GIS directly
intimation given to drawing dept. b) All attribute details, viz jointing date, jointers name,
regarding the same. type of joint etc can be attached to the joint
On completion of jointing and Keeping track of whether the excavated area has been
refilling of excavated area, pressure reinstated
testing of the cable is carried out
After successful pressure test, Other faults/ disturbances/ abnormalities in the vicinity of
message for charging the cable is this area can be checked
given. System normalising
operations carried out as per Load
Cell
System normalising operations Keeping track of affected areas, on the GIS map
carried out as per Load Cell.

65. 2 M aintenance of 11 kV/ 430V Preventive Maintenance
substations
Substation Inspection & LT Load a)Area-wise peak load period can be displayed on the
reading :The load reading is GIS
carried out as per the known peak b) An automatic schedule for load reading & Inspection
load period of the substation and can be generated keeping into account the shortest
may be morning or evening, travel time for the maintenance crew
morning & evening and in some
instances night
Transformer Oil filtration: Monthly a) The GIS can provide updated graphical information
transformer oil filtration schedules on where the outages have been taken
are distributed to the Load Cell, b) Line clear cards can be automatically generated and
Controlling Receiving Station and to ven mailed to the consumer in advance
the various districts. The respective c) The BDV of the Oil can be attached as an attribute
D.I.’s arrange for outages as data to the Transf
scheduled by distribution of Line-
Clear car
Switchgear overhauling:
overhauling Same as above
(frequency : once in THREE
YEARS)
The monthly switchgear overhauling
schedules are distributed to the
Load Cell, Controlling Receiving
Station and to the various districts.
The respective D.I.’s arrange for the
scheduled outage by
3 Proposing improvements in These proposals are for a)Detailed interior layout of the Substation is available
network improvement of supply conditions in instantly
the area and include: b) Approach roads and possible shorted cable routes
1) Reinforcement of H.T.U.G. Cable can be identified.
( i.e. replacement of existing cable c) Automatic generation of Bill of Material/ Cost
with higher size cable) Estimates
2) Change / addition of switch-gear d) Displaying areas requiring improvements based on
3) Change / addition of L.T. Panel load
4) In

66. 4 Miscellaneous works R Jobs
These are request jobs executed at a) Generating Estimates for execution of the Job
the behest of consumers, other b) Locating the area of interest
utilities or the local authorities or
repair works carried out to rectify
damages on our cables as a result
of works carried out by the party.
Estimates for the same are
prepared and forwar

67. Estimating Return on Investments
Based on the assumptions of the benefits made, it can be seen that the
project has a pay back less than one year of its implementation.
Increase in Net Cash
Cost Revenue Flow IRR
GIS Implementation 128 0 -128
GIS Implementation (End of I Yr) 40 175 135 6%
Maintenance Cost estimated as 25% Of total
Implementation (Yr. II) 42 266 224 95%
Maintenance Cost estimated as 15% Of total
Implementation (Yr. iii) 25 450 424 138%
Return on investments
From the Table it can be seen that the project not only has very less payback period, but has fabulous returns over
second and third year with net cash flows as 135mn, 224mn and 424Mn with IRR as 6%, 955 and 138% for first,
second and third year respectively

68. Thank You
The Project has since been commissioned and the
T&D Losses have been reduced adding significantly to
the IRR
Presented at the 3rd Annual Indonesia Power Conference
27th to 30th November 2012, Jakarta, Indonesia
Dr Himadri Banerji, MD EcoUrja
Ex Chief Executive Reliance Energy Ltd India