Report Of The Committee On Manpower, Certification And Incentives ...
Report of the Committee
on
Manpower, Certification and Incentives
for
System Operation
and
Ring fencing Load Despatch Centres
Ministry of Power
Government of India
August 2008
Foreword
The electric “Power System” is a complex technical system with diverse
stakeholders. These include generating utilities, transmission utilities,
distribution companies, consumers, manufacturers, market
intermediaries, academic institutions, technologists, economists, financial
institutions, planners, administrators, government authorities, regulatory
bodies and many others. Decisions may involve considerable formal
and informal interaction with stakeholders making the power system
operation a multidisciplinary task. This calls for an overall understanding
of all related areas in addition to the technical aspects.
Effective grid management requires handling of different but related
sets of flows that are critical for optimization of energy resources at the
national level. These are the flow of energy across the grid, the exchange
of information about power flows and the status of elements it moves
across and the flow of money between producers, marketers,
transmission owners, buyers and others. ‘Load Despatch Centres’
(LDCs) play an essential role in managing and improving all the three.
Thus, ‘load despatching’ is an overarching; distinct and specialized
activity.
In accordance with Section 3 of the Electricity Act, 2003, the Government
of India notified the National Electricity Policy for the development of
the Power System. The spirit of the Act is to ensure independence for
System Operation. Under the reform process pursued by the
Government of India, the Electricity Supply Industry (ESI) in India is
developing at a fast pace. The committee perceives “load despatching”
in the 21st century as a ‘mission critical activity’ for uninterrupted and
reliable power supply; a ‘facilitator’ for an efficient electricity market; an
“optimizer” of precious power generating resources; an ‘instrument’ for
equitable and fair use of the available transmission infrastructure and an
‘indispensable link’ between the managers, administrators, planners and
regulators on one end and the physical system on the other end. LDCs
would also play a major role in facilitation and deployment of renewable
energy sources and consider minimizing emission despatch as an
objective function. Thus strengthening of Load Despatch Centres in India
would yield substantial gains to all stakeholders.
In the rapidly changing scenario, the credibility of the ESI in India is in
large measure in the hands of the System Operators at the Load
Despatch Centres. They have to be neutral, fair, transparent, and
accountable in discharging their duties. The factors that influence the
performance at the LDC are the external business environment, internal
work environment, clarity of goals, operating aids to perform, motivation
to perform and skills and knowledge of the individuals. Strategic
interventions in all the above would enhance the performance of the
Load Despatch Centres.
The committee constituted by the Government of India went into the
details of the functioning of ‘Load Despatch Centres’ and has arrived at
its recommendations in this report. All efforts need to be made to create
an environment where the Load Despatch Centres have functional
autonomy, independent and sustainable revenue streams and are
adequately staffed with people having the right skills, equipment and
incentives to deliver.
(Gireesh B. Pradhan)
Chairman of the Committee
New Delhi
Acknowledgement
The Committee would like to place on record the co-operation
extended by the State Governments and the inputs given by the State
Electricity Regulatory Commissions (SERCs).
The participation of engineers at State Load Despatch Centres,
Regional Load Despatch Centres and National Load Despatch Centre
in the survey has been a very valuable input for this report.
The contributions of volunteers from Regional Load Despatch Centres
who helped in conducting the survey in a very short time and the efforts
made by Shri S.R. Narasimhan and Shri Vivek Pandey in preparation
of the report are sincerely acknowledged.
Lastly, the Committee would like to place on record the motivation
provided by the Ministry of Power, Government of India on this key
issue of Power System Operation in India.
11th August 2008
New Delhi
Table of Contents
Introduction ............................................................................................................................... 1
1.1
Formation of the Committee ........................................................................................ 1
1.2
Approach adopted by the committee ............................................................................ 2
Role of the Load Despatch Centres in India ............................................................................ 3
2.1
Introduction ................................................................................................................. 3
2.2
Load Despatch Centres in India ................................................................................... 3
2.3
Functions carried out by the Load Despatch Centres in India ....................................... 5
2.3.1
Load Despatch Centres as System Operators ............................................................ 5
2.3.2
Load Despatch Centres as Market Operators .............................................................. 6
2.3.3
LDCs as agents for achieving economy & efficiency .................................................... 7
2.3.4
LDCs as change agents in the ongoing reforms in ESI ................................................ 8
2.3.5
LDCs for feedback to policy makers, regulators & planners ......................................... 9
2.4
Conclusion ................................................................................................................. 9
Manpower and Incentives ....................................................................................................... 11
3.1
Manpower requirement at LDCs ................................................................................ 11
3.2
Present manpower strength and profile of manpower at LDCs ................................... 12
3.3
Attracting and retaining talent at LDCs ....................................................................... 15
3.4
Compensation and incentives for LDC personnel ...................................................... 15
3.5
Work environment and other facilities at LDCs .......................................................... 17
Certification and training of System Operators ..................................................................... 19
4.1
Need for improving skills and knowledge of LDC personnel ........................................ 19
4.2
Rationale for certification of System Operators .......................................................... 19
4.3
International practices in System Operator certification .............................................. 20
4.4
Certification and training for System Operators .......................................................... 21
4.5
Governance & administration of the training & certification process ............................ 23
Ring fencing & Functional Autonomy of Load Despatch Centres ......................................... 25
5.1
Introduction ............................................................................................................... 25
5.2
Funding of Load Despatch Centres ........................................................................... 26
5.2.1
Suggested changes in funding methodology for LDCs ............................................... 27
5.2.2
Business model for Load Despatch Centres ............................................................. 28
5.3
Capital Expenditure plans by Load Despatch Centres ................................................ 30
5.4
Separate outlay for Load Despatch Centres .............................................................. 31
5.5
Governance structure ............................................................................................... 32
5.6
Systems and procedures at Load Despatch Centres ................................................. 34
Recommendations of the Committee ..................................................................................... 35
6.1
Recommendation 1 .................................................................................................. 35
6.2
Recommendation 2 .................................................................................................. 36
6.3
Recommendation 3 .................................................................................................. 37
6.4
Recommendation 4 .................................................................................................. 38
6.5
Recommendation 5 .................................................................................................. 39
List of figures
Figure 1: Age profile of LDC personnel ........................................................................................ 13
Figure 2: Basic discipline of personnel at LDCs ........................................................................... 13
Figure 3: Experience of LDC personnel in Generation .................................................................. 14
Figure 4: Past experience of LDC personnel in Transmission and Distribution .............................. 14
Figure 5: Opinion of LDC personnel regarding Certification .......................................................... 21
Figure 6: Composition of the annual business volume at the regional level ................................... 32
Figure 7: Opinion of LDC personnel on importance of ethics in LDC ............................................ 33
List of tables
Table 1: Management levels in a typical LDC ............................................................................... 12
Table 2: Comparison of charges for various services in ESI ......................................................... 31
List of Annexes
Annex-I:
Minutes of the meeting convened by Ministry of Power on 5th November 2007
with the Forum of Regulators and the State Governments. .......................................... 43
Annex-II:
Suggestions by the SERCs and the State utilities on LDCs ......................................... 51
Annex-III: Order dated 4th Feb 2008 by the MoP constituting the Committee ............................... 55
Annex-IV: Approach Paper on “Enabling effective and efficient Load Despatch Centres in India
through functional autonomy and authority, certified manpower and appropriate
incentivization” prepared by MoP for circulation to the Committee. .............................. 57
Annex-V:
List of references as per the literature survey carried out by the Committee ................ 67
Annex-VI: Report on the Air Traffic Management (ATM) in India. ................................................... 71
Annex-VII: Report on the Survey of LDCs in India. ....................................................................... 81
Annex-VIII: Chronology of developments in the statute in respect of LDCs. ................................. 109
Annex-IX: Typical manpower requirements in a LDC and organization Chart. ............................ 117
Annex-X: International practices for ensuring competence of System Operators ...................... 121
Annex-XI: Approach paper on Training and Certification of System Operators ........................... 123
Annex-XII: Historical background of RLDC funding .................................................................... 137
Annex-XIII: Summary of orders issued by SERCs in respect of SLDC fees and charges ............ 139
Annex-XIV: List of websites of NLDC / RLDCs / SLDCs ............................................................. 141
List of Acronyms
ABT
Availability Based Tariff
ATC
Air Traffic Controller
ATM
Air Traffic Management
BBMB
Bhakra Beas Management Board
CAPEX Capital Expenditure
CEA
Central Electricity Authority
CERC
Central Electricity Regulatory Commission
CTU
Central Transmission Utility
DVC
Damodar Valley Corporation
EMS
Energy Management System
ERC
Electricity Regulatory Commission
ESI
Electricity Supply Industry
HVDC
High Voltage Direct Current
IEGC
Indian Electricity Grid Code
IPP
Independent Power Producer
ISGS
Inter State Generating Stations
ISO
Independent System Operator, International Standards Organization
ISTS
Inter State Transmission System
IT
Information Technology
LDC
Load Despatch Centre
NEP
National Electricity Policy
NERC
North American Electric Reliability Corporation
NLDC
National Load Despatch Centre
NPTI
National Power Training Institute
PX
Power Exchange
REB
Regional Electricity Board
RLDC
Regional Load Despatch Centre
RPC
Regional Power Committee
SA
Situational Awareness
SCADA Supervisory Control and Data Acquisition
SEB
State Electricity Board
SERC
State Electricity Regulatory Commission
SLDC
State Load Despatch Centre
SOPs
Standard Operating Procedures
SPC
State Power Committee
STU
State Transmission Utility
TSO
Transmission System Operator
ULDC
Unified Load Despatch and Communication
Chapter-1
Introduction
1.1
Formation of the Committee
The important role of System Operators in Load Despatch Centres and
the need for capacity building was highlighted during the interactive session
organized by the Ministry of Power on 5th November 2007 with the Forum
of Regulators and the State Governments (Copy of the minutes is at Annex-
I). The Ministry of Power sought suggestions from the State Electricity
Regulatory Commissions (SERCs) and the state utilities on these issues.
Suggestions received are summarised at Annex-II. Thereafter, the Ministry
of Power, constituted a committee vide order no. 6/2/2008-Trans dated
04th February 2008 to examine issues relating to manpower, certification
and incentives for the personnel employed on System Operation at various
levels and also for ring-fencing the Load Despatch Centres to ensure
their functional autonomy and give recommendations. The committee
comprised the following:
Chairman
Shri Gireesh B. Pradhan, Addl. Secretary, MoP
Members
Shri V. Ramakrishna, Member (PS), CEA
Smt. R. Chatterjee, CMD, Andhra Pradesh TransCo.
Shri A. K. Sachan, M.D. Lower Assam Electricity Distribution Co. Limited
Shri Yaduvendra Mathur, Secretary (Power), Rajasthan
Shri S.K. Soonee, ED (System Operation), POWERGRID
Shri Shyam Wadhera, Director (Projects), PFC
Shri Lokesh Chandra, Director (Trans), MoP
Member Secretary
The order issued by the Ministry of Power is enclosed as Annex-III.
1
1.2
Approach adopted by the committee
Three meetings of the committee members were convened in New Delhi-
first on 15th April 2008, second on 15th May 2008 and third on 11th August
2008. Based on the initial discussions among the members, an Approach
Paper on “Enabling effective and efficient Load Despatch Centres in India
through functional autonomy and authority, certified manpower and
appropriate incentivization” was developed. The paper is at Annex-IV. A
literature survey was also done to gather international experience on the
issues referred to the committee. A list of these references is at Annex-V.
Two members of the committee (Shri Lokesh Chandra and Shri S.K.
Soonee) visited the office of the Executive Director, Air Traffic
Management, Airport Authority of India at Rajiv Gandhi Bhawan, Safdarjung
Airport, New Delhi on 17th July 2008. Subsequently on 08th August 2008,
the above members visited the Delhi Air Traffic Control Centre at the
Indira Gandhi International Airport. These visits were undertaken because
of the somewhat analogous working of the Air Traffic Management and
the Power System Operation, both of which are “mission critical activities”.
The committee members tried to understand the selection, training, and
incentive scheme for Air Traffic Controllers employed for Air Traffic
Management. A report of the information gathered is at Annex-VI.
Thereafter a survey of LDCs in the state/regional/ national level was carried
out with the help of a questionnaire to assess the infrastructure available,
profile of the personnel employed and the operating practices adopted.
The questionnaire administered and the analysis of the responses received
is enclosed as Annex-VII. The draft report of the Committee was discussed
and finalised in the third meeting held at New Delhi.
2
Chapter-2
Role of Load Despatch Centres in India
2.1
Introduction
Electrical load1 dispatching started in India ever since interconnected
systems began to operate within the state power systems. However, their
functioning gained prominence in 1964 when the Regional Electricity
Boards (REBs)2 were constituted through a resolution of the Ministry of
Power. The term “Load Despatch Centre” was explicitly mentioned in the
statute for the first time in the 1991 amendments to the Electricity Supply
Act 1948. Later the 1998 amendments to the Electricity Supply Act 1948
designated Load Despatch Centres as apex bodies to ensure integrated
operation of the power system within their area of jurisdiction. The same
status is given to these bodies under the Electricity Act 2003. Thus, the
LDCs now have the status of statutory bodies in India. The chronology of
developments in the statute in respect of LDCs and the statutory functions
of these centres are enclosed at Annex-VIII.
2.2
Load Despatch Centres in India
In 1947, the Indian power system consisted of small isolated systems.
Gradually the systems around urban and industrial areas grew into full-
fledged State (provincial) power systems. In 1964, the concept of
development of the power system on a regional basis was formulated. In
order to coordinate the activities in power system operation between and
within the state system, control centres were set up at the regional levels
and at the state level.
1 Electrical demand is better known as “load” in the power system parlance
2 The REBs found a mention in the Electricity Supply Act 1948 in the 1991 amendments. REBs have been
reconstituted. They are now known as Regional Power Committees (RPCs).
3
The control centres in the state came to be known as the State Load
Despatch Centres (SLDCs) and the control centres at the regional level
as the Regional Load Despatch Centres (RLDCs). The Electricity Act
2003 has also envisaged a National Load Despatch Centre (NLDC), which
shall become fully operational in the near future.
Presently the power system in the country is demarcated into five regional
grids and all the states and union territories in India fall into one of these
regional grids. The RLDCs are located at Kolkata, Shillong, New Delhi,
Mumbai and Bangalore. The NLDC is located at New Delhi. The State
Load Despatch Centres are located in the state capitals. Sikkim and the
Union Territories of Chandigarh, Daman & Diu, Dadra & Nagar Haveli,
Andaman & Nicobar and Lakshdweep have limited facilities for operation
of the power system within their jurisdiction.
The Bhakra Beas Management Board (BBMB) has a separate control
centre at Chandigarh that coordinates water releases and dispatch of hydro
power from the stations of Bhakra, Dehar, Pong, Ganguwal and Kotla that
are jointly owned by Punjab, Haryana, Rajasthan and Himachal Pradesh. A
few interstate lines between these states that form a part of the Inter State
Transmission System are also operated and maintained by the BBMB.
Likewise the Damodar Valley Corporation (DVC) has a well-defined control
area in the Eastern Region (covering portions of West Bengal, Jharkhand
and Bihar) with its own generation, transmission and distribution system to
meet its load. DVC has a separate control centre at Maithon in Jharkhand.
Thus there are thirty-three SLDCs including the DVC and the BBMB
control centres, five RLDCs and one NLDC in India. The addresses of
LDC websites (wherever available) is compiled as Annex-XIV.
4
2.3
Functions carried out by the Load Despatch Centres in India
The functions of Power System Operators in the Electricity Supply Industry
in India has been evolving with the integration of power systems, increase
in electrical energy demand, growth in the economy and changes in
technology, regulations, market design, administration and management
of the power system.
2.3.1 Load Despatch Centres as System Operators
Classical System Operation involves operational planning, protection
coordination, designing of safety net, assessment of transfer capability,
generation/transmission facility outage coordination, frequency control,
voltage control, issuing switching instructions, managing congestion in
the transmission system, setting power order of HVDC stations, arming
and disarming of System Protection Schemes, restoration of equipment
post disturbances, grid disturbance analysis and such related activities
for ensuring reliability of the power system.
Precision and timing are vital in System Operation as a minor technical
snag or a seemingly innocuous human error may lead to human casualty,
equipment damage and/or blackout within seconds, resulting in severe
social, economic and political implications. Thus, “Situational Awareness”
(SA), presence of mind, fast decision-making and prompt action is
essential for preventing supply interruptions or loss of resource
optimization opportunities.
Over the years, the complexity in System Operation has increased due to
increase in system size, increase in the number of stakeholders and
growing demand for electrical energy. Further, new threats in the form of
5
cyber terrorism, sabotage, natural calamities have now emerged. In future,
the challenges before the System Operators would increase with the
introduction of Distributed Generation (DG), increased sources of
renewable energy etc. Future grids are expected to be “Intelligent Grids”
with self-healing properties and tomorrow’s operator would be designing
and operating such grids. These developments would lead to a significant
increase in the challenges to be faced by system operators in the 21st
century. Reliability of the electricity grids is the prime responsibility of the
LDCs.
2.3.2 Load Despatch Centres as Market Operators
Market Operation involves generation resource scheduling, managing
renewable energy sources, providing common and equal information
access to all market players, facilitating open access, seams management,
metering system design, meter data collection, validation and processing,
energy accounting and settlement, calculation of losses, pool account
administration, market surveillance, analysis and other related activities.
These functions gained prominence subsequent to the structural changes
in sector and introduction of new market mechanisms such as the
Availability Based Tariff (ABT), Open Access and Power trading. The LDCs
of tomorrow would need to implement new market mechanisms that
complement reliability.
The complexity in market operation is already increasing due to an increase
in the number of market players, evolving market mechanism and increased
sophistication in market design. With growing commercial consciousness
among the market players, market related activities and tasks, which were
formerly done in an offline mode, have now become a time-constrained
activity and moved into the online operation control centre. Moreover, as a
“Market Operator”, the LDCs have to discharge their duties in a non-
discriminatory and transparent manner.
6
2.3.3 LDCs as an agent for achieving economy & efficiency
Achieving economy and efficiency in the operation of the power system
is an important function of the LDCs. These services are delivered by
facilitating sharing of national resources, merit order operation of
generating stations, energy portfolio management, reactive power
management, congestion management, transmission loss optimization
and smooth operation of the settlement system. Considering the volume
and geographical spread of the electricity market in India as well as the
prevailing diversity in fuel, capacity, technology, weather, demand, system
availability etc., there is a huge scope for optimization of energy resources
within the available tools and mechanisms. Empowered System Operators
with access to real-time and archived power system data can cause
huge savings in the overall operation cost by timely interventions in real-
time. The benefit of these savings would be shared across the board
and may ultimately help in reducing the cost of energy delivered to the
consumers.
The System Operators can cause huge savings in fuel charges as well as
transmission losses. The savings in total fuel charges would be realized
by reduction in the average cost of generation through merit order
generation. The System Operators would achieve merit order generation
through proper scheduling and operation in real-time. The savings because
of reduced transmission losses would be realized by timely and coordinated
actions for proper transmission network management, switching in of
reactive control devices and reactive/active support from generators. Only
focused attention towards these aspects by LDCs would give the desired
results.
7
2.3.4 LDCs as a change agent in the ongoing reforms in ESI
India is passing through a phase of rapid economic growth. The reforms
in the Indian power sector have resulted in the unbundling of the vertically
integrated utilities, increasing number of market players with different goals
and interests and increased competition among them. These changes
have brought about greater focus and cost awareness within the utilities
and a consequential increase in the pressure to use the physical system
closer to its limits.
The physical System Operation in general has not changed, but there is a
shift of tasks and duties leading to new requirements for the System
Operators. Likewise, energy trading is not new in the electricity industry,
but it is now carried out via the market involving the entry of market players.
There is thus a greater stress on transparency and fairness in System
Operation. Being at the nerve centre of the power sector the LDCs are
the key to further reforms in the power sector. They have to facilitate open
access in the transmission and distribution system to create a vibrant and
competitive electricity market.
In the ESI, the Load Despatch Centres also act as the agencies that
execute the regulatory orders. Thus, the success of reform initiatives in
the power sector would depend on the right interpretation and
implementation of the same by the LDCs. For example, the implementation
of ABT, Open Access and Power Exchange at the interstate level has
been possible due to the proactive participation of RLDCs. Similar success
can be achieved at the state level through a proactive role of SLDCs.
8
2.3.5 LDCs for feedback to policy makers, regulators & planners
In the changed scenario, the administrators, electricity regulators and power
system planners have to take substantial inputs from the system operator
to arrive at the right decisions in the interest of the ESI. The LDCs
comprehend the activities in the industry and provide necessary insights
and information as desired by these bodies. While doing so they have to
articulate their views fearlessly and without any biases before these bodies.
The LDCs interact with the stakeholders on a day-to-day basis and
therefore they act as an important link between the stakeholders and the
regulatory agencies. LDCs observe and analyse the response of the
market participants in the marketplace. Since the LDCs are in touch with
both ends of the spectrum, their feedback to the regulator is important.
2.4
Conclusion
The rapidly changing scenario in the power sector has resulted in changes
in the role of LDCs at all levels. Further, it is essential that the industry has
confidence on the competence of the System Operators and their conduct
is above suspicion. This is all the more important especially with the rapidly
growing economy, international interconnections and increasing
participation of private players through Ultra Mega Power Projects
(UMPPs), Power Exchanges (PXs) and other market mechanisms. System
Operation needs to be recognized and nurtured as a distinct faculty within
the ESI and the LDCs must be provided with an enabling environment to
help them to deliver the desired results.
9
10
Chapter-3
Manpower and Incentives
3.1
Manpower requirement
The Load Despatch Centres have to function round-the-clock with suitably
skilled manpower for System Operation, Market Operation, research,
analysis, regulatory affairs, logistics (system data acquisition, Energy
Management, communication, IT systems) and other establishment
services to carry out the functions discussed in Section 2.3 of this report.
A literature survey and a reality check of all the LDCs with the help of a
survey were done to assess the manpower requirements. Considering the
prevailing work load and the likely responsibilities that will arise in the future,
an assessment of the staffing requirement for a typical LDC has been made
and is placed at Annex-IX. The committee perceives the LDC as an executive
oriented body with people predominantly from the field of Electrical
Engineering supported by other faculties such as Electronics Engineering,
Information Technology etc. Further, additional persons with Commerce,
Economics, Humanities and Legal background would also be required to
look after financial and legal aspects. It would be seen that on an average
60 to 70 skilled executives might be required in a typical LDC.
The manpower requirements may vary depending upon the size of the
power system under the jurisdiction of LDCs. For example, larger states
such as Uttar Pradesh and Maharashtra require several Area Load
Despatch Centres (ALDCs) to assist the SLDC. The number of persons
required in these states for load despatching would be higher. Likewise,
the requirement in SLDCs of union territories and smaller states would be
lower. Table-1 gives the summary of the typical distribution of persons at
various managerial levels.
11
Table 1: Management levels in a typical LDC
S No.
Management level
Number of persons
(%)
1.
Top
05
7 %
2.
Middle
13
19 %
3.
Lower
49
74%
4.
Total
67
100%
3.2
Present manpower strength and profile of manpower at LDCs
The present strength of executives in LDCs at all levels in India is in the
range of 1200. Considering an average requirement of executives in a
typical LDC (as discussed above), the total skilled professional required
for thirty-nine (39) LDCs all across the country would be in the range of
say 2350 to 2750.
A survey of all LDCs in India was conducted to assess the profile of
personnel employed in LDCs. The detailed survey report is enclosed at
Annex-VII. The survey reveals that nearly 44 % of executives posted at
LDCs in India are above 45 years of age [Fig. 1]. These executives
would be due for retirement in the next 10-15 years. The committee
therefore recommends that LDCs should have a plan for regular
recruitment to have adequate and suitably trained staff at these centres at
all times.
12
Figure 1: Age profile of LDC personnel
[Total respondents: 777]
The survey also reveals that presently more than 75 % of executives at LDCs
are from Electrical Engineering discipline [Fig 2]. This is encouraging as power
system operation is the core activity of the LDCs. Efforts must be made to
retain this strength and supplement the same with interdisciplinary learning and
development.
13
Efficient load despatching also requires a deep understanding of
generation, transmission and distribution technology. Out of the 777
persons surveyed in LDCs all over India, 534 (69%) have no experience
in generation [Fig. 3] while 355 (46 %) have no experience in T & D [Fig.
4]. The committee recommends that this weakness may be addressed
either by induction of people with suitable experience in these areas or by
suitable exposure through medium term / long term training programmes.
14
3.3
Attracting and retaining talent at LDC
The manpower at LDCs has to be a good combination of fresh recruits
and experienced professionals. System Operation is an area where long-
term commitment is required because substantial time, efforts and
resources are required to develop a fresh entrant into a productive asset.
Periodic recruitment at the induction level as well as lateral entry of
professionals is required. Compensation, service conditions, work
environment and the perceived value of the experience gained at the LDCs
would greatly influence the availability and retention of talent at the LDCs.
The advantages of choosing “System Operation” as a profession have to
be tangible and convincing enough to draw young professionals to this
area.
Every LDC could tap bright candidates at the college level itself by
sponsoring selected students for subsequent induction in LDCs. The
Committee strongly recommends that specialised courses focusing on
System Operation could be introduced at National Institutes of Technology
and Indian Institutes of Technology to develop “System Operation” as a
distinct faculty.
3.4
Compensation and incentives for LDC personnel
LDCs operate shared assets that are strategic for the national economy
and the society. The economic value of their interventions in the system is
substantially high and widely shared among a large number of stakeholders.
The services offered by professionals in LDCs are in the nature of
knowledge services that demands continuous learning with the evolving
system and market design. The compensation structure available to the
System Operators at LDCs therefore should encourage specialization
15
and professionalism. To encourage professional excellence, the committee
has recommended the introduction of a certification program for the
System Operators. Chapter 4 discusses this aspect is in detail.
The World Bank discussion paper titled ‘Transmission System
Operators…Lessons from the Frontlines’ by Beatriz Arizu, William H. Dunn
Jr. and Bernard Tenenbaum has emphasized that the professionals
working at LDCs have to be compensated handsomely to avoid losing
them to other market participants. It states “…in Latin America government
owned TSOs often lose talented people because the TSO is usually
limited to paying government level salaries. Market participants are
willing and able to pay much higher salaries to individuals who
understand grid and market operations.”
In view of the above, the committee recommends that the monetary
compensation, incentives and other benefits available to the LDC
personnel are kept significantly higher than the compensation and benefits
available to other power industry professionals in the public or private
sector. The career progression within the LDCs and the monetary incentives
should be linked to the job performance and to the up gradation of skills
by way of acquiring of suitable “operator certificates” as discussed
subsequently in Chapter 4. The other incentives could include sponsored
membership to professional bodies, access to relevant periodicals/
reports, sabbaticals for higher studies and opportunities for Professional
Engagement (PE) such as attending workshops, conferences both within
the country and abroad.
The System Operators are subjected to immense physiological and mental
stress. Physiological stress arises from the need to continuously adjust
their circadian rhythms to their work schedules. Mental stress in the LDC
results primarily from the need to respond to the unforeseen and random
16
events. The other sources of stress could be time pressure, system
alarms, non-compliance of System Operator’s instructions by the utilities,
shifting quickly from periods of little activity to periods of peak activity,
operational protocols, work schedules and skills/capabilities not
commensurate with the job requirement. All these aspects have to be
suitably addressed by improving the working conditions and work
environment. Further, the LDC professionals must have access to facilities
such as pick and drop for attending duties in rotating shifts, routine health
check up, canteen, recreation and professional counselling.
3.5
Work environment and other facilities at LDCs
The work environment in LDCs is a function of management policy, work
culture and the physical infrastructure available at the LDCs. The committee
recommends the “confessional approach” towards operator errors so that
the Operators feel empowered to take unbiased and courageous decisions
especially during system emergencies. Other aspects of the work
environment could be taken care of by the physical environment,
infrastructure, geographical location of LDC, office layout, hygiene in the
premises, seating arrangement, lighting, acoustics, ergonomics,
temperature/humidity control, fresh air, availability of power supply back
up, house keeping, canteen, library, conference room etc.
17
18
Chapter- 4
Certification and training of System Operators
4.1
Need for improving skills and knowledge
The skills available with the System Operators are determined by the
selection criteria applied, the way they are introduced into and trained for
their jobs and the opportunities available for skill up-gradation. Presently
there is a huge disparity in various LDCs on these aspects. In the rapidly
changing scenario, a new look at the operator’s competencies is required
and a system needs to be developed to ensure that quality service is
delivered by the LDCs.
4.2
Rationale for certification of System Operators
Licensing has been one of the earliest forms of certification in many
occupations. Certified Operators have been a pre-requisite in areas
involving public health and safety. A permanent driving license is generally
valid for 10-15 years and has to be revalidated after this period. Similarly,
an elaborate process exists for ensuring that the personnel in the civil
aviation industry viz. aircraft pilots, Aircraft Maintenance Engineers (AMEs),
cabin crew, Air Traffic Management are competent.
Two members of the committee (Shri Lokesh Chandra and Shri S.K. Soonee)
visited the office of the Executive Director, Air Traffic Management, Airport
Authority of India at Rajiv Gandhi Bhawan, Ministry of Civil Aviation.
Subsequently on 08th August 2008, the above members visited the Delhi
Air Traffic Control Centre at the Indira Gandhi International Airport. These
visits were undertaken because of the somewhat analogous working of
19
the Air Traffic Management and the Power System Operation both of which
are “mission critical activities”. A report of the information gathered is at
Annex-VI.
The Air Traffic Controllers have an elaborate procedure for their selection,
training and regular assessment. Proficiency checks are carried out to
identify deficiencies. Apart from the induction level courses, refresher
courses and specialist courses are organized to ensure the proficiency
of Air Traffic Controllers. Therefore, in order to strengthen the LDCs the
committee recommends that a similar approach could be adopted. In the
electricity industry, the Bureau of Energy Efficiency (BEE) conducts
examinations for certifying the Energy Auditors and the Energy Managers
with the help of the National Productivity Council.
4.3
International practices in system operator certification
In the area of System Operation, internationally, the North American Electric
Reliability Corporation (NERC) has a System Operator Certification
Program which provides the framework for the examinations used to obtain
initial certification in one of four NERC credentials: Transmission Operator,
Balancing and Interchange Operator, Balancing, Interchange and
Transmission Operator and Reliability Operator. A System Operator
credential is a personal credential issued for successfully passing the
NERC System Operator Certification Exam. A written examination is
conducted for testing the Operators on their knowledge of NERC operating
policies along with the principles of operation of interconnected power
systems before the award of the Certification. Such certificates have to
be revalidated every three years. Staffing the control centres with such
certified Operators is a mandatory requirement in North America. More
details are available at www.nerc.com and the practices followed in different
countries are enclosed at Annex-X.
20
4.4
Certification and training for System Operators
In view of the discussions above, the committee is convinced that
certification of System Operators is urgently required to ensure the
competence of persons engaged in load despatching. The survey of LDCs
also reveals that nearly 93% of the respondents at LDCs are of the opinion
that certification of System Operators is essential to improve the overall
standards in System Operation [Fig. 5]. An approach paper on System
Operator Certification is enclosed at Annex-XI.
The committee recommends that within the next one year, all the course
material, systems and procedures required for administering a “basic
level” of training and certification be developed jointly by the Central
Electricity Authority / Central Transmission Utility / State Transmission
Utilities / RLDCs and other stakeholders. The Committee also
recommends that all LDCs must ensure that all their personnel undergo
this basic training and only certified personnel staff the LDCs within two
years from the release of this report. Annual Compliance Reports in this
respect must be filed by each LDC before the Appropriate Electricity
Regulatory Commission. Subsequently advanced level training and
certification programme must be introduced.
Figure 5: Opinion of LDC personnel regarding Certification
21
The focus of the certification process has to be on verification of the
basic competence of System Operators. During the initial days there may
be apprehensions among the System Operators due to fear of failure.
Therefore efforts for confidence building in the incumbents could be made
with the help of basic training and sample mock tests ahead of time. A
“formative evaluation system” with proficiency tests could be used to
provide feedback to Operators and recommend remedial study. Ample
opportunities to reappear, retake and get certified could be given before
adoption of the “summative evaluation” system, wherein the results used
to take definitive decisions about the individual as to whether he is
competent or not competent to perform the job or whether the individual
may be promoted or not promoted could be put in place. The certificate
should carry a definite validity with the need for renewal after set periodic
intervals. During these intervals, the Operators must be provided training
in the relevant areas.
A Central Institute for training the System Operators would be required.
To begin with, the National Power Training Institute may be given the
responsibility of training. At a later stage an independent institute may be
established for the System Operators like the Civil Aviation Training College
at Allahabad for the Air Traffic Controllers.
The process of training and certification will involve a high level of
investment in resources and manpower. To ensure sufficient seriousness,
such programme of training, certification and renewal must involve payment
of fees by the applicant. The employer organizations would reimburse
these fees.
22
4.5
Governance and administration of the training and certification
process
Governance of the certification process would include formulation of
policies, fee structure, development of rating scales, performance
monitoring of the system for operator certification program. Administration
of certification program would comprise of maintaining databases, records,
and applications, collection of fees, providing reports on the certification
related activities, maintaining master files containing certification records,
program audits and credits awarded. Written, oral and on-the job tests
(real-time or through a training simulator) would have to be conducted with
the help of a Central Agency.
To maintain credibility, the training and certification agencies need to be
different. However, to begin with, the NPTI may be entrusted with the
responsibility of training and certifying System Operators.
23
24
Chapter- 5
Ring-fencing and Functional Autonomy of Load Despatch Centres
5.1
Introduction
The statutory provisions in the law as related to System Operators envisage
LDCs as powerful, effective and efficient entities in the electricity industry.
However laws have to be interpreted and implemented in letter and spirit
to achieve the intent. The experience in implementation of open access
in transmission and distribution especially in the state sector has revealed
serious concerns regarding the functional autonomy and authority of LDCs.
A variety of organizational models have been suggested for LDCs ranging
from a monolith for all LDCs in the country akin to the All India Services,
Independent System Operators (ISOs) and the Transmission System
Operators (TSO). Functional autonomy would mean taking decisions
without being adversely influenced by extraneous issues originating from
the Company Management or any of the market players. The Governments
and the ERCs need to encourage and support the LDCs in discharging
their functions in an impartial manner as apex bodies. Functional autonomy
and authority for LDCs could be ensured through
a)
Independent governance structure
b)
Separate accounting
c)
Adequate number of skilled manpower having high ethical
standards and driven by altruistic values
d)
Adequate logistics/infrastructure
25
5.2
Funding of Load Despatch Centres
The funding requirements of the LDCs at the regional level were traditionally
met by budgetary allocations from the government. At the state level the
respective SEB/ STU funded the LDC. Subsequent to the transfer of
RLDCs to POWERGRID (CTU) the expenditure of RLDCs was met by
contribution from the state utilities based on an adhoc amount decided by
CEA. After amendments to the Electricity (Supply) Act 1948 in 1998, the
CERC specified the “fees and charges” payable to RLDCs by the state
constituents. Subsequently after the progressive commissioning of the
Unified Load Despatch and Communication (ULDC) schemes starting
from mid-2002, CERC has directed that the ULDC tariff would also cover
the RLDC fees and charges and no separate payment under the latter
head was necessary. Further details are enclosed at Annex-XII.
At the SLDC level the situation of funding is rather opaque as the SLDCs
are either part of the STU or the vertically integrated SEB with no separate
accounting or balance sheet. Only seven out of twenty three SERC
websites surveyed in end June 2008 had a separate SERC order
specifying SLDC fees and charges (Annex-XIII). To ensure functional
autonomy, it is very important to have financial independence.
The Committee recommends that starting 2009-10 all SERCs must ensure
separate accounts for the SLDC functions as an immediate first step to
ensure ring fencing. For example in Andhra Pradesh, the Andhra Pradesh
ERC has issued an elaborate order dated 07th March 2007 on SLDC
charges for the period 2007-08 and 2008-09.
26
5.2.1 Suggested changes in funding methodology for Load Despatch
Centres
Sections 28 (4) and 32 (3) of the Electricity Act 2003 state that LDC may
levy and collect such fee and charges from the generating companies or
licensees engaged in interstate (for RLDC) and intrastate (for SLDC)
transmission of electricity as may be specified by the appropriate
commission. However, the Ministry of Power in its Electricity (Removal of
Difficulty, sixth order dated 08th June 2005) has dropped generating
companies from the above section of the Electricity Act. The revised
wordings are as under:
“Levy and collection of fees and charges for using transmission
system. -
The Regional Load Despatch Centre may levy and collect such fee
and charges from the licensees using the inter-state transmission
system as may be specified by the Central Commission.
The State Load Despatch Centre may levy and collect such fee and
charges from the licensees using the intra-state transmission system
as may be specified by the State Commission.”
This Committee recommends that this issue should be reconsidered by
the Government in the light of the developments such as Ultra Mega Power
Projects (UMPPs), Merchant generators and Independent Power
Producers (IPPs), transmission licensees, distribution licensees at state
and interstate level, traders involved in long-term sale/purchase. In the
reform process it is suggested that all the generating companies, licensees
(transmission, distribution and trading) fund the services received from
27
LDCs in an explicit fashion. This could be in the form of a fixed fee for
every generating station or entity scheduled; a fee for every revision in
schedule sought and a fee for handling the metering and settlement
system.
Incidentally the fees deposited by the above entities while filing tariff
petitions before the Regulatory Commissions is a pass through. These
are still deposited upfront by the generating companies, licensees
(transmission, distribution and trading) with the regulatory commission
rather than the Commission charging this directly from the state utilities.
Likewise all the market players and transmission licensees fund the RPC
secretariat. A similar arrangement is suggested for SLDCs, RLDCs and
NLDC. The APERC order on SLDC fees and Charges referred in Section
5.2 above already mandates recovery of these charges from all generating
companies, distribution licensees and trading licensees using the intra-
State Transmission Network.
5.2.2 Business model for Load Despatch Centres
As mentioned in Section 5.2, the ULDC tariff is expected to cover all the
expenses incurred by the RLDCs. It might be appreciated that the ULDC
tariff serves a limited purpose of servicing the tangible assets created
under the ULDC project viz. Supervisory Control and Data Acquisition
System (SCADA), Energy Management System (EMS), the associated
communication system as well as the auxiliary services like UPS, DG sets
and the air conditioning system. These assets are tools for real time
monitoring of the grid. A tool cannot be equated with the indispensable
services offered by LDC personnel by interpreting the available information
with the help of tacit knowledge and experience acquired over the years.
The following services provided by LDCs, distinct from ULDC, are statutory
in nature or mandated by ERCs.
28
a) Operational Planning and studies related to transfer capability, line
shutdowns etc. to ensure reliability, which is a public service.
b) Real-time operation and responding to emergencies in the grid
c) Post despatch analysis of operation and tripping; providing inputs
to the different sub-committees at the RPC/State Power Committee
(SPC) level (it would not be possible for the sub-committees to
deliver in the absence of inputs/analysis from LDCs)
d) Metering and Settlement System
e) Information dissemination system through periodic reports,
exception reports and other grid related data to the stakeholders
involving a huge IT infrastructure (different from ULDC infrastructure)
f) Feedback to planners, policy makers and regulators
To make LDCs financially independent, it is necessary to identify revenue
streams, which can strengthen the financial status of LDCs. The business
model for LDCs would have to recognize the following three distinct
revenue streams, which would all be regulated by the Appropriate Electricity
Regulatory Commission.
a) Fees and charges for system operation
b) Tariff for decision support system and IT infrastructure (currently
only ULDC tariff)
29
c) Operating charges for scheduling, metering and settlement for
market players. (CERC has already introduced operating charges
payable by Open Access customers to LDCs since May 2004)
The above charges may be recovered from all generating companies
and licensees using the services of LDCs. In addition LDCs could provide
value added services (requested studies, manpower development,
detailed reports, access to data archives for a fee etc) on chargeable
basis.
5.3
Capital Expenditure (CAPEX) plans by Load Despatch Centres
A significant portion of LDC cost arises because the operations are to be
carried out round-the-clock requiring adequate redundancy in resources
to tide over contingencies. There is a heavy reliance on information
technology with components having high obsolescence rate. A few of the
applications (such as SCADA/EMS) are offered by a limited number of
vendors and costs are high.
The modernization of LDCs is a continuous process and the ERCs might
direct LDCs to submit their CAPEX plans for a rolling five-year period and
approve the same after examining its prudence through public hearings.
ERCs may examine CAPEX proposal considering a shorter life cycle of
7-10 years for such equipment. As a first step the plan for 2009-12 for all
LDCs might be submitted and approved by the respective ERCs by 31st
March 2009. SLDCs may take assistance from CTU and RLDCs in
preparing such plans.
30
5.4
Separate outlay for Load Despatch Centres
Assuming an annual charges of Rs. 1000 crores for all the LDCs in the
country by 2012 and an anticipated annual generation of 1000 Billion units
by 2012 the cost of system operation services works out to just 1 paisa
per unit. This is very low in comparison to the charges for other services
in ESI (Table 2 below) and will further go down with increase in volume as
system grows.
Table 2: Comp
T
arison of charges for various services in ESI
able 2: Comp
S No.
S
Services in the ESI
Paise per kWh
1.
Energy charges (for coal fired)
100-200
2.
Energy charges (for RLNG)
500-600
3.
Energy charges (for naptha)
1000-1500
4.
Inter St
Inter S ate
t
T
ate ransmission (Long term)
T
10-20
5.
Inter St
Inter S ate
t
T
ate ransmission (Short term)
T
3-9
6.
Trading Margin
T
4
7.
Power Exchange
1
Another way of looking at the leverage that could be realized through
System Operation is by way of reducing the operation cost in terms of
fuel by merit order. Taking only the Inter State Generating Stations (ISGS)
and Inter State Transmission Systems (ISTS) business for 2006-07, it
could be seen [ Fig. 6] that fixed cost for generation is around 31 %, fuel
cost is around 58 % and transmission cost is 8 %, transmission losses
are 3 % whereas the RLDC fees and charges are less than 1%. The
percentages would be similar for state level generation and transmission
31
system. The strengthening of LDCs would help in optimizing the expenses
of fuel charges and transmission losses, which are 61 %.
Thus the total value of the services and the consequential savings to the
national economy would far exceed the funds that LDCs would have to
spend to provide these services. The Committee recommends that LDCs
should be made self-reliant in terms of resources and should have separate
outlays for efficient functioning.
Figure 6: Composition of the annual business volume at the regional level
5.5
Governance structure
The LDCs have to ensure that their actions are non-discriminatory,
transparent and not influenced by any market player or any other business
activity. Sections 28(2), 28(3) (a) and sections 32(2) (a) of the Electricity
Act 2003 provide adequate safeguards in respect of scheduling. The
decentralized mode of scheduling adopted in our country ensures
minimum subjectivity on the part of LDCs the dispatch decisions. The
Indian Electricity Grid Code (IEGC) and State Grid Codes issued by CERC
and SERCs respectively provide the basic framework for operation and
ensure minimum subjectivity in real time operations.
32
Under Section 37 of the Electricity Act 2003, the Appropriate Government
may issue directions to the RLDCs or SLDCs as the case may be.
Government could use this provision in a transparent manner for directing
the LDCs for taking all such measures as may be necessary for maintaining
smooth and stable transmission of supply of electricity. The Appropriate
Government must take suitable steps to facilitate the independent
functioning of the Load Despatch Centres, in line with the Electricity Act
2003 and the National Electricity Policy.
Figure 7: Opinion of LDC personnel on importance of ethics in LDC
At the RLDCs/NLDC level, Government of India has already taken a
decision for setting up a wholly owned subsidiary of POWERGRID
responsible for the independent System Operation of RLDCs and NLDC
to ensure ring-fencing and functional autonomy. A similar arrangement
could be replicated at SLDC level. Nevertheless, accounting function
separation is an essential first step that must be implemented by 31st
March 2009. State Governments may consider a separate representative
Board structure to be created, which can be entrusted with the responsibility
of System Operation.
33
A ‘Forum of Load Despatch Centres’ with secretariat functions being
provided by National Load Despatch Centre must be established. This
Forum could take up issues of common interest and also formulate a
Code of Ethics for the LDC personnel.
5.6
Systems and procedures at Load Despatch Centres
With regard to offline systems there is an urgent need to first integrate the
online systems and offline systems operating in islanded mode within the
same LDC. Subsequently, the systems in different LDCs have to be
integrated with each other. This is essential to streamline operations and
enhance the productivity of the workforce. Several mundane and routine
activities need to be automated to release manpower for deployment in
other areas.
The NLDC in consultation with CEA must lay down “Standard Operating
Procedures” (SOPs) for the LDCs. Further, the committee recommends
that the systems and procedures adopted at each LDC must conform to
ISO 9001, ISO 14001, OHSAS 18001 and an Integrated Management
Systems (IMS) must be in place. The LDC of tomorrow would need to be
certified for its Quality Management, Environmental Management and
Occupational Health and Safety Systems. These systems would also help
in harmonizing the systems and procedures adopted by all the LDCs in
India.
34
Chapter 6
Recommendations of the Committee
The Committee examined various aspects of functioning of Load Despatch
Centres (LDCs) in India and after detailed deliberations, the Committee
views the functions discharged by LDCs as highly specialized and
technical. System Operation is a crucial and vital function in the power
sector and the force-multiplier effect of this activity must be realized and
encouraged by all stakeholders. The recommendations of the Committee
for strengthening the Load Despatch Centres in India are as under:
6.1
Recommendation 1
The Committee recommends that the LDCs should be ring-fenced suitably
to ensure their functional autonomy by taking the following steps:
a) The Appropriate Government should take suitable steps to facilitate
independent functioning of the Load Despatch Centres in line with
the Electricity Act 2003 and National Electricity Policy. To begin with,
the State Governments are urged to create a separate representative
board structure for governance of LDCs on the lines of wholly owned
subsidiary being created for the independent System Operation of
RLDCs and NLDC.
b) The financial accounts should be separated for all LDCs by 31st
March 2009 with the appropriate Electricity Regulatory Commissions
(ERC) specifying the fees and charges payable.
35
c) Capital Expenditure (CAPEX) plans for modernization of all LDCs
during 2009-12 should be submitted and the approval of the
respective Electricity Regulatory Commission (ERC) should be
obtained by 31st March 2009. The Central Transmission Utility (CTU)
and Regional Load Despatch Centres (RLDCs) should extend the
necessary assistance to SLDCs in this area.
d) In the next stage, rolling 5-year CAPEX plans should be prepared
by each LDC and got approved by the respective ERCs to take
care of the system expansion, associated real-time data
requirements as well as technological innovations and obsolescence
of control centre equipment. ERCs may examine CAPEX proposal
considering a shorter life cycle of 7-10 years for such equipment.
6.2
Recommendation 2
For making LDCs financially self-reliant, the Electricity Regulatory
Commissions (ERCs) should recognize the three distinct revenue streams:
a) Fees and charges for system operation
b) Tariff for decision support system and IT infrastructure (currently
only ULDC tariff)
c) Operating charges for scheduling, metering and settlement for
market players.
36
All Generating Companies and licensees using the services of the LDCs
would make all the above payments. In addition the LDCs could provide
value added services (studies, manpower development, reports, access
to data archives etc), on chargeable basis.
6.3
Recommendation 3
The Committee recommends
a) Introduction of a system of certification of System Operators by an
independent Central body, similar to the system followed in case of
Air Traffic Controllers.
b) Establishment of a Central Institute for training of System Operators.
Initially the National Power Training Institute (NPTI) may be entrusted
with the responsibility of training and certification.
c) Within the next one year, all the course material, systems and
procedures required for administering a “basic level” of training and
certification should be developed.
d) All LDCs must ensure that all the personnel of LDCs undergo this
‘basic level’ training and certification and only certified personnel
staff the LDCs within two years from the release of this report. The
appropriate Electricity Regulatory Commissions would be furnished
with an Annual Compliance Report of this requirement. Subsequently
advanced level training and certification programme must be
introduced.
37
e) Fresh recruitment at regular intervals for lowering the average age
of the work force in the LDCs.
f) Introduction of suitably designed courses in the Indian Institutes of
Technology and National Institutes of Technology for ensuring
availability of skilled manpower.
g) Active collaboration of LDCs with educational institutes for research
and development related to Indian power system and electricity
market operation.
6.4
Recommendation 4
The highly specialized and technical nature of LDC function necessitates
a suitable compensation structure to attract and retain talent. The
Committee recommends
a) The compensation structure for LDC personnel should be
substantially higher than comparable companies in the power sector
both in the public as well as private.
b) Apart from the compensation structure, innovative incentive
schemes, such as sabbaticals for higher learning and opportunities
for Professional Engagement (PE) in the form of attending seminars/
workshops and conferences both in India and abroad must be
provided.
38
c) Once the certification system is introduced, monetary incentives
similar to Air Traffic Controllers can be provided to the System
Operators based on their ratings.
6.5
Recommendation 5
For standardizing and harmonizing the LDCs work, the committee
recommends
a) The NLDC in consultation with CEA, would lay down the “Standard
Operating Procedures” (SOPs) which would be adopted by the
SLDCs. Suitable Quality Standards and an Integrated Management
System (IMS) may also be implemented.
b) A ‘Forum of Load Despatch Centres’ with the secretariat provided
by National Load Despatch Centre must be established. This Forum
could take up issues of common interest and also formulate a Code
of Ethics for the LDC personnel.
c) At a future date, if all the State Governments agree, an umbrella
structure of SLDCs integrated with RLDCs and NLDC may be
considered.
39
40
ANNEXES
41
42
Annex-I
Minutes of the Interactive Session convened by the Ministry of Power on 5th November
2007 with the Forum of Regulators and the State Governments.
List of participants is at Annex-I.
1.0
Welcoming the participants, Secretary (Power) highlighted the critical importance of power
sector in economic development of the country and the resolve of the Central Government
and the State Governments are expressed in the resolution of the CM’s Conference on
power sector, to accelerate capacity addition and to make the power sector competitive
and financially viable. He said that spirit of the Electricity Act 2003 is to promote competition
in the electricity industry. However, the progress towards operationalising open access in
transmission and distribution, which is one of the key facilitators for competition, has been
slow so far. India is trying to showcase its power sector with a targeted capacity addition
of about 80,000 MW in 11th Five Year Plan. The private sector is also showing strong
interest in the power sector in recent months. Efforts are being made for promoting captive
generation and decentralized power generation.
1.1
He further added that Maharasthra and Haryana were two states which have taken
commendable step by waiving off the cross subsidy surcharge for promoting open access
keeping in view the present power shortages in country. Secretary (Power) also said that
there have been some improvement in reducing AT&C losses in a number of states,
however in quite few but in other states situation was not satisfactory. He emphasized on
the need for rationalization of tariff. He made reference to recent judgment of ATE in
respect of open access. He indicated that the proposed revised APDRP scheme would
aim at sustained performance of reduced losses and a condition for converting a substantial
part of the loan to grant.
1.2
Recognising the important role of the Electricity Regulatory Commissions in power sector
reforms, Ministry of Power is taking number of steps to support capacity building of the
staff of the Regulatory Commissions. State Governments are also being impressed upon
to create SERC Funds for ensuring financial autonomy to the Commissions. The Forum
has also been requested to suggest staffing pattern for the SERCs so that I could be
taken up with the State Governments.
He suggested that there was a need to launch a country-wide website on open
access to bring transparency in various charges being levied and also to regularly
review the status and action taken on applications received on open access. He
requested that Forum of Regulators to take a lead in this regard.
2.0
A presentation was made by the Ministry of Power on implementation of open
access. A copy of the presentation is at Annex-II. During the presentation, the participants
were requested to indicate if any correction was required in figures relating to cross subsidy
and wheeling charges in States given in the presentation.
43
Annex-I
3.0
Shri Bhanu Bhushan, Member, CERC said that there is a need to distinguish the open
access for as a choice of power for consumers (which is to be implemented by SERC and
there are many issues) from the open access in transmission which was relevant from the
point of view of augmenting supply of electricity to grid. He also added that there was a
need to fully realize that a captive power plant is captive to its industry and not to a particular
state utility. He said that in a number of states, state utilities are treating the captive plant
as captive to them and were not allowing open access corridor for power from such captive
power plants for transmitting electricity out of the state.
4.0
Chairperson, CA said that appropriate technological upgradation and functional autonomy
of SLDCs was critical for success of open access and there was a need to continuously
review the pendency and decision taken by SLDC on applications for open access.
5.0
Chairperson, WBERC complimented the Ministry of Power fro organizing the meeting.
He said that SERCs are not against open access. The Act envisaged clear role of SERCs.
He welcomed the studies done by TERI on tariff orders and by CEA on open access
charges and suggested that such studies should be done regularly with realistic
assumptions.
6.0
Chairpersons, Maharasthra ERC said that the Forum of Regulators had discussed the
position paper prepared by Ministry of Power with assistance of CEA on open access.
He also made a presentation on behalf of the Forum of Regulators, a copy of which is at
Annex-II. He said that SERCs have come out with regulations, which can be reviewed, on
petitions being filed. In the present period of shortages, there is no need of additional
surcharge. Case by case approval of SERC might not be required for open access.
Reduction in cross subsidy surcharge would occur as a part of MYT regime. He said that
there are certain issues and opportunities also in introducing open access in period of
shortages. On the one hand, the licensee would have to procure more expensive power
through trading and supply the same to subsidized consumers but on the other hand,
accelerating open access would facilitate overcoming shortages of power. He said that
the State Governments had an important role in ensuring separation of transmission
business and independence of SLDCs. He emphasized on the need of computing voltage-
wise system loss levels in order to avoid lading of I.T. level losses of HT level open access
consumers.
The Member APERC said that they have filled an appeal before the Supreme Court against
the order of the Appellate Tribunal in Appeal No. 6.0 169. During the discussions, it became
clear that Hon’ble Supreme Court has not stayed the judgement of the Tribunal and it
stands. Further, it was clarified that obstructing open access was not justified at all when
the utilities are failing to supply good and reliable power.
44
Annex-I
7.1
Member, APERC said that the Commission is not against open access and the volume of
third party sales in the state is of the order of 600 MW. The power sector in the state is in
consolidation stage and the State Government is of the view that burden of subsidy should
not increase further. He agreed that proper costing of system support services was
required.
7.0
The participating SERCs were requested to indicate whether any factual changes were
required regarding various open access charges in the position indicated in the
presentation. The status of cross subsidy surcharge and the wheeling charges after
incorporating the charges indicated by the SERCs is at Annex-IV. During the discussions,
it was felt that wheeling charges were high in states of Assam and West Bengal and there
was a need to review those charges to make them reasonable. Neither Orissa ERC nor
representative of Orissa Government was present in the meeting. However, there was a
feedback that interstate open access regime was restrictive in Orissa and power was
being bottled up.
8.1
On the proposal of UPERC that wheeling charges would be in-kind at the rate of 12% of
energy wheeled, Member, CEA said that levying whole of the wheeling charges in-kind
did not appear appropriate as wheeling charge should reflect the cost of service and
should not be related to the price of electricity being wheeled. CMD, POWERGRID said
that the losses and cost of transmission in STU systems should be much less than in the
CTU system in view of the shorter distances in case of STUs. Relevant data by
POWERGRID on this issue was also circulated in the meeting.
8.2
The following additional issues also came up for discussion on open access:
•
Member, CEA said that the charges for reduction in contracted demand were still
high in many states. It was agreed that the Forum would review the position.
•
Existing PPAs should be honoured and there should be no question of unilateral
abandonment of such contracts for open access sale.
•
There was a need to follow best practices for promoting open access. It should be
possible to submit applications electronically and normally decision should be taken
within one week.
8.3
After discussions, it was agreed that a website would be launched by the Forum of
Regulators by 1st December 2007. The website would make available various charges
being levied and permissions required for obtaining open access in different states. The
data would be updated every fortnight. The website would be maintained by the CERC
Secretariat which is also Secretariat for the Forum. The website may also make available
the status of open access applications received in the states, the decision taken and the
45
Annex-I
pendency status. This would have to be collected from SLDCs. Necessary financial and
manpower support for launching and maintaining website would be made available by
POWERGRID which is also the CTU.
9.0
Member, CERC said that the aspects of scheduling and metering needed special attention
in order that open access traffic did not lead to excessive burden on grid management.
He said that many other countries have faced difficulties in this regard. CMD,
POWERGRID also added that the grid managent and training to SLDC staff should be
given adequate attention. Chairperson, Maharasthra MERC said that intrastate balancing
was already in place in the state and the same can be studied. Chairperson, Gujarat ERC
said that they have also started a framework for this purpose on experimental basis.
Member, APERC said that the state was already having significant volume of third party
sales.
9.1
After discussions, it was decided to constitute a Task Force which would be headed by
Shri Bhanu Bhushan, Member, CERC and would have following as Members:
i)
Chairperson, Maharashtra ERC
ii)
Chairperson, Gujarat ERC
iii)
Chairperson, Andhra Pradesh ERC
iv)
Secretary (Energy), Rajasthan
v)
Secretary (Energy), Haryana
vi)
Secretary (Energy), Chhattisgarh
vii)
Shri S.K. Soonee, ED, POWERGRID
The Task Force would examine various issues relating to scheduling, metering and
settlement of intrastate open access transactions and would give its recommendations by
31st December 2007.
10.0 In-depth discussions were held on the issue of upgrading and ring-fencing SLDCs,
Secretary (Power) said that to ensure that open access is granted in transparent and non-
discriminatory manner, SLDCs have to act independently. There was also need to
incentivise SLDC personnel.
10.1 Member, CERC said that system operation required long term commitment and a cadre
of system operators would be preferable than deputationists. Globally, system operation
is with transmission utility it restructuring have been done otherwise system operation
46
Annex-I
functions as an independent entity. He added that if the restructured entities are Government
owned then ensuring independence of SLDC becomes more critical. Chairperson, CEA
added that regular monitoring of decisions taken on applications for open access would
facilitate assessment of independence of SLDCs.
10.2 The following state-wise views emerged:
i)
Maharashtra ERC said that STU should be separated.
ii)
Karnataka ERC said that SLDC was part of TRANSCO and its independence was
seriously questionable in view of the fact that transmission utility and distribution
companies have common management.
iii)
In Kerala, it is functioning as part of SEB.
iv)
In West Bengal, SLDC is part of STU and have an independent Board. They plan
to have a separate SLDC in long term.
v)
APERC said that SLDC should be separate ideally but for the time being, it could
be a ring-fenced entity.
vi)
Rajasthan and Assam said that SLDC is functioning in STU satisfactorily.
vii)
Bihar said that SLDC is presently with BSEB but it should be an independent body.
viii)
Chhattisgarh said that SLDC would be independent after restructuring of CSEB.
ix)
Gujarat ERC said that significant change in attitude of SLDC personnel was required.
x)
HPERC said that SLDC is facing problem of staffing.
xi)
Haryana said that SLDC is functioning within STU but independently. There was a
system of special pay to SLDC personnel.
xii)
MPERC said that SLDC was functioning with STU but the personnel required more
capacity building.
xiii)
Jharkhand ERC said that functioning of SLDC was not satisfactory and even the
energy accounting for JSEB was not done properly. Secretary (Energy), Jharkhand
said that SLDC would be made independent after the restructuring of SEB which is
expected shortly.
xiv)
Punjab said that there was a serious manpower problem in SLDC. It should be a
part of STU.
xv)
Meghalaya said that they would deal with the issue after restructuring of SEB.
47
Annex-I
10.3 JS (Trans.), Ministry of Power said that SLDC be ring-fenced with a non-executive
chairman, independent board and staff can be taken on deputation. CMD, POWERGRID
suggested that there was a requirement of building a nationwide cadre of system operators.
10.4 Summarising the discussions on SLDCs, Secretary (Power) said that the system operation
was a specialized function and accordingly cadre building was required. Monitoring of
SLDCs by SERCs would be useful to check whether they are functioning independently.
NPTI could arrange training for system operators. There was also need for certification
system for qualified system operators. Special pay and financial incentives based on
open access facilitation were also required to have adequate attraction for personnel in
SLDCs.
10.5 It was agreed to constitute a committee consisting of Shri Ashok Kumar Khurana, Additional
Secretary, Ministry of Power to examine various issues relating to manpower, certification
and incentives for personnel for system operation at various levels and also for ring-fencing
the load dispatch centers to ensure their functional autonomy and give recommendations.
Representatives of CEA and CTU could be co-opted in the Committee. The Committee
would give its report within one month.
11.0
Secretary (Power) suggested that there was a need to develop franchisees in medium
size towns, new townships and large towns where there was a serious problems of power
shortages, with a view to improve distribution of electricity. This could be a viable alternative
to privatization. To sum up, following decisions were taken:
i)
Launching a website on open access by the Forum of Regulators by 1st December
2007 (Para 8.3)
ii)
Constituting a Task Force which would be headed by Shri Bhanu Bhushan, Member,
CERC for examining issues related to scheduling metering and balancing of
intrastate open access transactions (Para 9.1)
iii)
Constituting a committee consisting of Shri Ashok Kumar Khurana, Additional
Secretary, Ministry of Power for examining issues relating to staffing and autonomy
of Load Despatch Centres (Para 10.5).
12.0 The meeting ended with the vote of thanks to the chair. On behalf of Forum, Chairperson,
WBERC thanked the Ministry of Power for organizing the meeting and assured full support
of the Regulatory Commissions for power sector reforms.
48
Annex-I
Annexure-1
Interactive Session of Forum of Electricity Regulators—Dated 5th Nov., 07
Sl.No. Name (S/Shri)
Organisation
1.
Anil Razdan, Secretary
Ministry of Power
2.
Anil Kumar, Addl. Secretary
Ministry of Power
3.
Ashok K. Khurana, Addl. Secretary
Ministry of Power
4.
G.B. Pradhan, Joint Secretary
Ministry of Power
5.
Jayant Kawale, Joint Secretary
Ministry of Power
6.
V.P. Joy, Joint Secretary
Ministry of Power
7.
Alok Kumar, Director
Ministry of Power
8.
Rakesh Nath, Chairman
Central Electricity Authority
9
Sunil Verma, Member
Central Electricity Authority
10
V.S. Verma
Central Electricity Authority
11
Bhanu Bhushan, Member
Central Electricity Regulatory Authority
Public Sector Undertakings
12.
Dr. R.P. Singh, CMD
Power Grid Corpn. Ltd.
13.
V.K. Garg, CMD
Power Finance Corpn.
14
Asim Barman, Chairman
DVC
15
S.K. Soonee, Ex. Director
POWERGRID
State Governments
16
Pulak Dev. Pr. Secretary
Govt. of Arunachal Pradesh
17
Rajesh Gupta, Secretary (Energy)
Govt. of Bihar
18
Vivek Dhand, Pr. Secretary (Energy)
Govt. of Chhattisgarh
19
V.L. Joshi, Pr. Secretary (Energy)
Govt. of Gujarat
20
Ashok Lavasa Pr. Secretary (Power)
Govt. of Haryana
21
Shrikant Baldi, Secretary (Power)
Govt. of Himachal Pradesh
22
Adiya Swarup, Secretary (Energy)
Govt. of Jharkhand
23
K.K. Vijaya Kumar, Secretary (E)
Govt. of Kerala
24
B.K. Dev Verma, Pr. Secretary (Power)
Govt. of Meghalaya
25
K. Lal Nghinglora, Secy, (Power)
Govt. of Mizoram
26
K. Guite, ACE
Govt. of Mizoram
27
Harish Ahuja, Dy. Secretary (Power)
NCT of Delhi
28
Rana Jodhbir Jung, OSD
Govt. of Tripura
29
Sunil Mitra Pr. Secretary (P)
Govt. of West Bengal
49
Annex-I
State Electricity Regulatory Commission
30.
J.P. Saikia, Chairperson
Assam ERC
31.
Surinder Pal, Member
Assam ERC
32.
Geeta Gouri, Dir. (Tariff)
APERC
33.
G. Subbarao, Chairman
34.
S.K. Jayaswal, Member
Bihar ERC
35.
B.K. Halder
36
S.K. Mitra
Chhattisgarh ERC
37
Y.Khanna, chairman
Himachal Pradesh ERC
38
S.K.F. Kujur, Chairman
Jharkhand, SERC
39
K.B. Pillai, Chairman
J&K SERC
40
K.P. Pandey, Chairman
Kerala ERC
41
C. Balakrishnan, Chairman
Karnataka State ERC
42
B. Chatterjee, Chairman
Haryana ERC
43
Dr. J.L. Bose, Chairman
MPERC
44
Pramod Deo, Chairman
Maharashtra ERC
45
Shri Vinay Kohi, Chairman
Meghalaya State ERC
46
S.S. Pall, Member
PSERC
47
K.L. Vyas, Member
Rajasthan ERC
48
B. Jeyaraman, Member
T.N. ERC
49
V. Elango
T.N. ERC
50
Vijay Kumar, Chairman
UPERC
51
R.D. Gupta, Member
UPERC
52
S.N. Ghosh, Chairman
WBERC
53
S.R. Sethi, director
Delhi Transco Ltd.
54
Ajay B. Pandey, MD
MSEDCL
55
Y.K. Raizada, Dir. (Tech.)
RUVN
56
Pranab K. Das, MS, Power & MD
HVPN
57
Shiv Raj Singh
Chhattisgarh SEB
58
Manoj Dey, Member
- do -
59
S.B. Khyalia
GUVNL
50
Annex-II
Suggestions by the SERCs and the State Utilities on Load Despatch Centres
1. Role of Load Despatch Centres
Comments / Suggestions
AssamERC
“SLDCs play a very significant allocative role in ensuring optimum utilization of
available power, avoiding congestion and ensuring reliability a role which will
become more important as the distribution activity will be open to players other
than the present entities also...”
Maharashtra “It is beyond doubt that the state and regional power grids are bound to become
ERC
more complex in the near future and system operation and control will be critical
in the process.”
Madhya
“SLDC functions are more complex than those of RLDC as SLDC is responsible
Pradesh
for intrastate as well as interstate matters of ABT, open access, scheduling and
ERC
energy accounting and regulatory affairs at central as well at state level. Further
SLDC shall have to deal with new challenges like Power Exchange at National
as well as State level in near future.”
2.
Manpower and desired skills at Load Despatch Centres
Comments / Suggestions
Assam
“a specialized cadre service be created for load despatch function with certain
ERC
additional incentives. Till creation of such specialized cadre service, the
existing system on deputation from parent department may continue…”
Maharashtra
“Most of the personnel at LDC would be technical or Techno commercial
ERC
persons””...the basic requirement of the LDC employee, even at the entry
level is to have prior operational experience in Generation or transmission
of power system...””the personnel need to communicate effectively and
understand the technical communication impacted to them through
information, indicating instruments, and any other contemporary audio-visual
systems used in power systems”
3. Certification of System Operators
Comments / Suggestions
Maharashtra
“LDCs shall have to be managed by qualified Certificate holders, as system
ERC
operators are to operate the integrated grid in real time”
Maharashtra
“There should be training and certification authority for manning the LDC
Transco
and personnel to be posted in SLDCs”
51
Annex-II
4. Training of System Operators
Comments / Suggestions
Maharashtra
“To develop indigenous capabilities in manpower of LDC, training programs
ERC
is suggested.””Refresher courses would need to be organized in various
disciplines and for personnel at different levels, with reference to latest
developments in technology and experience in operations of LDC.
Madhya
“Tailor-made detailed training programme have to be developed so as to
Pradesh
achieve the professional competency and efficiency in the working of the
ERC
Load Despatch Centres.”
Maharashtra
“SLDC staff should have exposure to National/ International practices in line
Transco
with ISOs and TSOs abroad.”
5. Incentives for LDC personnel
Maharashtra
“Short term incentives- job rotation, effective practicing of the Appraisal
ERC
system, giving exposure and opportunity to represent LDC at various
platforms of power system coordination and planning.””Long-term incentives
can be imparted only through limitless vertical buoyancy in the power sector
for the eligible person.””It is essential to provide conduits and channels to
ensure such movements.”
Madhya
“Some incentive scheme may also be made applicable to Load Despatch
Pradesh
staff engaged for system operation, scheduling, energy accounting, system
ERC
support etc.”
Maharashtra
“…time scale promotions, providing performance based incentive etc.”
Transco
6. Ring-fencing and Functional Autonomy of Load Despatch Centres
Comments / Suggestions
Maharashtra Ring-fencing can come through financial autonomy to shoulder its capital and
ERC
revenue expenditure independently; administrative and HR autonomy; technical
freedom to give decisions regarding issues pertaining to Protection
coordination, Outage planning, Outage availing and system strengthening;
Responsibility to undertake Commercial settlement of imbalance pool.””there
is no need to ring-fence the personnel manpower of the body…total insulation
from the rest of the power system is neither possible nor advisable, as it would
restrict boundaries for innovativeness and managerial abilities...”
Maharashtra “SLDC should function under the hierarchy of RLDC & NLDC and shall be
Transco
functionally independent as an apex body in its area of jurisdiction.”
52
Annex-II
Madhya
“Ways should be formulated and steps should be taken to insulate Load
Pradesh
Despatch Centres by restricting / limiting the flow of their cash to its parent
ERC
company””bringing the whole Load Despatching responsibilities under one
umbrella, right from Sub-LDC up to NLDC by establishing a Government
company for operating the NLDC... and making the RLDCs/SLDCs its
subsidiary companies.””payment of RLDC/SLDC fee and charges through
irrevocable LC and inclusions of provisions for heavy penalties for non-payment
by licensees.”
Assam
“Independent identity should be established by separating them from the
ERC
transmission company.””Unbundling of the SLDC costs from the transmission
network are a high priority””Accounting of SLDC has to be bifurcated from that
of the transmission company”
53
54
Annex-III
No. 6/2/2008-Trans
Government of India
Ministry of Power
….
Shram Shakti Bhawan, Rafi Marg,
New Delhi, the 4th February, 2008
ORDER
A Committee is constituted to examine issues relating to manpower, certification and incentives
for the personnel employed on system operation at various levels and also for ring-fencing the
load dispatch centres to ensure their functional autonomy and give recommendations with the
following composition:
1. Shri Gireesh B. Pradhan, Addl. Secretary, MoP
-
Chairman
2. Shri V. Ramakrishna, Member (PS), CEA
- Member
3. Smt. R. Chatterjee, CMD, Andhra Pradesh Trans.Co.-
4. Shri A.K. Sachan, M.D. Lower Assam Electricity
-
Member
Distribution Co .Limited
5. Shri Yaduvendra Mathur, Secretary (Power), Rajasthan
-
Member
6. Shri S.K. Soonie, ED (System Operation), PGCIL
-
Member
7. Shri Shyam Wadhera, Director (Projects), PFC
-
Member
8. Shri Lokesh Chandra, Director (Trans), MOP
-
Member Secretary
The Committee shall submit its report within a period of 45 days from the date of its constitution.
(Lokesh Chandra)
Director (Trans)
Tel : 2371 5250
Copy to:
1.
Officer concerned.
2.
Chief Secretary, Govt. of Andhra Pradesh, Assam and Rajasthan.
3.
Chairperson, CEA, New Delhi.
4.
CMD, PGCIL, Gurgaon.
5.
CMD, PFC, New Delhi.
6.
Director (R&R), Ministry of Power.
55
56
Annex-IV
Approach Paper on
‘Enabling effective and efficient Load Despatch Centres in India through functional
autonomy and authority, certified manpower and appropriate incentivization’
1.0
Introduction
The Electricity Supply Industry (ESI) worldwide is changing from the classical technically
driven operation towards a commercially customer oriented business. India is also
aggressively pursuing reforms in the power sector that has resulted into unbundling of the
vertically integrated utilities, increasing number of markets players with different goals
and interests and increased competition among them. These changes have brought about
greater focus and cost awareness within utilities and a consequential increase in the
pressure to use the physical system closer to its limits.
In the changed scenario it is essential that the industry has confidence on the competence
of the system operators and their conduct is considered beyond reproach. This is all the
more important especially with international interconnections and increasing participation
of private players through Ultra Mega Power Projects (UMPPs), Power Exchange (PX)
and other market mechanisms. System operation needs to be recognized and nurtured
as a distinct faculty within the ESI. An enabling environment must be created for system
operators to deliver.
2.0
Functions of Load Despatch Centres in India
In India System Operation is better known as Load Despatching and the place from
where it is carried out are known as Load Despatch Centres (LDCs). As a function it has
been carried out in India ever since interconnected systems began to operate within the
state power systems however the function gained prominence in 1964 when Regional
Electricity Boards were constituted through a resolution of the Ministry of Power. The REBs
found a mention in the Electricity Supply Act 1948 only in the 1991 amendments. Presently
there are five Regional LDCs (RLDCs) and more than 25 State LDCs (SLDCs) in India.
An LDC at the National level is also expected to come up in near future. These LDCs
came into explicit existence for the first time in the 1998 amendments to the Electricity
Supply Act 1948.
Electricity Act 2003 has designated RLDC as apex body to ensure integrated operation
of the power system in the concerned region [Section 28 (1)] and SLDC as apex body to
ensure integrated operation of the power system in a State. Section 28 (3) of the Electricity
Act 2003 says, “The Regional Load Despatch Centre shall-
(a)
be responsible for optimum scheduling and despatch of electricity within the
region, in accordance with the contracts entered into with the licensees or the
generating companies operating in the region;
57
Annex-IV
(b)
monitor grid operations;
(c)
keep accounts of the quantity of electricity transmitted through the regional grid;
(d)
exercise supervision and control over the inter-State transmission system; and
(e)
be responsible for carrying out real time operations for grid control and des-
patch of electricity within the region through secure and economic operation of
the regional grid in accordance with the Grid Standards and the Grid Code.”
Section 32 (2) of the Electricity Act 2003 says, “The State Load Despatch Centre shall –
(a)
be responsible for optimum scheduling and despatch of electricity within a State,
in accordance with the contracts entered into with the licensees or the generating
companies operating in that State;
(b)
monitor grid operations;
(c)
keep accounts of the quantity of electricity transmitted through the State grid;
(d)
exercise supervision and control over the intra-state transmission system; and
(e)
be responsible for carrying out real time operations for grid control and despatch
of electricity within the State through secure and economic operation of the State
grid in accordance with the Grid Standards and the State Grid Code.”
Section 26 (1) of the Electricity Act 2003 says, “The Central Government may establish a Centre
at the national level, to be known as the National Load Despatch Centre for optimum scheduling
and despatch of electricity among the Regional Load Despatch Centres”.
As per the resolution of the Ministry of Power notification dated 2nd March 2005, the main functions
of NLDC are:
a)
Supervision over the Regional Load Dispatch Centres.
b)
Scheduling and dispatch of electricity over the inter-regional links in accordance
with grid standards specified by the authority and grid code specified by Central
Commission in coordination with Regional Load Dispatch Centres.
c)
Coordination with Regional Load Dispatch Centres for achieving maximum
economy and efficiency in the operation of National Grid.
d)
Monitoring of operations and grid security of the National Grid.
e)
Supervision and control over the inter-regional links as may be required for
ensuring stability of the power system under its control.
f)
Coordination with Regional Power Committees for regional outage schedule in
the national perspective to ensure optimal utilization of power resources.
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Annex-IV
g)
Coordination with Regional Load Dispatch Centres for the energy accounting of
inter-regional exchange of power.
h)
Coordination for restoration of synchronous operation of national grid with Regional
Load Dispatch Centres.
i)
Coordination for trans-national exchange of power.
j)
Providing operational feedback for national grid planning to the Authority and
Central Transmission Utility.
k)
Levy and collection of such fee and charges from the generating companies or
licensees involved in the power system, as may be specified by the Central
Commission.
l)
Dissemination of information relating to operations of transmission system in
accordance with directions or regulations issued by Central Government from
time to time.
The LDCs in India started off with only a telephone/hotline communication system and a frequency
meter. It was operational only during the daytime and acted mainly as an information centre.
Slowly, state systems got connected and the control centres started operating 24 x 7. They had
rudimentary Data Acquisition Systems. Market operations really kicked off after the formation of
Central Generating Companies and commissioning of first of these power plants in the early
eighties.
Since 1998, Electricity Regulatory Commissions (ERCs) have started getting established in
each state and the role of LDCs has enhanced considerably with introduction of new Market
Mechanisms such as the Availability Based Tariff (ABT) and Open Access in transmission. The
LDCs were overnight required to operate the entire Metering and Settlement System including
operation of the Pool Accounts. Handling such a large volume of data in respect of scheduling
and metering was possible only through the use of Information Technology (IT) and growth of the
INTERNET. The RLDCs and some SLDCs could manage the entire arrangement in paperless
mode. The twenty first century saw the commissioning of sophisticated Energy Management
Systems (EMS) at all the LDCs in the country. Many interconnections of large grids in the country
took place this century and the spiralling growth in the economy as well as the power sector has
pitch forked the LDCs centre stage. LDCs are now being viewed as the key to further reforms in
the power sector.
3.0
Performance of LDCs and the skill sets required now
There is a significant shift in the operator of the twentieth century and the twenty first century.
The primary function of LDCs remain that of ensuring reliability of the electricity grids but
with the large interconnections, vulnerability has increased and new threat perception in
the form of cyber security, sabotage, natural calamities etc. have become important.
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Annex-IV
Conventional EMS technologies remain (with a high obsolescence rate necessitating a
life cycle approach) but they have to be supplemented with synchrophasor technology,
Wide Area Measurement Systems (WAMS), System Protection Schemes (SPS) and newer
visualization techniques. Situational Awareness (SA) at LDCs has become the key to
efficacy. The future grids are expected to be Intelligent Grids with self healing properties
and tomorrow’s operator would be designing and operating such grids.
Reliable operation of electricity grids was traditionally considered a public service. Market
Operations constitute the private trade between electricity players and the LDCs had to
facilitate the same through the Market Information System. Another vital component of
Market Operations, but seldom realized, is administering the entire Metering and
Settlement System, including Operation of Pool Accounts. In the last five years, the RLDCs
have handled over Rs. 25,000 crores through the Regional Pool Accounts in a dispute
free manner. Strong domain knowledge, meticulousness and ability to handle large volumes
of data using Information Technology (IT) are the key to success of Market Operations.
System Operation and Market Operation were initially thought to be water tight
compartments. This is no longer the case. Rather the mantra now is ‘Markets must
complement reliability’ and has given way to the System Operators operating a full fledged
ancillary services market covering imbalances, primary, secondary and tertiary response,
black start facilities, reactive power supply etc. Convergence has occurred between the
EMS and the Market Management Systems (MMS). Managing Open Access and network
congestion is now through the results derived from the EMS and communicated to the
market players (Locational Marginal Prices or LMP, loss allocation and transmission
pricing).
Another aspect that needs to be appreciated is that in a scenario of markets complementing
reliability, the system planner as well as the regulator has to take a lot of inputs from the
system operator to arrive at the right decisions which help in growth of the ESI. The LDCs
have to articulate their views fearlessly and without any biases before these bodies which
calls for an entirely different skill sets. Distributed Generation (DG), emission reduction,
Clean Development Mechanism (CDM) and the NegaWatt (NW) industry would also
significantly affect the way we operate and the system operator of tomorrow has to be
aware and prepare for these changes.
It would be seen from all the above that the earlier skill sets for LDC personnel would no
longer be adequate for the operator of the 21st century.
The system operator has to ensure operation of the power system with security, reliability,
economy and efficiency. This requires an in-depth understanding of not only the technical
aspects of system operation but also the market mechanisms and the institutional & legal
framework. Thus besides the fundamental engineering knowledge of power systems,
system operators need to be well conversant with all domains with which they interface.
This would include inter alia- generation, transmission, distribution, protection,
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Annex-IV
communication and information technology as well as legal, regulatory, contractual,
commercial, managerial, economic, social and political aspects. Further, the establishment
of the market place requires transparency in decision-making and equitability in actions.
This demands personal integrity and ethical standards of the highest order from the system
operators. These issues have been very well documented in the United Nations Report
titled “Multi dimensional Issues in International Electric Power Grid Interconnections” (2005
& 2006).
4.0
Attracting talent, development and retaining the same at LDCs
The first step of attracting talent is very important. The total skilled professional asset
base of LDCs all across the country would be in the range of 1500-2000. The LDCs would
have to compete for manpower with other sunrise sectors as well as within the power
sector. Talent could either be freshmen from college or lateral entry of qualified personnel
from power or other sectors. The compensation and the service conditions of the system
operators need to be commensurate with the responsibilities handled by them in the
economy. Even if the monetary benefits are not comparable to the best, it should be suitably
compensated by prestige and recognition by the industry. The above initiatives coupled
with stable postings at control centres (most are located in cities which provide opportunity
for acquiring higher professional qualifications) would generate the necessary pull for
attracting a good talent pool to choose from.
Development of LDC personnel is the next step. Freshmen recruited from college need
to be put through all the elements of the value chain involved in electricity viz. generation,
transmission and distribution during the training period. The training institutes such as
NPTI might be actively involved in designing a comprehensive training module for LDCs
right from induction level as well as refresher courses. CIGRE WG 39.03 report titled
Certification and Competency Evaluation of System Operators indicates a growing
interest worldwide on the certification of system operators. The reasons for the same are
grouped in two categories –”on the one hand the increased accountability of operating
organizations in the deregulated environment, and on the other hand the general business
trend towards the use of measurement based approaches in performance management.”
Operator certification is a structured approach to achieve this. It is already in place in
several countries. Even in India this approach has been adopted for all mission critical
activities like medical, Air Traffic Controllers and Aircraft Pilots. The Bureau of Energy
Efficiency is also adopting a similar approach for developing certified Energy Managers
and Energy Auditors similar to Chartered Accountants. The issues involved here are (a)
Certification Cycle (b) Maintaining Active Certification (c) Re-Certification (d) Re-
activating Expired Certification (e) Continuing Professional Development (CPD)
(f) Course Design
Considering the diversity of expertise required in LDCs, expecting a single individual to
have proficiency in every area would be unrealistic. Therefore pooling of expertise and
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Annex-IV
effective knowledge management are indispensable to achieve the desired objective.
The working environment would be a function of market architecture, organizational structure
(Regulator driven) and working culture (driven by management policies and team members).
Mentoring of young engineers by experienced seniors at Control Centres would be another
effective step. The operating aids would be a function of the technological advancement
in control, instrumentation and Information technology. Motivation would be driven by
management policies, incentive structure and personal traits. The educational background,
working experience and the grooming within the organization, would drive knowledge and
skills of the system operators.
Adequate opportunities for higher learning, Professional Engagement (PE)
opportunities through participation in seminars/conferences both in India and
overseas, career progression with opportunities for deputation to other LDCs/
ERCs/Multilateral institutions etc. and job satisfaction would ensure retention of
talent. Incentive schemes have to be innovative and encouraging. Thus the road map to
effective system operation would have to suitably address each of the above dimensions
comprehensively.
5.0
Logistics required for LDCs functioning
The Integrated Energy Policy 2006 states that for achieving a GDP growth of 9%, the
electrical energy requirement would go up by 3.7 times of 2006-07 level by 2021-22.
(Table 2.6, Page 21of the document). This indicates the sheer volume of expansion in
generation, transmission and distribution facilities that would be required. CEA had
arranged a conference in July 2007 regarding inputs that would be required to sustain
such expansion. Their report titled ‘Key inputs for accelerated development of Indian power
sector-11th Plan and beyond’ focuses more on generation, transmission and distribution
system. LDCs have not been studied closely. This could possibly be on account of the low
scale of operations involved (less than 1% of manpower and financial budget). Nevertheless,
the LDC operations would be greatly affected on account of this massive expansion.
Real time data availability at LDCs is vital for their effective operation. A centralized
arrangement had hitherto been in vogue for bringing real time data from power station/
sub-stations to LDCs. Rapid expansion of the system would render such a centralized
system ineffective. All new power stations and substations must now arrange to bring real
time data to the LDCs. The arrangement at LDCs needs to be only a ‘plug-and-play’ type.
This is the key to effective operation of LDCs. Else the new installations would not be on
the radar screens of LDCs and would impede the latter’s functioning.
Section 4.10 of the Indian Electricity Grid Code (IEGC) states
‘Reliable and efficient speech and data communication systems shall be provided to
facilitate necessary communication and data exchange, and supervision/control of the
grid by the RLDC, under normal and abnormal conditions. All agencies shall provide
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Annex-IV
Systems to telemeter power system parameter such as flow, voltage and status of
switches/transformer taps etc. in line with interface requirements and other guideline
made available to RLDC / SLDC. The associated communication system to facilitate
data flow up to RLDC/SLDC, as the case may be, shall also be established by the
concerned agency as specified by CTU in connection agreement. All agencies in
coordination with CTU shall provide the required facilities at their respective ends and
RLDC / SLDC as specified in the connection agreement.’
Section 4.12 (a) iii further states as under:
‘All agencies connected to or planning to connect to ISTS would ensure providing of
RTU and other communication equipment, as specified by RLDC/SLDC, for sending
real-time data to SLDC/RLDC at least before date of commercial operation of the
generating stations or sub-station/line being connected to ISTS.’
These provisions are generally taken for granted and need to be strictly observed as
more and more new facilities get commissioned. EMS at LDCs also need to be upgraded
and an Asset Management Plan prepared and updated on a continuous basis considering
the entire lifecycle. Some of the changes in this field could also be vendor driven and it is
important that LDCs have the technical skills to absorb new technology as well as drive
technology by specifying new requirements.
Apart from real time data and communication facilities, the LDCs need to have a strong IT
infrastructure in place to handle the large volume of data for both System Operation as
well as Market Operations. This is a major challenge considering that poorly equipped,
non-IT savvy engineers at LDCs had been the norm in the past. Fast obsolescence in the
field of IT is another major challenge.
6.0
Funding of LDCs
It would be seen from the above sections that the right men and machine combination is
necessary for effective LDC operation. All this is not possible without finances. The Business
Model of LDCs needs to be finalized. Any funding arrangement for LDCs would need to
look at both the capital costs as well as recurring costs. Section 28 (4) and 32(3) provide
for the LDCs to collect such fee and charges from the generating companies or licensees
engaged in transmission of electricity as may be specified by the Appropriate Commission.
It is desirable that ERCs examine the fund requirement of LDCs in a comprehensive
manner and ensure a well equipped, right sized LDC with deliverables and not cost as the
criteria. This needs to be discussed threadbare and the right funding arrangement evolved
considering all the future activities such as the ancillary services market that the LDCs
would administer. In addition to the ULDC tariff, fees and charges another revenue stream
is the operating charges levied on Open Access customers. Here it is important to ensure
that the amounts so collected are channeled into infrastructure augmentation and
development of personnel at LDCs.
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Annex-IV
7.0
Functional autonomy and authority for LDCs:
A variety of organizational models have been suggested for LDCs ranging from a monolith
for all LDCs in the country akin to the All India Services, Independent System Operators
(ISOs) and the Transmission System Operators (TSOs).
Irrespective of the structure, the bottom-line is functional autonomy for the LDC operating
personnel. Functional autonomy would mean taking decisions without being adversely
influenced by extraneous issues originating from the Company Management. The
Governments and the ERCs need to encourage and support the LDCs in discharging
their functions in an impartial manner as apex bodies. Functional autonomy and authority
for LDCs could be ensured through
•
Availability of skilled manpower and logistics/infrastructure
•
Motivated personnel having high ethical standards and driven by altruistic values
•
An enduring funding plan with no strings attached
•
Deliverables the criteria for approving funds
•
Stable tenure for operating personnel
•
Minimum qualifying requirements/certification for operating personnel
•
Clear signal to all stakeholders including other departments in the Company on the
apex body stature of SLDCs/RLDC/NLDC
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Annex-IV
8.0
References
[1]
United Nations Report titled “Multi dimensional Issues in International Electric Power
Grid Interconnections” (2005 & 2006).
[2]
Charles J. Frank and Robert J. Miller, ‘Human Factors Review of Dispatch Control
Centres’ , IEEE Transactions on Power Apparatus and Systems, Vol PAS-101, No. 6
June 1982
[3]
Hugh Jones, Rolf Knopfel, Pasi Lehtonen, Sarah Lutterodt on behalf of Working Group
39.03 ‘39-103, Certification and Competency Evaluation of System Operators’ CIGRE
Session 2000
[4]
Steve Allamby, Juan Bogas, Ninel Cukalevski et al, ’39-104, Operator Performance
Requirements and Training Needs in the Commercial Environment’, CIGRE 2000
session
[5]
G. Krost, Steve Allamby, J. Bogas Galvez et al on behalf of WG 39.03, ’39-102, Impact
of Operators’ selection and training on Power System Performance’, CIGRE 1998
session
[6]
NERC, ‘Results of Reliability Issue Survey, Rev 1’, October 24, 2007
[7]
‘NERC Strategic Plan 2008-2013’, November 2007
[8]
‘Integrated Energy Policy’, Government of India, Planning Commission, New Delhi,
August 2006
[9]
‘Key inputs for accelerated development of Indian power sector-11th Plan and beyond’,
Central Electricity Authority, July 2007
65
66
Annex-V
List of references
[1].
“Electricity Act”, Government of India, June 2003
[2].
“National Electricity Policy”, Government of India, February, 2005
[3].
“Indian Electricity Grid Code”, Central Electricity Regulatory Commission, April 2006
[4].
“National Training Policy for the Power Sector”, Ministry of Power, Government of India,
June 2002
[5].
“Integrated Energy Policy”, Government of India, Planning Commission, New Delhi,
August 2006
[6].
“Key inputs for accelerated development of Indian power sector-11th Plan and beyond”,
Central Electricity Authority, July 2007
[7].
“Multi dimensional Issues in International Electric Power Grid Interconnections”, United
Nations Report , 2005 and 2006
[8].
“Transmission System Operators-Lessons from the Frontlines”, Beatriz Arizu, William
H. Dunn Jr. and Bernard Tenenbaum, The World Bank Group, June 2002
[9].
“Governance and Regulation of Power Pools and System Operators An International
Comparison”, James Barker Jr. Bernard Tenenbaum and Fiona Woolf, Energy, Mining
and Telecommunications Department, World Bank, September 1997
[10].
“Governance Structure for an Independent System Operator (ISO)”, William W. Hogan,
Carrie Cullen Hitt and Janelle Schmidt, Harvard Electricity Policy Group, June 1996
[11].
“Role of the System Operator in the Unbundled and Market Environment” by K. Malso,
V.Renznicek, P. Vejnar, CIGRE 39-204, Session 1998
[12].
“Impacts Of Operators’ Selection And Training On Power System Performance” On
Behalf Of WG 39.03: G.Krost, S.Allamby, J.Bogas Galvez, A.Carrano, N.Cukalevski,
O.Gjerde, H.Jones, R.Knoepfel, P.Lehtonen, Y.Logeay, S.Lutterodt, Z.Malek,
R.Marconato, L.Oroszki, R.Skiold, U.Spanel, D.Szymanski, D.Visser, CIGRE 39-102,
Session 1998
[13].
“Efficient Teamwork and Interpersonal Communication in Control Centres in the new
Power system Environment” by T.M. Papazoglou, L. Roszki and D. Visser on behalf of
WG 39.03, CIGRE 39-101, Session 2000
[14].
“Certification and Competency Evaluation of System Operators” by Hugh Jones, Rolf
Knopfel, Pasi Lehtonen, Sarah Lutterodt on behalf of Working Group 39.03, CIGRE
39-103- Session 2000
67
Annex-V
[15].
“Organization and Justification of Power System Operators Training” by Gerhard Krost,
Steve Allamby and Pasi Lehtonen on behalf of WG 39.03, CIGRE 39-102, Session
2000
[16].
“Operator Performance Requirements and Training needs In the commercial
environment” by Steve Allamby, Juan Bogas, Ninel Cukalevski, Gilberto Flores, Ole
Gjerde, Neso A. Mijuskovic, Udo Spanel, Glenn, Weiss On behalf of WG 39.03, CIGRE
39-104, Session 2000
[17].
“The Interaction Between the System Operator and the Market Functions in England
and Wales” by Les Clarke and Mike Lee, CIGRE 39-204, Session 2000
[18].
“From Ancillary Services to Reliability Products: A system operator business model”
by J. H la Grange, CIGRE 39-210, Session 2000
[19].
“Operator Performance Requirements And Training Needs In The Commercial
Environment Steve Allamby”, Juan Bogas, Ninel Cukalevski, Gilberto Flores, Ole Gjerde,
Neso A. Mijuskovic, Udo Spanel?, Glenn Weiss On Behalf Of WG 39.03, CIGRE 39-104,
Session 2000
[20].
“The Impact of Deregulation and Market Trading on the Requirements for and Future
Development of Operator Training Simulators” by N.Cukalevski, S. Allamby, H.Jones,
G. Flores, W De Smet, On behalf of WG 39.03, CIGRE 39-104, Session 2002
[21].
“Changes in the Business and Interfaces of System Operators facing Liberalisation
and Restructuring” by Ole Gjerde, Olav B. Fosso, Paul Giesbertz, Les Clarke, Per-
Anders Löf, Ben Li, Al DiCaprio, Hubert Lemmens, Chai Ming Mak, Veli-Jukka Pyötsiä,
Juan Bogas on the behalf of WG39.05, CIGRE 39-203, Session 2002
[22].
“Enhancing System Reliability by Managing Operational Errors in Dispatch Centers”
by Markus Blaettler, Vincent Isoard, Pasi Lethonen, Sarah Lutterodt and Dirk Visser on
behalf of Working Group 39.03, CIGRE 39-306, Session 2002
[23].
“Consequences of Control Centre Re-Organization for Operators and Their
Performance” by S. Allamby, M. Blaettler, G. Krost, S. Lutterodt, Z. Malek, A. Mendonca
De Oliveira, and D. Visser on behalf of WG C2 – 03, CIGRE C-2 303, Session 2004
[24].
“Interfaces Between System Operators, Market Operators And Other Market Actors”
by O. Gjerde O.B. Fosso J.C. Bae J. Bogas S.J.N. Cisneiros A. Dicaprio, D. Klaar S.
Iwamoto H. Lemmens I. Welch M. Uusitalo On Behalf Of JWG C2/C5-05, Session 2006
[25].
“Ergonomics in Control Centre Design for Power System”, Parmod Kumar, Member,
IEEE, V.K. Chandna, and Mini S. Thomas, Senior Member, IEEE, 2006
[26].
“Human Factors Review of Dispatch Control Centres”, Charles J. Frank and Robert J.
Miller, IEEE Transactions on Power Apparatus and Systems, Vol PAS-101, No. 6 June
1982
68
Annex-V
[27].
“Improving Human Performance in the Control Center”, WG 39.03, G Krost, S.
Lutterodt, Y. Logeay, R. Knoepfel, R. Skiold, Electra Number 174, October 1997
[28].
“Results of Reliability Issue Survey, Rev 1”, North American Electricity Reliability
Corporation, October 24, 2007
[29].
“NERC Strategic Plan 2008-2013”, North American Electricity Reliability Corporation,
November 2007
[30].
“Value of Independent Regional Grid Operators”, ISO/ RTO council, November 2005
[31].
“Relevance of Knowledge Management at Power System Operation Control Centres
in India”, Vivek Pandey and K. Momaya, ‘Productivity’ Journal published by National
Productivity Council in April-June 2007 issue, Vol.48, No.1
[32].
“Advanced Load Dispatch for Power Systems- Principles, Practices and Economies”
by E. Mariani and S.S Murthy, Springer ISBN 3-540-76167-5
[33].
www.nerc.com
[34].
Websites of Central and State Electricity Regulators in India
[35].
Websites of Load Despatch Centres in India
69
70
Annex-VI
Report on the Air Traffic Management Services
A committee has been constituted by Ministry of Power, Government of India, under the
chairmanship of Sh Gireesh B. Pradhan, Addl. Secretary, MoP to examine issues relating
to manpower, certification and incentives for the personnel employed in Power System
Operation at various levels. There are several other services similar to power system
operation but the one, which comes closest, is that of Air Traffic Control. In the aviation
industry the role of Air Traffic Controllers play a crucial for ensuring safe landing, take-off
and flight of aircrafts in the sky. Since the job involves safety of human lives it has to be
delivered with utmost precision. This is similar to the job of a system operator who has to
ensure secure, reliable and economic operation of the power system.
In order to gain insight into the way in which the ATC services are organized and to draw
ideas that could be implemented in Power System Operation, two members of the
committee (Shri. Lokesh Chandra and Shri. S. K. Soonee) visited the office of the Director,
Air Traffic Management, Airport Authority of India at Rajiv Gandhi Bhawan, Ministry of Civil
Aviation, New Delhi on 17th July 2008. Subsequently on 08th August 2008, the above
members visited the Air Traffic Control Centre at the Indira Gandhi International Airport in
New Delhi. These visits were undertaken because of the somewhat analogous working of
the Air Traffic Management and the Power System Operation both of which are “mission
critical activities”. The committee members tried to understand the selection, training, and
incentive scheme for Air Traffic Controllers employed for Air Traffic Management. The
information gathered during the interaction with the officials is summarized below.
1.
Roles and responsibilities of Air Traffic Management
Provision of air traffic management services is one of the essential functions of Airports
Authority of India (AAI)1.
This function is carried out under the direction and control of Director (Operations), who is
a whole time Board Member of AAI. The Executive Director (ATM), reporting to Director
(Operations), is the head of ATM Directorate The ATS in-charges are responsible to
supervise the provision of ATS at their respective stations and report to the Regional
Executive Directors of the region concerned. Thus the hierarchy in Air Traffic Management
Group is as under:
1 Airports Authority of India is a Statutory Public Sector Undertaking of the Government of India formed by Act 95/
1994 of Parliament as amended by AAI Amendment Act 43 of 2003. A Board of Directors consisting of whole time
members, as well as part-time members, appointed by the Government of India, governs AAI.
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Annex-VI
♦
Director (Operation)
♦
Executive Director
♦
General Manager
♦
Joint General Manager
♦
Dy. General Manager
♦
Sr. Manager
♦
Manager
♦
Assistant Manager
♦
Junior executive
The function to plan, procure, install and maintain navigational and surveillance aids and
communication equipments at the airports and at such locations as may be considered
necessary for safe navigation of aircraft, is carried out by Communication Navigation and
Surveillance (CNS) wing of AAI.
Functions of directorate of Air Traffic Management:
a.
Provision of Air Traffic Services (ATS) to all arriving, departing & over flying aircraft
over Indian airspace.
b.
Establishment of ATS routes, realignment of existing air routes in consultation with
user airlines and international bodies such as International Air Transport Association
(IATA) and International Civil Aviation Organization (ICAO).
c.
Establishment of control zones and control areas and changes to existing control
zones and areas.
d.
Establishment of Danger / Prohibited and restricted areas and changes to
mentioned areas in coordination with concerned Government Agencies.
e.
Providing Search & Rescue coordination for aircraft in distress
f.
Providing Aeronautical Information Service (AIS) as prescribed by ICAO to all
domestic and international airlines and ATS of other countries.
g.
Survey of airports, publication of aeronautical maps and charts
h.
Development of Instrument Approach to Land (IAL) procedures & IAL charts
i.
Monitor and control of obstructions around airports to ensure compliance with
SARPS (standard and recommended practices) of ICAO.
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Annex-VI
j.
Coordination with International Civil Aviation Organization (ICAO), Regional Office
Bangkok and Headquarters Montreal, Canada on matters relating to airspace
management, provision of Air Navigation Services and aviation rules and regulations.
k.
Manpower Planning, training and award of ratings to Air Traffic Controllers in
conformity with ICAO rules and regulations as stated in Annex 1 (Personnel
Licensing).
l.
Monitoring of standards and procedures in the provision of Air Traffic Services.
m.
Investigation of Air Traffic Incidents in coordination with DGCA and taking corrective
action thereupon.
n.
Matters related to Aviation Security Monitoring of environmental hazards at airports.
o.
ATM services include provision of air traffic control, aeronautical information
p.
Airspace management, flow management and management of ATC training.
q.
The ATM directorate at AAI Corporate Headquarters oversees corporate strategy,
development of processes and procedures for safety and uniformity in the provision
of air traffic services, strategic supervision of the provision of air traffic services,
training and rating of air traffic controllers, including refresher training, coordination
with other concerned organizations in and outside India. The ATM directorate has
also been assigned the responsibilities related to the provision of Airport Fire
Services, Aeronautical Information Services, Cartography Services and Search &
Rescue Services.
2
Operational supervision
The dynamic application of supervision of air traffic services rests with the ATS n-charges
at their respective stations where ATC centers are established for the provision of Air
Traffic Services. The ATS In-Charges also receive technical and administrative support
and guidance from the regional units in each FIRs as published in Aeronautical Information
Publications (AIP).
3.
Job Description of an Air Traffic Controller
The daily routine of Air Traffic Controller is very demanding with various factors of safety
he has to maintain. The round the clock job of providing air traffic services is divided into
shifts manned by established and stable teams. Although the Air Traffic Controller is an
individual professional, he is part of a large team. He coordinates with other sectors, other
control centres, essentially quite a few other units, while controlling traffic, and yet the Air
Traffic Controller is essentially alone when he has to take that decision which is to taken in
splits of second. However, the cooperation and coordination makes it possible for him to
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Annex-VI
take correct decision and thus it is the backbone for a smooth and safe working
environment.
Sitting like a rock for hours together the stoic Controller has to have an accurate mental
map of a dynamic 3-D picture (altitude of an aircraft above the sea level, bearing from a
navigational aid, distance from the aid) of the moving aircraft at any point of time. It is
indeed a 4-D picture with time occupying the fourth dimension.
Based on the mental picture that he will create, update and foresee with time involved, he
has to plan the future course of various aircraft which may have converge or diverge over
the navigational aid. It also requires for him to assess the potential problem, priority of
tasks, determine and issue appropriate instructions and ensure compliance with them.
Controller actually fights against time to implement his decisions.
Apart from deriving information from mental mapping, a controller has to talk and
understand aircraft transmissions and issue appropriate instructions mark the flight progress
strips and monitor the coordination effected with other adjacent Air Traffic Services (ATS)
units. These tasks performed under time pressure are aimed at achieving maximum safety
and efficiency.
The nature of job of an Air Traffic Controller demands a very high degree of alertness and
capability of decision-making. The Controller’s reflexes and his memory has to be honed
razor-sharp in order to help him correlate all data instantly to arrive at a decision while
resolving air traffic situations. He utilises all his senses while discharging his functions as
a Controller. Be it day or night, weekday or a weekend, festival day or a holiday, teatime or
dinnertime, the Controller is expected to be in full command of his sensory organs to deal
with any situation that may arise during the discharge of his duties.
Here in this job, you got to take decision in splits of second and decision has be correct
only, there is no opportunity of correcting a mistake. And one mistake, one incorrect decision
by you, could very easily translate into untimely termination of maybe one thousand lives.
Controller is supposed to remain in full mental alertness at all times. Any lack of response
or slackening of vigil on his part while in command can result in disaster and as such he
can just not afford the luxury of mental or physical relaxation. Despite tension filled life,
what motivates an Air Traffic Controller is a personal satisfaction the job gives which not
only holds the highest degree of professionalism but also helps thousands of passengers
reach their destinations safely.
So demanding is the job of Air Traffic Controllers that no compromise can be made in
respect of their physical as well as mental fitness as a Controller. As such, an intensive
training schedule has to be maintained during the entire period of Controller’s activity. In
order to remain an Air Traffic Controller, it is mandatory that the Air Traffic Controller
continuously enriches himself with sound job knowledge, integrate his theoretical knowledge
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Annex-VI
with on- the- job practice of air space management, clear examinations and undertake
simulation of Air Traffic Control Emergencies conducted from time to time by the training
centre.
4.
Selection/Appointment of ATC
The ATM (Air Traffic Management) directorate is responsible for determining the
operational (ATM) staffing requirements for the country as a whole for staff planning
purposes. The staff requirements are worked out taking into account:
♦
ATS requirements based on assessment of traffic levels and airspace
complexities
♦
Number of operational shifts to be operated
♦
Fatigue management
♦
Training including refresher training needs
♦
Leave requirements
Air Traffic Control Officers (ATCs) and ATC Assistants are recruited as per the established
recruitment procedures of AAI. The candidates must meet the minimum prescribed
qualification requirements. Such candidates have to undergo the selection process,
including a competitive examination, personal interview and medical examination.
5.
Admission Criteria
a.
Aerodrome Officers’ Ab-initio Course
i.
Graduate in Telecommunication/ Electronic Engineering or Master’s
Degree in Physics Good Command of English language, both written and
spoken. Medical fitness as per ICAO (International Civil Aviation
Organization)
ii.
Voice Test.
iii.
On-the -job Assessment
iv.
Oral examination
b.
Aerodrome Assistants’ Ab-initio Course
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Annex-VI
i.
A Graduate from a recognized University having Physics & Mathematics
as main subjects. A good knowledge of English language both written and
spoken. Medical fitness as per ICOA standards
ii.
At the end of every training schedule, the trainees have to pass a written
examination, as well as practical examination consisting of simulated air
traffic control exercises & an oral examination
6.
Training
Selected incumbents are nominated to undergo ATC training programmes of prescribed
durations, at the Civil Aviation Training College, Allahabad. (C.A.T.C. India). The ATM Faculty
at C.A.T.C. conducts following courses:
a.
Ab-initio Level Courses
i.
Aerodrome Officers’ Ab-initio Course
ii.
Aerodrome Assistants’ Ab-initio Course
b.
Refresher - cum – Career Progression Courses
i.
Aerodrome Control Course
ii.
Approach Control Course
iii.
Area Control Course
iv.
ATCO’s Advanced Refresher Course
c.
Specialist Courses
i.
Radar Control Approach Course Search and Rescue Course
ii.
ATC (OJT) Instructional Technique Course
iii.
Required navigation performance/ Area Navigation Application Criteria Course
iv.
Instrument Procedure Designing Course
7.
On-the-job training and rating
The ATC Officers, on successful completion of the approved course(s) at Civil Aviation
Training College, Allahabad, are required to undergo on-the-job training (OJT ) in ATC
units at the stations of their posting ( preferably on bigger airports) for a minimum of
specified period (180 days/90 hours which ever is earlier. At a stretch on the job training is
carried out only for 2 hours. Training related to RADAR has to be completed before attaining
the age of 47 years. The ATC during OJT have to demonstrate a level of knowledge
appropriate to the ATC unit in specified topics for becoming eligible to take the rating
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Annex-VI
examination. A rating examination is held after the ATC has built up sufficient confidence
and has shown ability to deal with various situations in handling Air Traffic independently.
The rating examination consists of a written examination, on-the -job assessment, an
oral examination
All ratings are issued subject to the requirements and processes notified in DARA (Defense
Aviation Repair Agency) Circulars as amended from time to time.
8.
Assessments Regular/Periodic
a.
Regular Assessment
i.
Proficiency assessment at Delhi, Mumbai, Kolkata, Guwahati and Chennai
is conducted by respective GM (S&P) / DGM (S&P) / WSOs and at all other
stations by the ATS in- charges.
ii.
Proficiency assessment is conducted at regular intervals and it will be ensured
that every controller is assessed on all the operating positions for which ratings
are held by the controller.
iii.
Individual records of the assessment is maintained at the station concerned
and quarterly report sent to GM (S&P)
iv.
ATS in- charge ensures that all the rated controllers spend sufficient time at
the operating positions to enable them to maintain satisfactory level of
performance.
b.
Periodic assessment
i.
Joint proficiency checks is carried out by a team comprising of officers from
the Standardization Division of AAI and officers of the DGCA, once every
year, at all the International Airports, the ACC centers and other major airports
on rotational basis and with prior intimation. The team is also be responsible
to identify operational and/or system deficiency, if any, and report the same
to the ATS In- charge for immediate remedial actions before submitting the
final report.
ii.
In case it is found that the performance of an air traffic controller is
unsatisfactory, his/her rating (s) may be suspended and appropriate corrective
training arranged and proficiency reassessed as per laid down procedures.
iii.
Proficiency assessment of air traffic controllers is carried subject to the
requirements and procedures notified in different circulars by AAI.
9.
Medical Requirements (General)
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Annex-VI
a.
As per ICOA standard
b.
Medical check up every three years after attaining the age of 40 and every year
after attaining the age of 45.
10.
Duty hours/ Rosters
42 hours per week.
Typical roster of ATC at Indira Gandhi International Airport, New Delhi
Day 1: 1:30 to 07:30-Evening duty
Day 2: 07:30 to 01:30- Morning duty
Day 3: 07:30 evening to 07:30 of next day –Night duty
Day 5: again 01:30 to 07:30 -Evening duty
Every 2 hour it is mandatory to take rest for 40 minutes in rest rooms.
At bigger airports like IGI (Delhi) /Santa Cruz (Mumbai) 45 executives work in one shift.
11.
Leave details
30 casual leave in a calendar year. Only 8 leaves can be availed at a time
12.
Allowances
a.
Rating Allowance:
A rating examination is held after the ATCO has built up sufficient confidence and
has shown ability to deal with various situations in handling Air Traffic
independently. The rating examination consists of:
♦
A written examination
♦
On-the -job Assessment
♦
An oral examination
All ratings are issued subject to the requirements and processes notified in DARA
Circulars as amended from time to time. If an ATCO qualifies the examination, he is
paid rating allowance. To keep the rating allowance active one has to work for
minimum stipulated hours every six months.
b.
Stress allowance:
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All rated ATCs are paid stress allowance if they are directly involved with the
operation.
c.
Extra duty allowance:
ATCs are paid 1500-2000 rupees/4 hours of extra working. However, the
management discourages extra duty in view of the stress related to the job.
— Continued on Next Page —
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Report on the Survey of LDCs in India
1.0
Introduction
Power System Operation is better known as Load Despatching in India and the place
from where it is carried out are known as Load Despatch Centres (LDCs). Survey of all
State, Regional and National Load Despatch Centres (LDCs) was conducted to assess
and document the
o
Profile of personnel employed in LDCs;
o
Infrastructure/logistics/amenities available in LDCs
2.0
Methodology adopted
The survey was conducted with the help of 34 volunteers from various Regional Load
Despatch Centres who visited the SLDCs within their regions. There were two sets of
questionnaires to be filled by respondents in LDCs. One set contained 73 multiple choice
questions while the second set contained 14 questions. The first set was to be filled by the
respondent in LDCs while the second set was to be filled by the volunteer who conducted
the survey. The questionnaire to be filled by the volunteers contained questions regarding
the logistics and infrastructure facilities available in the LDCs. The list of volunteers who
coordinated the survey is enclosed. All the responses received were coded and analysed
with the help of the trial version of Statistical Program for Social Sciences which is popularly
known as SPSS.
3.0
Sample size
Total 37 out of 39 control centres were surveyed and 777 responses were received. The
control centres / offices of Arunanchal Pradesh and Sikkim could not be covered as these
were inaccessible due to heavy rains and floods. The control centres and the number of
responses received from each control centre are tabulated below:
3.1
Responses from National/ Regional LDCs
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3.2
Responses from SLDCs in Northern Region
*SLDC of UT-Chandigarh is operating with limited facilities.
# Bhakra Beas Management Board (BBMB) has a control centre at Chandigarh that
coordinates the water releases and the dispatch of hydro power stations of Bhakra, Dehar,
Pong, Ganguwal and Kotla that are jointly owned by Punjab, Haryana, Rajasthan and
Himachal Pradesh. Few interstate lines between these states that form a part of the Inter
State Transmission System are also operated and maintained by BBMB. The O &M
expenses are shared by the partner states.
3.3
Responses from SLDCs in Eastern Region
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# Damodar Valley Corporation (DVC) has a well defined control area in Eastern Region.
DVC has its own generation, transmission and distribution system to meet its load.
*SLDC at Sikkim is operating with very limited facilities.
3.4
Responses from SLDCs in Western Region
#In Maharashtra out of the 52 responses, 30 were received from SLDC- at Kalwa and
other 22 were received from the Area Load Despatch Centres situated in Nagpur and
Ambazari.
* UT Daman & Diu, Dadra & Nagar Haveli are yet to have a full fledged control centres like
the other SLDCs.
3.5
Responses from SLDCs in Southern Region
UT of Andaman-Nicobar and Lakshdweep islands are yet to have a full fledged control
centres like the other SLDCs.
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3.6
Responses from SLDCs in North-Eastern Region
# Survey of Arunachal Pradesh could not be carried out within the stipulated time due to
heavy rains and floods.
4.1
Summary of respondents who participated
Total number of respondents:
777
Responses received from SLDCs:
605
Responses received from RLDCs/NLDC:
172
Age profile
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Position of the respondent within their respective organizations
4.2
Composition of workforce, skills and domain knowledge
44 % of the population surveyed is above 45 years of age and the middle management
constitutes 40 % of the population. This means that in the next 10-15 years more than 40
% of the current population in LDCs would retire. It clearly demonstrates the need for
aggressive recruitment to replace the aging workforce. The discipline of the respondents
during graduation and their subsequent experience in the power sector industry is tabulated
below:
Skills and domain knowledge of workforce
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Work experience
4.3
Environment of learning in the LDCs in India
The highest qualification of the 777 respondents has been tabulated below:
593 (76 %) persons are of the opinion that acquiring higher qualification is important
and they are interested as well. However 529 (68 %) of the population say that they have
neither acquired any higher qualification nor are they pursuing it. This is also borne out by
the fact that only 20 % of the population surveyed has a post graduation degree and
only 1 person out of the 777 has a doctoral degree. Further 527 (67 %) persons feel that
they are lightly loaded as far as the work volume is concerned. This implies that the work
load is not a hindrance for pursuing higher studies. It appears that there is a general lack
of favourable atmosphere within the organization for learning and acquiring new knowledge.
578 (74 %) of those surveyed had either none or just one opportunity for training. Only 130
(17 %) persons say that the training that they attended in last one year was greater than 1
week. In other words the minimum norm of 1 week training as per the training policy of
the government is also not being adhered to in case of 83 % of the respondents. The
only heartening fact in case of training practices at LDCs was that 60 % of the population
has had an opportunity to visit a foreign country in official capacity at least once.
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Long duration of systematic and careful mentoring is required for developing good system
operators. However only 79 (10 %) of fresh engineer have access to structured training
in system operation. 53 % of the control centres do not have a library. In 47 % of control
centres where library is available 23 % do not have suitable books to cater to the needs.
All the above indicates that lot of efforts need to be done to transform the LDCs into
learning organizations. A nation wide initiative similar to the Distribution Reforms Upgrades
and Management (DRUM) project needs to be undertaken to achieve the desired results
in system operation. Training needs to be made a mandatory requirement and the regulatory
commissions could monitor compliance. The situation also needs immediate attention
because more than 40 % of the population is above 45 years of age. Measures need to
be taken to document the collective wisdom of the outgoing workforce. The knowledge
and experience of the seniors need to be transferred to the new generation. Systems for
knowledge management need to be developed to preserve what is already known.
4.4
Working environment, nature of work and the volume of work in LDC
More than 75 % respondents say that the working environment and seating arrangement
within their control centre is comfortable. Desktop PCs, telephones and internet connection
are available for all executives in more than 50 % of the control centres.
681 (88%) of the respondents say that the nature of work at their LDC is challenging
and interesting. 587 (76 %) say that the like to work in the LDC because of the all round
exposure that they get in LDCs. 551 (71%) of the respondents desire to continue
working in LDCs. All this indicates that the respondents enjoy working in LDCs. However
527 (68%) of the respondents say that the work volume is “too little”. This could be
either due to poor work delegation, succession planning and/or absence of role clarity at
LDCs. In the deficit scenario prevailing in India the system operators LDC have been
involved mostly in load management and rostering. This situation continued for years
together with the result that other statutory functions of the LDCs have taken a backseat.
Operators who historically has been controlling frequency through load shedding and
restoration of feeders might have gradually come to believe that this is all that is required
from the LDC function. The situation needs to be improved and the LDCs have to give
due attention to other functions like security monitoring, facilitation of open access, system
protection coordination, contingency analysis, offline studies, disturbance analysis etc.
4.5
Operating aids and the capability to use them
The system operators are subjected to immense physiological and mental stress. Stress
in the LDC results primarily from the need to respond to the unforeseen and random
events. The operator is likely to experience pressure in situations where demands for
power or quick decision making exceeds his capability to respond and where the operator
sees that failing to bridge the imbalance would have serious safety or economic
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consequences. The other sources of stress could be deadlines and time pressure, system
alarms, shifting quickly from periods of little activity to periods of peak activity, operational
protocols and work schedules, skills/capabilities incommensurate with the job requirement.
There are few positions in the industry that have similar consequences interwoven with
daily activities; one similar occupation is Air Traffic Control.
A lot of the factors mentioned above would require initiatives at the macro level. The
capacity addition, renovation and maintenance program and reform initiatives are a part
of these efforts. At the organizational level the system operators have to be equipped with
appropriate IT enabled applications and decision support tools and the training to use
them.
All the LDCs are equipped with SCADA systems. The operators have to use it for effective
supervision of the power system. The first step is the ability to log in and out of the SCADA
system and the second step is the ability to navigate in the system to obtain the desired
information. Each and every engineer posted at the LDC must be capable of doing this.
However 126 (16 %) respondents say that the executives in their control centres cannot
login in the SCADA system. Likewise on an average 88 (11 %) persons are not
comfortable with the MS-Office applications such as MS-word, MS-Excel and MS-Power
point. This situation needs to be corrected and every person in the LDC must be a computer
literate and proficient in at least these IT applications.
4.6
Opinion on certification and need for ethics, transparency and neutrality of LDCs
Presently, there is no “Certification” requirement for becoming a system operator unlike
other mission critical operations such as Air Traffic Management. In most of the other
countries it is a mandatory requirement to have a certificate for working in specific area
with in system operation. There was an overwhelming response in favour of having a similar
practice in India. 93 % of the population surveyed agrees that certification would improve
the overall standards of system operation in the country.
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More than 90 % of the population believes that ethics, transparency and neutrality are
important in system operation.
4.7
Infrastructure and other amenities available in LDCs
The questions covered feedback on the working environment, availability of rest rooms,
library, conference rooms, desktop PC, internet access, telephone, transport facility after
night shift and canteen facility. Total 34 volunteers provided their opinion on above issues.
Summary of responses are tabulated below:
4.7.1 Work environment, working space and seating arrangement:
4.7.2 Rest room, Library, Conference room and Canteen
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4.7.3 Desktop PCs, Internet Access, Telephone
4.7.4 Inference
The LDC offices operate round the clock with people coming in rotating shifts. These
engineers work in unconventional hours and encounter most difficulty in adjusting their
physiological circadian rhythms to their work schedules. The real-time operators are
assisted by offline engineers to ensure continuity in operation strategy. During contingencies
often these engineers also are called upon at odd hours to augment the rotating shift. To
address the physiological needs of system operators they must have access to amenities
that make them comfortable at workplace. However it is distressing that 53 % of the control
centres do not have restroom and 62 % do not have a canteen even with minimum
arrangement of tea / coffee. All the control centres are located in cities or state capital.
Only 4 % have township near the control centres, which means that the engineers at 96 %
of control centres have to commute long distances to attend duty. Public transport may
often be not available at odd hours and holidays especially when one has report at the
LDC for night shift. Similar situation may arise when the LDC-person has to go back to his
residence after night shift. These persons may not be in their best condition to drive their
own vehicles. However 67 % of the control centres do not have official pick up or drop
facility for night shift.
System operators are required to coordinate with different utilities within their jurisdiction.
Discussions, meetings and technical presentations, brainstorming sessions are a part
and parcel of a system operator’s life. However 41 % of the control centres do not have a
conference room, which implies that the above activities cannot be taken up conveniently.
A library is not available at 53 % of the control centres while 23 % have it but they are not
equipped with suitable reference books. This indicates that the either the control centres
are severely constrained with funds to provide these facilities or there is a lack of awareness
regarding these needs.
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List of volunteers from various RLDCs who coordinated the survey
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No. 6/2/2008-Trans
Government of India
Ministry of Power
.…
Shram Shakti Bhawan, Rafi Marg,
New Delhi, the 2nd June, 2008
To
The Secretary (Energy)
Government of ……………
Sub:
Survey of Load Despatch Centres in India
A committee has been constituted by Ministry of Power, Government of India, under the
chairmanship of Shri Gireesh B. Pradhan, Additional Secretary, Ministry of Power to examine
issues relating to manpower, certification and incentives for the personnel employed in System
Operation at various levels.
It has been desired by the committee to conduct a survey with the help of a questionnaire
to be filled by the persons in system operation at state, regional and national level. Kindly extend
your cooperation in conducting this survey.
Yours faithfully
(Lokesh Chandra)
Director
Tel: 2371 5250
Encl: As above
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Survey of Load Despatch Centres in India
Dear respondent,
Section 28, 29, 31 & 32 of the Electricity Act 2003 designate Load Despatch Centres (LDCs) as
apex bodies to ensure integrated operation of power systems within their area of jurisdiction.
The Act clearly states that the LDCs are responsible for operating the power system with security,
economy and efficiency. Thus the statute places a huge responsibility on the LDCs. Central
Electricity Regulatory Commission in its order dated 07th May 2008 (suo motu petition number
58/2008) has elaborated on the personnel related obligations of a State and Regional Load
Despatch Centres.
A committee has been constituted by Ministry of Power, Government of India, under the
chairmanship of Sh Gireesh B. Pradhan, Addl. Secretary, MoP to examine issues relating to
manpower, certification and incentives for the personnel employed in System Operation
at various levels. This survey is being carried out under the direction of the Committee and the
information gathered would be forwarded to the Committee.
Please take a few minutes to fill in this questionnaire. Your participation is completely voluntary
and your identity would be kept completely confidential.
Please return the response to …………………………………………………………
Thank you for your time and support!
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Please tick the option most appropriate in your case
1. Personal details
iv. Discipline during graduation/diploma
v. Position in the organization
♦
Top (Chief Engineer & above/General Manager & above)
♦
Senior (Superintending Engineer/Addl. General Manager/Dy. General
Manager)
♦
Middle (Executive Engineer/Chief Manager/Manager)
♦
Assitant Engineer/ Supervisor to Dy. Manager
♦
Others please specify…………..
vi. Total work experience (Please tick in appropriate box in each row)
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2.
Mission critical services are those where failure of execution or faulty execution may have
far reaching effects. System Operation is a mission critical service.Please tick in the column
closest to your opinion
3. Acquiring higher qualification
a. Your opinion on acquiring higher qualification
♦ Yes, I feel it is important and I am interested
♦ Yes, I feel it is important but I am not interested
♦ No it is not required therefore I am not interested
♦ No it is not required but still I am interested
♦ Can’t say
b. Support from the organization for acquiring higher qualification
♦ Not allowed in my organization
♦ Only correspondence or part-time course course is allowed
♦ Even study leave can be easily availed for pursuing full time course
♦ Don’t know/Can’t say
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c. Your action regarding acquiring higher qualification
♦ Yes I have applied for/ pursuing/completed
♦ No I have not applied for/ pursuing/completed/ not relevant/not interested
4. Career progression within your organization
a. Recruitment in your organization is
♦ Direct at induction level
♦ Lateral
♦ Deputation
♦ Others
b. Mode of promotion up to Superintending Engineer or Addl. General Manager level
is
♦ Vacancy based
♦ Normal progression
c. As per your assessment the criteria for promotion (up to Executive Engineer/
Sr.Manager) in your organization is
♦ Merit based
♦ Seniority based
♦ Merit cum seniority based
5. Professional engagements
a. Number of opportunities to attend development programs such as training,
conferences, seminar, meetings, workshops, regulatory commission hearings etc.
♦ More than one every year
♦ At least one every year
♦ None
b. Duration of development programs/ training attended in last one year
♦ More than one week
♦ Less than one week
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♦ Nil
c. Official foreign visits for training, workshop, conference, testing etc.
♦ More than one every year
♦ One every year
♦ Occasionally
♦ None
6. In your opinion the quantity of work in your load despatch is
♦ Adequate
♦ Too much
♦ Too little
7. In your opinion the nature of work in your a load despatch is
♦ Challenging and interesting
♦ Just like in any other office
♦ Monotonous and boring
8. The best thing that you like about your LDC
♦ It is located in a city and almost all facilities like hospital, schools, recreation,
shopping are available
♦ It provides a very good exposure of several aspects such as technical, social,
commercial, economics, political
♦ It is a small place and you know every body
♦ All of the above and other reasons as well
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9. Your opinion about your load despatch centre (Please tick option closest to your
opinion))
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10. A young engineering graduate who is posted in your LDC
♦ Makes all efforts to continue to be posted there as long as possible
♦ Makes all efforts to move out to a different place as soon as possible
♦ Is transferred outside LDC within one or two years
♦ Joins a different organization after some time
11. If a young engineering graduate is posted in your LDC he is
♦ Posted in shift operation within one a few days/weeks
♦ Posted in shift operation after he has worked in general shift
♦ Generally not posted in shift
♦ Can’t say
12. If a new person (young or old) is posted at your LDC, he
♦ Undergoes structured training in system operation (within or outside LDC)
♦ Learns his job on his own as he works along
♦ Is attached with a person who continuously guides him formally / informally and
ensures that he quickly grasps all aspects of system operation
13. In case someone you know has two offers one at your load despatch centre and
second in some other department in the same city with similar salary and
compensation you would
♦ Strongly recommend him to choose your LDC
♦ Recommend him to join the other department
♦ Leave it for him to take his own decision
♦ Can’t say
14. If you had a choice you would like to work in
♦ Same department within Load Despatch Centre
♦ Other department within Load Despatch Centre
♦ In power sector but outside Load Despatch Centre
♦ Any other industry
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15. Your opinion about other executives in your Load Despatch Centre (Tick the box
which is closest to your opinion)
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16. Which activity takes up or consumes more than 50 % of the time the control room of your
load despatch centre
♦ Opening /Restoring feeders and attending calls regarding the power supply position
♦ Supervision of system parameters, contingency analysis, reactive power
management
♦ Preparation of daily or exceptional reports
♦ Others
17. Instructions for generation backing down given from your control room to the generating
stations within your jurisdiction
♦ Are complied only after the higher officials from your organization exert pressure
on the higher officials of the generating station
♦ Are complied sometimes but not always
♦ Are complied immediately by the generating stations
♦ Not complied at all
18. When most of the system parameters (frequency, voltage, line loading etc.) are normal
and you see an abnormal value on the SCADA display, you try to investigate yourself
(Cross checking, validating) and report/document if no solution is found
♦ Report to the concerned SCADA personnel immediately
♦ Simply record it in log book or register and forget about it
♦ Ignore it as you consider it to be someone else’s job
♦ Can’t say
19. You look at the alarms displayed in the SCADA system
♦ Frequently
♦ Once a while
♦ Only when brought to your notice by someone else
♦ Never as it is not important
♦ Don’t know about it
♦ Can’t say
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20. In case a shutdown is requested by any agency for the same day in your shift then you
♦ Approve immediately by issuing a code/message/telephonic instruction
♦ Discuss all concerned (internal and external) and then approve
♦ Discuss only with higher-officials
♦ Postpone it for the next shift
21. While handing over the shift to the next group
♦ Inform only the feeders to be opened or restored
♦ Nothing special is done as everything is available in SCADA system
♦ Everything is explained verbally only
♦ Everything is written in log book and also explained verbally
22. While taking over the shift from other group you
♦ Only read the log book
♦ Simply see the system parameters
♦ Discuss with shift personnel in other RLDC/SLDC
23. In case of system contingency you
♦ Discuss within your team and take corrective action immediately
♦ Immediately inform the higher up and respond as per their instruction
♦ Do not do anything till other load despatch centre advises/requests
24. After issuing an switching instruction you
♦ Keep track of it till it is implemented
♦ Concentrate on other activities and let the field staff implement it on their own
♦ Cancel the code if the operation is not done within reasonable time
25. Operation reports prepared during the shift are checked
♦ Only by person preparing the report
♦ Only by the shift in-charge
♦ Only by higher ups
♦ By more than one of the above
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11. When the grid is perfectly normal the discussion within or other LDC is regarding
♦ New elements commissioned and future planning/expansion of power system
♦ System conditions in the past few hours and the likely scenario till the end of shift
♦ Subjects other than system operation
12. If you want to know the bus arrangement in a substation without calling the substation you
♦ Would refer a written document
♦ Would ask the concerned SCADA personnel
♦ Would ask your shift-in-charge since you are sure he knows it
♦ Would obtain from SCADA displays without anybody’s help
13. Your comments and suggestions to enhance the standard of system operation in India
..................................................................................................................................
Your responses would be kept completely confidential
Thank you for time and support!
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Feed back form to be filled by RLDC volunteers visiting the SLDC
Dear volunteers,
Thank you for taking up this initiative. This survey is an attempt to assess and document the
variance between current capabilities/resources and those required for fulfilling these statutory
responsibilities by the LDCs in the country. The objectives of this survey are briefly stated below:
♦ To assess the profile of the personnel involved in System Operation in India
♦ To assess the infrastructure/logistics/amenities available at LDCs in India
♦ To assess the motivational level of the persons posted at LDCs
♦ To assess the extent up to which the functions of system operator are carried out at various
LDCs in the country
Sample size:
The survey would include the entire population of executives posted in National/Regional/State
Load Despatch Centre in India.
Volunteers may fill in their opinion about the following facilities in the load despatch centre that
he/she has visited. Name of the LDC................................................................
29. Basic infrastructure and amenities
d. Rest rooms for personnel working in shift is
♦ Available and comfortable
♦ Available but uncomfortable
♦ Not available/Can’t say
e. Library is
♦ Available and useful
♦ Available but inadequate
♦ Not available
f.
Conference room is
♦ Available and equipped with LCD projector
♦ Available but no LCD projector
♦ Not available
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g. Desktops for offline work are available
♦ For all executive
♦ For few executives
♦ Not required (Manual system)
h. Internet access for checking e-mails is available
♦ For all executive
♦ For few executives
♦ Can’t say
i.
Type of internet access is
♦ Broadband
♦ Dial up
♦ Not available
j.
PSTN telephones for local call is available
♦ For all executive
♦ For few executives
♦ Can’t say
k. Official transport facility after attending night shift is available
♦ Available
♦ Not available
♦ Can’t say
l.
Official transport facility after attending night shift is available
♦ For all executive
♦ For few executives
♦ Not relevant
m. Official transport facility after attending night shift is available
♦ Up to residence
♦ Up to convenient point
♦ Not required
n. Official canteen where one can get at least tea/coffee is
♦ Available round the clock
♦ Available only during day time
♦ Not available
Thank you for your efforts !
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Chronology of development of electricity laws in India related to
the Load Despatch function
A.
No mention of load despatch in the electricity laws till 14th October 1991.
However, the original Electricity Supply Act 1948 stated that
‘55. Licensees to comply with Board’s directions’
Every licensee shall comply with such directions as the Board may, from time to time,
give him for the purpose of achieving the maximum economy and efficiency in the operation
of Station.’
This provision was amended slightly in 1956 by qualifying the word ‘directions’ with
‘reasonable’ and substituting the word ‘station’ above with ‘his undertaking
or any part
thereof’. The amendment also provided for dispute resolution by the Authority in case of
any conflict on the issue of reasonability of directions issued by the Board under the above
section.
B.
Amendment w.e.f 15th October 1991 in the Electricity Supply Act 1948.
“[55] :: Compliance of directions of the Regional Electricity Board, etc. by licensees or
Generating Companies.
1).
Every Licensee shall comply with such reasonable directions as the Board may,
from time to time give him for the purpose of achieving the maximum economy and
efficiency in the operation of his undertaking or any part thereof.
2).
Every licensee or Generating Company shall follow all the directions of Regional
Electricity Board and shall conduct their operation in accordance with the instructions
of the Regional Load Despatch Centre so as to ensure integrated grid operation.
3)
If any dispute arises with reference to the integrated grid operation as to whether
any direction given under sub-section (1) or sub-section (2), is reasonable or not, it
shall be referred to the Authority, whose decision thereon shall be final; so, however,
pending the decision of the Authority, directions of the Regional Load Despatch
Centre shall prevail in the interest of smooth operation of the integrated grid.”
C.
Amendment w.e.f 11th August 1998 to the Electricity Supply Act 1948
“55. Compliance of directions of the Regional Electricity Board, etc. by licensees or
Generating Companies.
1).
Until otherwise specified by the Central Government, Central Transmission Utility
shall operate the Regional Load Despatch Centres and the State Transmission
Utility shall operate the State Load Despatch Centre.
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2).
The Regional Load Despatch Centre shall be the apex body to ensure integrated
operation of the power system in the concerned region.
3).
The Regional Load Despatch Centre may give such directions and exercise such
supervision and control as may be required for ensuring integrated grid operation
and for achieving the maximum economy and efficiency in the operation of the power
system in the region under its control.
4).
Subject to the provisions of sub-section(3), the State Load Despatch Centre in a
State may give such directions and exercise such supervision and control as may
be required for ensuring integrated grid operation and for achieving the maximum
economy and efficiency in the operation of the power system in that state.
5).
Every licensee , transmission licensee, Board, generating company, generating
stations, sub-stations and any other person connected with the operation of the
power system shall comply with the directions issued by the Load Despatch Centres
under sub-sections (3) and (4).
6).
All directions issued by the Regional Load Despatch Centres to any transmission
licensee of State Transmission lines or any other licensee of the State or generating
company (other than those connected to inter-state transmission system) or sub-
station in the State shall be issued through the State Load Despatch Centre and the
State Load Despatch Centre shall ensure that such directions are duly complied by
the transmission licensee or licensee or generating company or sub-station.
7).
Subject to the above provisions of this section, the Regional Electricity Board in the
region from time to time any mutually agree on matters concerning the smooth
operation of the integrated grid and economy and efficiency in the operation of the
power system in that region and every licensee, transmission licensee and others
involved in the operation of the power system shall comply with the directions of the
Regional Electricity Board.
8).
The Regional Load Despatch Centre or the State Load Despatch Centre, as the
case may be, shall enforce, the decision of the Regional Electricity Boards.
9).
Subject to regulations made under the Electricity Regulatory Commissions Act,
1998 (14 of 1988) by the Central Commission, in the case of Regional Load
Despatch Centres, or by the State Commission, in the case of State Load Despatch
Centres any dispute with reference to the operation of the power system including
grid operation and as to whether any directions issued under sub-section (3) or
sub-section (4) is reasonable or not, shall referred to the authority for decisions:
PROVIDED that pending the decision of the authority, the directions of the Regional
Load Despatch Centres or the State Load Despatch Centres, as the case may be,
shall be complied with.
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10).
Until the Central Commission is established, the Central Government and thereafter
the Central Commission in the case of Regional Load Despatch Centre and until
the State Commission is established, the State Government and thereafter the State
Commission in the case of the State Load Despatch Centre of the State, may by
notification, specify the fees and charges to be paid to the Regional Load Despatch
Centres and the State Load Despatch Centres, as the case may be, for undertaking
the load despatch functions entrusted by the Central Government or by the State
Government, as the case may be.
11).
The provision of sub-section (3) of section 4B shall apply in relation to any notification
issued by the Central Government or the Central Commission, as the case may be,
under sub-section (10), as they apply in relation to the rules made by that government
under Chapter II.”
D.
Electricity Act 2003 w.e.f 10th June 2003:
a.
National Load Despatch Centre
26.
(1)
The Central Government may establish a centre at the national level, to be
known as the National Load Despatch Centre for optimum scheduling and
despatch of electricity among the Regional Load Despatch Centres.
(2)
The constitution and functions of the National Load Despatch Centre shall
be such as may be prescribed by the Central Government:
Provided that the National Load Despatch Centre shall not engage in the
business of trading in electricity.
(3)
The National Load Despatch Centre shall be operated by a Government
company or any authority or corporation established or constituted by or under
any Central Act, as may be notified by the Central Government.
b.
Regional Load Despatch Centre
27.
(1)
The Central Government shall establish a centre for each region to be known
as the Regional Load Despatch Centre having territorial jurisdiction as
determined by the Central Government in accordance with section 25 for
the purposes of exercising the powers and discharging the power and
discharging the functions under this Part.
(2)
The Regional Load Despatch Centre shall be operated by a Government
Company or any authority or corporation established or constituted by or
under any Central Act, as may be notified by the Central Government:
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Provided that until a Government company or authority or corporation referred
to in this sub-section is notified by the Central Government, the Central
Transmission Utility shall operate the Regional Load Despatch Centre:
Provided further that no Regional Load Despatch Centre shall engage in the
business of generation of electricity or trading in electricity.
c.
Functions of Regional Load Despatch Centre
28.
(1)
The Regional Load Despatch Centre shall be the apex body to ensure
integrated operation of the power system in the concerned region.
(2)
The Regional Load Despatch Centre shall comply with such principles,
guidelines and methodologies in respect of the wheeling and optimum
scheduling and despatch of electricity as the Central Commission may specify
in the Grid Code.
(3)
The Regional Load Despatch Centre shall -
(a)
be responsible for optimum scheduling and despatch of electricity
within the region, in accordance with the contracts entered into with
the licensees or the generating companies operating in the region;
(b)
monitor grid operations;
(c)
keep accounts of the quantity of electricity transmitted through the
regional grid;
(d)
exercise supervision and control over the inter-State transmission
system; and
(e)
be responsible for carrying out real time operations for grid control
and despatch of electricity within the region through secure and
economic operation of the regional grid in accordance with the Grid
Standards and the Grid Code.
(4)
The Regional Load Despatch Centre may levy and collect such fee and
charges from the generating companies or licensees engaged in inter-State
transmission of electricity as may be specified by the Central Commission.
d.
Compliance of directions of RLDC
29.
(1)
The Regional Load Despatch Centre may give such directions and exercise
such supervision and control as may be required for ensuring stability of
grid operations and for achieving the maximum economy and efficiency in
the operation of the power system in the region under its control.
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(2)
Every licensee, generating company, generating station, substation and any
other person connected with the operation of the power system shall comply
with the direction issued by the Regional Load Despatch Centres under sub-
section (1).
(3)
All directions issued by the Regional Load Despatch Centres to any
transmission licensee of State transmission lines or any other licensee of
the State or generating company (other than those connected to inter State
transmission system) or sub-station in the State shall be issued through the
State Load Despatch Centre and the State Load Despatch Centres shall
ensure that such directions are duly complied with the licensee or generating
company or sub-station.
(4)
The Regional Power Committee in the region may, from time to time, agree
on matters concerning the stability and smooth operation of the integrated
grid and economy and efficiency in the operation of the power system in that
region.
(5)
If any dispute arises with reference to the quality of electricity or safe, secure
and integrated operation of the regional grid or in relation to any direction
given under sub-section (1), it shall be referred to the Central Commission
for decision:
Provided that pending the decision of the Central Commission, the directions
of the Regional Load Despatch Centre shall be complied with by the State
Load Despatch Centre or the licensee or the generating company, as the
case may be.
(6)
If any licensee, generating company or any other person fails to comply with
the directions issued under sub-section (2) or sub-section (3), he shall be
liable to penalty not exceeding rupees fifteen lacs.
e.
State Load Despatch Centres
31.
(1)
The State Government shall establish a Centre to be known as the State
Load Despatch Centre for the purposes of exercising the powers and
discharging the functions under this Part.
(2)
The State Load Despatch Centre shall be operated by a Government company
or any authority or corporation established or constituted Government
company or any authority or corporation established or constituted by or under
any State Act, as may be notified by the State Government. Provided that
until a Government company or any authority or corporation is notified by the
State Government, the State Transmission Utility shall operate the State Load
Despatch Centre:
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Provided further that no State Load Despatch Centre shall engage in the
business of trading in electricity.
f.
Functions of State Load Despatch Centres
32.
(1)
The State Load Despatch Centre shall be the apex body to ensure integrated
operation of the power system in a State.
(2)
The State Load Despatch Centre shall -
(a)
be responsible for optimum scheduling and despatch of electricity
within a State, in accordance with the contracts entered into with the
licensees or the generating companies operating in that State;
(b)
monitor grid operations;
(c)
keep accounts of the quantity of electricity transmitted through the State
grid;
(d)
exercise supervision and control over the intra-state transmission
system; and
(e)
be responsible for carrying out real time operations for grid control
and despatch of electricity within the State through secure and
economic operation of the State grid in accordance with the Grid
Standards and the State Grid Code.
(3)
The State Load Despatch Centre may levy and collect such fee and charges
from the generating companies and licensees engaged in intra-State
transmission of electricity as may be specified by the State Commission.
g.
Compliance of directions of SLDC
33.
(1)
The State Load Despatch Centre in a State may give such directions and
exercise such supervision and control as may be required for ensuring the
integrated grid operations and for achieving the maximum economy and
efficiency in the operation of power system in that State.
(2)
Every licensee, generating company, generating station, substation and any
other person connected with the operation of the power system shall comply
with the direction issued by the State Load Depatch Centre under subsection
(1).
(3)
The State Load Despatch Centre shall comply with the directions of the
Regional Load Despatch Centre.
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(4)
If any dispute arises with reference to the quality of electricity or safe, secure
and integrated operation of the State grid or in relation to any direction given
under sub-section (1), it shall be referred to the State Commission for
decision:
Provided that pending the decision of the State Commission, the direction
of the State Load Despatch Centre shall be complied with by the licensee or
generating company.
(5)
If any licensee, generating company or any other person fails to comply with
the directions issued under sub-section (1), he shall be liable to penalty not
exceeding rupees five lacs.”
E.
Resolution dated 2nd March 2005
Designated NLDC as apex body to ensure integrated operation of the national
power system and entrusted following functions of NLDC:
a).
Supervision over the Regional Load Dispatch Centres.
b).
Scheduling and dispatch of electricity over the inter-regional links in
accordance with grid standards specified by the authority and grid code
specified by Central Commission in coordination with Regional Load
Dispatch Centres.
c).
Coordination with Regional Load Dispatch Centres for achieving maximum
economy and efficiency in the operation of National Grid.
d).
Monitoring of operations and grid security of the National Grid.
e).
Supervision and control over the inter-regional links as may be required for
ensuring stability of the power system under its control.
f).
Coordination with Regional Power Committees for regional outage schedule
in the national perspective to ensure optimal utilization of power resources.
g).
Coordination with Regional Load Dispatch Centres for the energy accounting
of inter-regional exchange of power.
h).
Coordination for restoration of synchronous operation of national grid with
Regional Load Dispatch Centres.
i).
Coordination for trans-national exchange of power.
j).
Providing operational feedback for national grid planning to the Authority
and Central Transmission Utility.
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Annex-VIII
k).
Levy and collection of such fee and charges from the generating companies
or licensees involved in the power system, as may be specified by the Central
Commission
l).
Dissemination of information relating to operations of transmission system
in accordance with directions or regulations issued by Central Government
from time to time
F.
Amendment 8th June 2005:
1.
Short Title and Commencement:-
(1)
This order shall be called the Electricity (Removal of Difficulty) (sixth)
Order 2005.
(2)
This order shall come into force on the date of its publication in the
Official Gazette.
2.
Levy and collection of fees and charges for using transmission
system.-
(1)
The Regional Load Despatch Centre may levy and collect such fee
and charges from the licensees using the inter-state transmission
system as may be specified by the Central Commission.
(2)
The State Load Despatch Centre may levy and collect such fee and
charges from the licensees using the intra-state transmission system
as may be specified by the State Commission.
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Manpower Requirement at LDC
Top management- Expert level (5)
Middle management- Proficient level (15)
Executives-Basic level [Real-time]- (15)
Executives- Basic level [Off-line] – (33)
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Total executives in a typical LDC: 60 - 70
Total estimated number for all India with 39 control centres:
2250 - 2750
Assumptions:
LDCs would focus on their core activities and outsource the routine and non-core activities to
improve their productivity.
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119
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International Practices for ensuring competence of System Operators
Source: CIGRE 39-103 session 2000 paper titled “Certification and Competency Evaluation
of System Operators” by Hugh Jones, Rolf Knopfel, Pasi Lehtonen, Sarah Lutterodt on behalf
of Working Group 39.03
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System Operator Training and Certification – An Approach Paper
1.
Executive Summary
The System Operator has to ensure reliable, economic and efficient operation of the power
system. This requires an in-depth understanding of not only the technical aspects of system
operation but also the market mechanisms and the institutional & legal framework. The
System Operator must be able to clearly visualize the present state of the power system,
assimilate and analyze, draw conclusions, take actions, which are in conformity with the
existing Grid Code, Standards and Market Rules. Over the years, the job of the System
Operator has seen a paradigm shift from being an Operator with a pure technical
background to one who is essentially required to operate both the power system and the
power market. Information dissemination and interaction with the stakeholders/utilities is
another important part of the System Operator’s job. In-depth knowledge and skill of the
System Operator are essential pre-requisites and extremely important for the effective
functioning of the control center.
This approach paper attempts to bring out the necessity of providing adequate training to
the System Operators and putting in place a system of Certification for the Operators
manning the control centers. The present scenario along with the duties and tasks of the
System Operators are discussed, means and ways of putting a system of operator
certification along with a roadmap and time frame are proposed. The term ‘Operator’ as
used in this approach paper refers to all the technical staff working the Control Centers
(both the shift staff and support personnel outside shifts).
2.
The Present Scenario
The country’s electricity grid is divided into five regional grids namely the Northern, Southern,
Eastern, Western and the Northeastern. The Eastern, Western and the Northeastern
systems are synchronously connected and constitute what has now become known as the
Central Grid. The Northern Grid and the Central Grid have been synchronized on 26th -
August-2006 to form the NEW grid. The NEW grid has an installed generating capacity of
nearly 104,000 MW and meets a peak demand of 65,000 MW. The Southern Grid is
asynchronously connected with the North-Central Grid through high capacity HVDC links
presently and is likely to be synchronized with the rest of the country by the year 2012. The
installed capacity is nearly 40,000 MW and a peak demand of 25,000 is being met. The
total installed capacity in the country is thus over 144,000 MW and a peak demand of
91,000 MW is being met.
International connections exist with Bhutan & Nepal at 400 KV / 220 KV and are likely to
get an impetus in the coming years.
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Substantial changes in the power scenario have been brought about with the enactment
of the Indian Electricity Act 2003. The Act envisages the establishment of the Regional
Load Dispatch Centers (RLDCs) as the apex bodies for ensuring integrated operation of
the power system at the regional level in accordance with prevailing grid codes and
standards. The RLDCs are responsible for real time monitoring of grid operations,
maintaining accounts of the electricity transmitted, supervision and control of the inter-
state and inter-regional transmission system, operational planning and establishment and
maintenance of the data telemetry (SCADA/EMS) facilities. Similar responsibilities have
been entrusted to the State Load Dispatch Centers (SLDCs) who act at the state level in
conjunction with the respective RLDC.
The functions assigned to the System Operator today can be classified as follows:
a.
Pre-dispatch –
i.
Load Forecasting & Demand Estimation
ii.
Outage Planning (Generating Units & Transmission Elements)
iii.
System studies / Simulation studies
iv.
Evaluation of Available Transfer Capability (ATC) for short term bilateral
transactions
v.
Resource Scheduling
b.
Real Time –
i.
Resource re-scheduling to mitigate real time constraints
ii.
Real time load generation balance
iii.
Maintenance and control of system parameters
iv.
Ensure grid security, quality of power and reliability in line with the Indian
Electricity Grid Code (IEGC) stipulations.
v.
Co-ordination of outages (generating units / transmission elements), both
planned and emergency
vi.
Secure grid operation in emergency conditions / alert states
vii.
Optimal utilization of resources & minimization of transmission losses
viii.
Implementation of Contracts
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c.
Post-dispatch –
i.
Post facto event analysis – disturbance data collection, analysis, reporting
and follow-up
ii.
Energy Meter Data Collection, validation & processing
iii.
Energy Accounting
iv.
Pool Account operation
d. Interaction with the external environment –
i.
Event information & reporting – Feedback to utilities, management, planners,
administrators and regulators
ii.
Meetings of the Regional Power Committee (RPC) and its subcommittees
3.
Need for Operator Training and Certification
Large Interconnected Systems & New Technologies - The operation of an
interconnected power system requires an overall system overview as well as deep insight
on the part of the Operator. The Operator is required to have an understanding of the
technical aspects and he must keep himself updated on the newer technological
applications such as the Static VAR Compensation (SVC) & Flexible Alternating Current
Transmission System (FACTS). A huge amount of data is presented to the Operator in
real time through which he must be able to visualize the power system, assimilate the
information, analyze the situation and take suitable corrective actions. The approach of
the System Operator has to be totally professional as the responsibility for correct
operations lies with the Operator. He has to ensure that his decisions are clearly and
correctly communicated and implemented as desired in the given time frame. The Operator
needs to be aware of the technical limits of the system he is operating and must be capable
of risk management.
Fast Expanding Networks - With the formation of the National Grid, interconnection of
different regions synchronously and asynchronously and large international connectivity,
the size of the systems is growing and addition of new elements is taking place at a rapid
pace. This has resulted in an ever-increasing risk of outages in the systems with
repercussions spreading across regional boundaries. The impact of the outages of various
elements along with the risk posed by such outages must be clearly understood by the
Operator. He must have an excellent situational awareness and a very fast reaction time
to minimize the damage & risk to the system as a whole. Once an outage or a disturbance
has occurred, system restoration in the shortest possible time is a very important task.
The job of system restoration in the event of an outage assumes a new dimension as now,
it has to be a coordinated multi-agency effort. This poses the requirement of good inter-
personal communication skills and other managerial capabilities in the System Operator.
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Advanced Tools & Techniques - Use of visualization tools is a must for the System
Operator to assist him in the task of system operation. Effective visualization tools and
techniques are a key to empowering a System Operator and facilitating quick Operator
response. These tools improve the ability of the Operators to monitor the power system,
detect anomalous situations and take quick corrective actions. Advanced EMS applications
are available with the SCADA systems such as State Estimation, Optimal Power Flow
(OPF), Contingency Analysis (CA), offline simulation, etc. which can be used effectively to
assist Operator decisions and actions. Operator decisions, actions and response times
have a direct bearing on the grid operation as well as the commercial aspects. It is therefore
an essential pre-requisite that the Operators manning the control rooms have full knowledge
of the SCADA/EMS systems and communication facilities provided to them for their use
in the day-to-day operation.
Newer technologies like synchrophasor technology, Wide Area Measurement System
(WAMS) would be introduced and the Operator has to stay current with these developments.
Legal, Institutional & Regulatory Framework - The legal, regulatory and the institutional
framework in the country are evolving. The Operator is required to have a full and clear
understanding of the legal & institutional framework he is working in. This may include
Indian Electricity Grid Code (IEGC), Grid Standards, Metering Standards, Connectivity
Standards etc. The regulators – Central Electricity Regulatory Commission (CERC) and
State Electricity Regulatory Commissions (SERC) – issue orders and guidelines, which
must be complied with by all agencies involved. Thus, the Operator must be aware of the
prevailing laws of the land, the regulatory orders, institutional setups and procedures and
all his actions must comply with the rules and regulations. Most of the rulings by the regulator
today relate to the electricity market structure & operation where the System Operator has
a key-enabling role. Reliability standards are currently at a rudimentary stage and are
contained in the Indian Electricity Grid Code (IEGC).
Commercial Mechanisms - Availability Based Tariff (ABT) has been introduced in the
country, which requires the Operators to be all the more vigilant in the operation. He must
also be aware of all the commercial contracts in effect, which are to be implemented
during the course of the operation. Open access in transmission has been mandated and
this has facilitated utilization of the available spare transmission capacities. For allowing
open access, a procedure is in place, which must be followed. Under certain pre-defined
circumstances (or emergencies), curtailment of the Open access can also be done. One
Power Exchange (PX) is already operational since 27th June 2008 and another one is
likely to come up shortly. These exchanges are currently dealing only with Day Ahead
Market (DAM) involving physical delivery. The Operators must therefore have an
understanding of the market mechanisms involved and the commercial implications of
their actions.
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Transparency - The System Operator is also required to share information with other
players in the grid. The decision making process of the Operator is required to be
transparent and he is expected to interact with both technical as well as non-technical
persons. He must have an understanding of the information that can be shared and that
which is confidential and sensitive. Human performance requirements have changed for
the System Operator. As system and market operation evolve, the mental pressures on
the job of the System Operator increases. Market mechanisms force the system to run
closer to their operating limits for maximum efficiency. This reduces the security margins
but the system must still be operated securely and efficiently.
Hence, it has become imperative to put into place a rigorous system of training and re-
training the System Operators manning the control centers. A system of Certification of
the Operators similar to that being done for other mission critical jobs such as that of a
pilot, maritime operators, etc. is required to be put in place. A certified pilot is responsible
for the lives of 500 people at a time and an aircraft costing Rs. 150 crores. An Indian
System Operator is responsible for the security of the electricity supply industry feeding a
billion people handling Rs. 180 crores worth of energy and affecting the economy of the
entire country. The importance of certification cannot be emphasized more. There should
be a validity period for the certification, mandatory operating hours to keep the certificate
valid, and a re-validation procedure after re-training. This paper discusses the possibilities
for Operator training and certification.
4.
The Operator Certification Program
It is proposed that only certified System Operators be allowed to man the control centers
– both regional and state. In order to facilitate this, the Operator must undergo a course in
power system operation and obtain certification. The approach to certification is discussed
below.
(a)
Certification Cycle -
Operators would have to undergo a classroom-training program followed by an
examination before they are awarded a degree of Certified System Operator. This
certification should have a pre-defined validity period, say three years. The Operator
would be required to maintain a record of the professional development activities
undertaken by him.
(b)
Maintaining Active Certification -
During these three years, in order to maintain the certification status as ‘active’, it
should be made mandatory for the Operator to work in the actual operation for a
specified number of man-days. Moreover, he should also have attended refresher
courses as part of Continuing Professional Development (CPD) during each year
of certification. In case an Operator fails to fulfill any of the mandatory requirements
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Annex-XI
say because of long leave or a medical condition, his certification status would
automatically pass to ‘inactive’. To re-activate his certification, he can change the
status to active by clearing an examination.
(c)
Re-Certification
The process of re-certification of the Operator must begin at least six months prior
to the expiry of his current certification. The re-certification of the Operator at the
end of the certification period would be possible through a system where due
weightage would be given to the meeting of mandatory requirements for each year
and an examination which must be cleared. The weightage given could be 20% for
mandatory CPD fulfilled during each year of certification, a total of 60% for three
years and 40% for the examination. A system of accruing points on the basis of
CPD for certification could also be designed.
(d)
Re-activating Expired Certification
The Operator whose certification has expired must undergo a fresh examination
and only then can he be re-certified.
(e)
Continuing Professional Development (CPD)
What can be classified as continuing professional development? Some of the
possibilities are –
a.
Active practice in the area of certification
b.
Acquiring additional education pertinent to the area of certification.
c.
Active participation in activities which advance or broaden the knowledge in
the area of certification such as seminars, proceedings of premier professional
bodies such as IEEE, IE (India), CIGRE, PES, etc.
d.
Additional certification in other areas related to the primary area of
certification.
e.
Successful completion of a special written examination for certification
maintenance.
A system of assigning points for the above options can be worked out.
(f)
Course Design - Proposed Training Modules
The following modules are suggested for incorporation in the training program for
certification. These modules need to be structured into a basic course (which would
be considered mandatory for all the Operators) and specialization courses.
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a.
Orientation
o
Evolution of the Indian power systems – a brief historical background
o
Load dispatch functions
o
Regional and state power systems
o
Institutional framework
o
Job profile of a load dispatcher
o
Power in balanced 3-phase system – Active, Reactive and Apparent.
o
Characteristics of power equipments – Generators, transmission lines,
transformers, shunt capacitors and reactors, series capacitors, HVDC
o
Production of electric energy – control of active power and reactive
power by generators
o
Reactive power – Sources and sinks of reactive power in transmission
system, reactive compensation.
b.
Elements of Power System
o
Generation – Thermal, Hydro, Nuclear, Gas, Non-Conventional
o
Elements of the Transmission System
o
Protection Systems
o
Substation – equipment
o
HVDC
o
SVC & FACTS
o
Distribution
c.
Principles of Power System Operation
o
Power System operation in normal conditions
o
Power System operation in emergencies
o
Generation and tie line scheduling, Unit Commitment
o
System security, monitoring & control
o
Grid Code, operating procedures, regulations
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o
System restoration and Black Start
o
Reactive power management and voltage control
o
Frequency Control - primary, secondary and tertiary
o
System Stability – transient and dynamic
o
Reliability assessment
o
Angular Stability
o
Load management, demand side management
o
Element Outage planning / scheduling
o
Disturbance analysis
o
Generation reserve management
o
Congestion Management
o
Power system analysis
—
Mathematical modeling of power system network and
components
—
Load flow studies
—
Short circuit calculations
—
Transient stability studies
—
Transient stability studies using EMTP / PSS/E platforms
—
Application of above to assessment of ATC, implementation of
transmission pricing methodologies, allocation of transmission
losses, incremental losses.
d.
SCADA / EMS & IT Systems
o
RTU
o
Telemetry Systems
o
SCADA Systems
o
Historical data recording, archival and retrieval systems
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o
EMS – Load forecasting, real time contingency analysis, off line
simulation studies, security enhancement
o
DTS
o
IT Facilities – IT Security
e.
Telecommunication Systems
o
Voice and data communication
f.
Protection Systems
o
Protection of power system elements
o
Types of relays
o
Role of communication systems in protection schemes
o
System Protection Schemes (SPS)
g.
Commercial Systems
o
Generation Tariff
o
Transmission Tariff
o
Availability Based Tariff & UI Mechanism
o
Open Access
o
Regional Energy Accounting
h.
Power Markets
o
Bilateral market
o
Power Exchange
o
Interplay between different types of markets
i.
Legislative and Regulatory Framework
o
Legislative framework - Indian Electricity Act
o
Regulations / Rules – IEGC, Connectivity standards, etc.
o
Regulatory Framework – CERC, SERC, Appellate Tribunal
j.
Managerial & Communication Skills
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(g)
Specialization
Operator certification can be for general operation or in a specialized area. The
possible areas of specialization are –
a.
Power System Operation and Control
b.
System Restoration – Black Start Procedures & Facilities
c.
SCADA Systems
d.
EMS
e.
Generation – hydro, thermal, nuclear & non-conventional
f.
Transmission Systems
g.
Protection Systems
h.
Reactive Power Management and Voltage Control
i.
Resource Scheduling & Economic Dispatch
j.
Telecommunication facilities
k.
Power Markets – PX, Bilateral, Open Access, etc.
l.
Legal Framework – Electricity Act 2003, IEGC, etc.
m.
Regulatory Affairs
n.
Simulation & System Studies
o.
Power System Stability (transient & dynamic)
p.
Power System Reliability (generation, transmission and interconnected
systems)
q.
Load Management / Demand Side Management
r.
Frequency Control and Generation Reserve Management
s.
Stress Management
t.
Power System Operation in Emergencies
u.
Transmission Pricing
Certification in power system operation and control can be considered as a primary
certification and others as add-on specializations. Benchmarking of the courses that can be
taken up by the Operators and the pre-requisites also need to be laid out.
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(h)
Cost of Certification
Who bears the cost of Operator certification? Primarily, it is in the interest of the
parent organization to have trained, efficient, certified and professional Operators
manning its control centers. Hence, the cost of certification must be borne by the
parent organization, which must have an explicit budgeting for this. However, there
could be cases where an individual is keenly interested in the area of power system
operation and yet cannot be trained by the organization. It is therefore proposed
that a two tier cost structure be evolved. First would be the cost of undertaking the
designated courses and second would be the fees/charges of the agency conducting
the examination for the grant of the Certification. Such a structure would provide the
option to an individual to undertake self-study and appear directly for the Certification
examination. Others, if necessary, could undertake a course of study sponsored by
the organization (or independently financed) before the examination. Such a two-
tier cost structure is all the more essential in order to facilitate change of certification
status from ‘inactive’ to ‘active’, re-activation of expired certification. Moreover,
such a system would also facilitate re-imbursement of the fees incurred for the
examination, if independently taken by an Operator.
5.
Training Infrastructure
In order to carry out the certification programs, it is necessary to have extensive training
infrastructure available for the Operators. The Operator certification program proposed
has both theory and practical elements. In order to design the course effectively, practical
hands on should follow detailed theory (classroom) sessions. Under the ULDC schemes,
all the regions in the country have been equipped with a Dispatcher Training Simulator
(DTS) for the use of the Operators. Premier institutes such as the IITs (Delhi, Mumbai,
Chennai, Kanpur, Kharagpur & Guwahati) and IISc, Bangalore can provide the necessary
theoretical inputs required for course design. Hands on practical sessions can be held on
the DTS installed at each RLDC.
Training capacity constraints, shortage of trained instructors at the RLDCs which are
already facing shortage of trained operational manpower, are some of the key issues that
need to be addressed before the DTS can be effectively used for imparting training to the
System Operators and awarding certifications.
However, these issues can be addressed by designating some of the other agencies that
are equipped to handle such training & certification programs. Some of the training facilities
available in the country are listed below –
a.
Power plant training simulator for 500 MW fossil fuel fired plant available at National
Power Training Institute (NPTI), Faridabad as well as a simulator for combined
cycle gas power station at NPTI Faridabad.
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b.
Power plant training simulator for 210 MW fossil fuel fired plant available at Regional
Power Training Institute (RPTI), Badarpur (New Delhi), Nagpur etc.
c.
Hydro power plant training simulator at NPTI Nangal.
d.
Dispatcher Training Simulator at Power Systems Training Institute (PSTI), Bangalore.
e.
Real Time Digital Simulator (RTDS) at Central Power Research Institute (CPRI),
Bangalore.
6.
Manpower to be trained
Across the country, there are 39 control centers (1 NLDC, 5 RLDCs and 33 SLDCs).
Assuming 60-70 professionals in a typical Load Despatch Centre, nearly 2500 individuals
would be required to trained and certified with specialization in their respective areas. A
provision for training and certification of new recruits and attrition as a result of reduction
in strength due to retirement, promotions, resignation or death would also have to be
made. In effect, a whole new cadre of System Operators would have to be developed for
manning the control centers. It is also important to attract and retain the right kind of talent
with appropriate incentives linked to the certification system.
7.
The Certifying Agency
The Certifying Agency for the Operator Certification program has to be an independent
organization, which would award the Certification acceptable to all. A central agency may
be nominated as the Certifying Agency. It is also proposed that the examination to be
conducted by the Certifying Agency should be a continuous process. The Operators should
be able to appear for the examination online over the Internet any time during the year. A
separate central institute for training the System Operators may also be created. The
Institute for training and the agency for certifying the System Operators should be different
to ensure standards and objectivity.
8.
Practices Abroad – NERC
The North American Electric Reliability Corporation (NERC) has a System Operator
Certification Program which provides the framework for the examinations used to obtain
initial certification in one of four NERC credentials: Transmission Operator, Balancing
and Interchange Operator, Balancing, Interchange and Transmission Operator, and
Reliability Operator. A System Operator credential is a personal credential issued to a
person for successfully passing a NERC System Operator certification exam. The credential
is maintained by accumulating a specified number of continuing education hours within a
specified period of time. The program will allow System Operators to maintain their
credential through continuing education rather than to re-certify by retaking an examination.
The NERC program establishes standards for Operator training programs – both those
developed and conducted in-house by the transmission providers and those offered by
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commercial providers. It addresses the amount of training required, the quality of materials
and facilities to be used for each program and the qualifications of the instructors teaching
these courses. A written examination is conducted testing the Operators on their knowledge
of NERC operating policies along with the principles of operation of interconnected power
systems before the award of the Certification. Manning the control centers with such
Certified Operators is a mandatory requirement.
9.
The Roadmap
The National Electricity Policy refers to the need for a concerted action towards making
adequate trained manpower available to the electricity industry (Section 5.11). A roadmap
needs to be drawn up for the implementation of the Operator Certification Program. The
migration from the existing scenario to a regime where only Certified Operators would be
allowed to man the Control Centers has to be taken up in a phased manner. To begin with,
one Operator in each shift at the RLDC and the SLDC level should be nominated for the
Certification Program. Gradually the other operators can be brought under the ambit of
Certification. A deadline must be also be decided for the beginning of implementation of
this program and time frame of say 2 to 3 years be specified at the end of which, all
Operators manning the Control Room in each Control Center are Certified professionals.
The Certification program should be such that it includes training and certification of the
support staff that do not come in the actual shift operation. These include the Technical
Support group, the SCADA/EMS/IT group, the Telecommunication group, etc. These
groups should be staffed with persons who are certified professionals with a specialization
in the respective areas of operation.
10.
Conclusion
Manning the control centers with certified professionals has thus become imperative in
today’s scenario. It is essential to develop a process of providing adequate training and
subsequent certification to the Operators. The infrastructure to provide this training must
be put in place and a process of conducting regular certification examinations must be
evolved. Stress must also be given on the continuous professional development of the
Operators so that they keep abreast with the latest technological developments and equip
them with the newer skills.
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Annex-XII
Brief History of funding of LDCs in India
Regional Load Despatch Centres (RLDCs) were operated by Central Electricity Authority (CEA)
through the Regional Electricity Boards (REBs) since 1964. The RLDC expenses were met out
of budgetary allocations made by the Central Government. To facilitate new investments in a
modern control centre in 1989 the National Power Transmission Corporation (NPTC) was set up
with establishment of modern Load Despatch Centres as one of its functions. NPTC was
subsequently renamed as POWERGRID. The work of engineering modern load dispatch centres
at the state and regional level and the first set of orders for the Northern and Southern Region
was placed in January 1998. Simultaneously from 1994-96, the RLDCs were transferred from
CEA to POWERGRID.
The Electricity Supply Act 1948 did not have any specific provision for payment against RLDC
services. In 1996-97, Rs. 14.94 crores was spent on RLDC operations. CEA in July 1998 finalized
a base figure of Rs. 12 crores for the year 1996-97 with 10% escalation every year as the expenses
that could be reimbursed to RLDCs every year by the state utilities.
In mid 1998, the Electricity Supply Act 1948 was amended and RLDCs designated as apex
bodies as far as real time operation of the power system was concerned. The Act had specific
provisions for RLDC fees and charges. Petition no. 109/2000 filed before the CERC seeking
actual expenses incurred as per audited figures for the year 1998-99 and 1999-2000 with 10%
escalation on these audited figures for the subsequent period, was heard in Jan 2001 and the
CERC requested CEA to conduct a fresh detailed study for assessing the RLDC expenses for
the year 2000-01 and onward. CEA submitted its report in Sep 2001 and subsequently based on
the CEA report and comments from the stakeholders, CERC issued an order dated 22nd March
2002. CERC’s order dated 03rd January 2001 (petition no. 109/2000) directed that the approved
expenses1 of the RLDC were to be reimbursed by the respective regional constituent SEB or
STU in the ratio of their entitlements in central sector generating stations for the sake of simplicity.
Later on a single member bench under Sh G. S. Rajamani, Member CERC was constituted to
submit recommendations on the matter. The single member Bench submitted its report on 7th
February 2003. CERC order dated 08th May 2003 finally approved the charges to be recovered
by POWERGRID from state utilities. No retrospective revision was allowed for the year 1998-99
and 1999-2000 and the CERC approved Rs. 21.52 crores, Rs. 24.52 crores, Rs. 26.16 crores
and Rs. 27.9 crores respectively for the years starting from 2000-2001.
There was lot of discussions from 1996 to 2003 to convince the stakeholders on the charges
incurred in providing the services. The situation was difficult at the state level there was either no
unbundling or even after unbundling there was still a single buyer model viz. STU and clear
1 RLDC charges for 1998-1999, 1999-2000, 2001-2001 and onwards were approved by CERC order dated 08th May
2003 after submission of the recommendations by the one member bench to look into the matter.
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Annex-XII
segregation of SLDC charges was not available making the stakeholders difficult to appreciate
this service.
In the meantime, the modern load dispatch schemes in the Southern and Northern Regions came
under commercial operation w.e.f August 2002 and POWERGRID filed tariff petitions before the
CERC (petition nos. 83/2002 and 82/2002). In the hearing on 9th August 2002, the Commission
in its order dated 13th August 2002 vide para 7, observed that ULDC Scheme do not fall within
the scope of Section 13 (c ) of ERC Act 1998. Subsequently while approving the tariff for NR-
ULDC scheme CERC in its order dated 02nd September 2005 directed that RLDC fees and
charges recovered from the regional constituents based on order dated 08th May 2003 should
be proportionately adjusted within the ULDC tariff.
CERC in its order dated November 2003 in petition no. 48/2003 made provisions for payment of
scheduling operating charges to all LDCs involved in facilitating Short-term Open Access in inter
state transmission.
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Annex-XIII
Status of declaration of separate fees and charges for SLDCs
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Annex-XIII
140
Annex-XIV
Website of Load Despatch Centres (LDCs) in India
(As seen on 31st July 2008)
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142
Notes
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Notes
144
Notes
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Notes
146
Member Secretary of the Committee
Director (Trans)
Ministry of Power, Government of India
Shram Shakti Bhawan, Rafi Marg
New Delhi-110 001
Tel: 011-23715250
lokesh.chandra@nic.in
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