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SUMMER INTERNSHIP REPORT

Energy Audit of Small Section of Bhubaneswar Electrical Division


At
ODISHA ELECTRICITY REGULATORY COMISSION

UNDER THE GUIDANCE OF


Dr. Priyabrata Patnaik, Regulatory Affairs, OERC.
&
Ms. Vardah Saghir, Sr. Fellow, CAMPS, NPTI.
Submitted By:
Pranagobinda Raul
MBA (Power Management)
13th Batch

(Under Ministry Of Power, Govt. Of India)


NPTI Complex, sector-33, Faridabad -121003, Haryana.
Affiliated to,

MAHARSHI DAYANAND UNIVERSITY, ROHTAK, HARYANA.

TRAINING COMPLETION CERTIFICATE

[i]

DECLARATION
I, Pranagobinda Raul, Roll no-36,3rd semester, student of MBA -Power Management(2014-16) at
National Power Training Institute, Faridabad hereby declare that the Summer Training Report
entitled Energy Audit Of Small Section Of Bhubaneswar Electrical Division is an original
work and the same has not been submitted to any other institute for award of any other degree.
A Seminar Internship Presentation & Report was presented and submitted on ________and the
suggestions made by the faculty were duly incorporated.

Signature of the Guide

Signature of Candidate

Countersigned
Director/Principal of the institute

[ii]

ACKNOWLEDGEMENT
I express my profound gratitude to my supervisor Dr Priyabrata Patnaik Director (Regulatory
Affairs), OERC without whose benign guidance the present work would have not been possible.
He has been source of constant inspiration to me in finishing this work.
I would like to express my heartiest thanks to Mr.Manoj Kumar Dash, Manager Electrical at
BHUBANESWAR ELECTRICAL DEVISION (BED). Mr. Ashok Kumar Jena, S.D.O at
BED and Mr. Chabila Behera Assistant Engineer of BED, for giving me a chance to work with
him, providing me with the necessary resources, ideas and facilitating me in this project.
I am also thankful to Ms Vardah Saghir, Sr. Fellow NPTI, my internal guide for her support
towards completion of my project. She also helped me in structuring this project report and also
various other aspects of study.
I express my heartfelt thanks to Dr. S.K.Chaudhary, Principal Director, CAMPS, whose guidance
was of valuable help to me.
I also extend my thanks to all the faculty members in CAMPS (NPTI), for their support and
guidance for the completion of my project.

Pranagobinda Raul.
13th Batch.
MBA (POWER MANAGEMENT).

[iii]

EXECUTIVE SUMMERY
The biggest and the most significant problem for distribution companies is to manage distribution
energy and revenue losses. This requires a proper tracking mechanism for base lining present status
and for making continual improvements. Energy audit and analysis to manage and monitor the
distribution losses of the system are essential elements of effective utility business practice.
The utilities has done well to bring these losses to 19 percent in 2013-2014, however there are
some utilities could not able to generate profits. Government has launched two schemes the
Deendayal Upadhyaya Gram Yoti Yojana (DDUGJY) and integrated power development scheme
(IPDS) with the aim of strengthening distribution network to reduce the technical loss.
An energy audit is a key to assessing the energy performance of a distrribution system to know the
transmission and distribution loss and for developing an energy management program to limit the
losses .Energy audit analysis service for distribution systems starts with the gathering of detailed
network document information and meter reading data. This is followed by meter data processing
and the analysis of feeder, DT and consumer meter data. The study includes the present power
scenario of India as well as Odisha. The report describes Odisha power demand statistics in the
year 2015 followed by the distribution restructure of Odisha and significant improvement of
performance of utilities after the privatization of distribution sector.
Further a set of questionnaire is designed to collect data form a small section of Bhubaneswar to
know the performance of utility. Data was collected by confabbing consumer houses and revenue
collection centers. The data is statistically analyzed as well as various hypothesis tool is being used
to test the hypothesis which helps to finding the solution to the current problems facing by utilities
finally Energy audit, reports and related management information are provided to the distribution
utility for further corrective actions.

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LIST OF TABLE
Table 1: Installed Capacity Statistics ............................................................................................. 2
Table 2: Odisha Installed Capacity Statistics ................................................................................. 4
Table 3: Power Demand Statistics Of Odisha ................................................................................ 4
Table 4: Energy meter readings .................................................................................................... 23
Table 5: Transformer Readings .................................................................................................... 24
Table 6: Conductor Chart ............................................................................................................. 24
Table 7: Meter Readings ............................................................................................................... 26
Table 8: Transformer Readings .................................................................................................... 27
Table 9: Defective Meter May 2015.............................................................................................. 29
Table 10: How Is Supply Voltage? ................................................................................................ 35
Table 11: Are You Aware About Anti-Theft Law .......................................................................... 36
Table 12: Privatization ................................................................................................................. 37
Table 13:Billing and Fault related services.................................................................................. 38

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LIST OF FIGURE
Figure 1: Present installed capacity ............................................................................................... 3
Figure 2: Odisha Installed Capacity (Mw) ..................................................................................... 4
Figure 3: Energy Requirement of Odisha ....................................................................................... 5
Figure 4: Peak Demand of Odisha .................................................................................................. 5
Figure 5: Odisha power sector reform structure 1 ......................................................................... 8
Figure 6: Odisha power sector reform structure 2 ......................................................................... 9
Figure 7: Energy Audit Cycle ........................................................................................................ 16
Figure 8: Energy audit process ..................................................................................................... 19
Figure 9: Audit Criteria ................................................................................................................ 20
Figure 10: Technical losses in the conductor ............................................................................... 28
Figure 11: Defective Meter May 2015 .......................................................................................... 29
Figure 12: Performance of BED ................................................................................................... 31
Figure 13: Performance of Bed Statistics ..................................................................................... 31
Figure 14: How Is Supply Voltage? .............................................................................................. 35
Figure 15: Are You Aware About Anti-Theft Law ......................................................................... 36
Figure 16: Privatization ................................................................................................................ 37
Figure 17: Billing Related Service ................................................................................................ 38
Figure 18: Fault Related Service .................................................................................................. 38

[vi]

LIST OF ABBREVIATIONS
AT&C loss

Aggregate Technical And Commercial Loss

T&D

Transmission And Distribution

BED

Bhubaneswar Electricity Division

IPDS

Integrated Power Development Scheme)

(DDUGJY)

Deendayal Upadhyaya Gram Yoti Yojana

MT

Metric Ton

MU

Million Unit

OSEB

Orissa State Electricity Board

STU

State Transmission Utility

SLDC

State Load Dispatch Center

OPTCL

Orissa Power Transmission Corporation Limited

CPP

Captive Power Plant

IPP

Independent Power Plant

OPGC

Orissa Power Generation Corporation

OHPC

Odisha Hydro Power Corporation

BEE

Bureau of Energy Efficiency

AMR

Automated Meter Reading

CSR

Corporate Social Responsibility

DSM

Demand Side Management

[vii]

TABLE OF CONTENTS
TRAINING COMPLETION CERTIFICATE .................................................................................................. i
DECLARATION ................................................................................................................................................ ii
ACKNOWLEDGEMENT................................................................................................................................. iii
EXECUTIVE SUMMERY................................................................................................................................ iv
LIST OF TABLE ................................................................................................................................................ v
LIST OF FIGURE ............................................................................................................................................. vi
LIST OF ABBREVIATIONS .......................................................................................................................... vii
TABLE OF CONTENTS ................................................................................................................................ viii
CHAPTER 1: INTRODUCTION ...................................................................................................................... 1
1.1: Objectives .................................................................................................................................................. 1
1.2: Overview of Present Power Scenario of India ........................................................................................... 1
1.3: Overview of Present Power Scenario of Odisha ........................................................................................ 3
1.4: Odisha Power Sector Reform Overview .................................................................................................... 5
1.4.1: First Phase Reforms (1995-98) ........................................................................................................... 6
1.4.2: Second Phase Reform (1999-2001) .................................................................................................... 6
1.4.3: Restructuring GRIDCO ...................................................................................................................... 6
1.5: Structure of Orissa Power Sector after Reform ......................................................................................... 8
1.5.1: Distribution Restructure ...................................................................................................................... 8
1.6: Challenges Facing By Utilities .................................................................................................................... 10
CHAPTER 2: LITERATURE REVIEW........................................................................................................ 11
2.1: Energy efficiency ..................................................................................................................................... 11
2.1.1: Energy Conservation Act 2001 ......................................................................................................... 11
2.2 :Bureau Of Energy Efficiency .................................................................................................................. 12
2.2.1: Schemes to Promote Energy Conservation and Energy Efficiency .................................................. 12
2.3: National Mission on Enhanced Energy Efficiency (NMEEE)................................................................. 14
CHAPTER 3: ENERGY AUDIT ..................................................................................................................... 16
3.1 :Definition Of Energy Auditing ................................................................................................................ 17
3.2 :Preliminary Audit (Walk-Through Audit) ............................................................................................... 18
3.3 :Detailed Audit (Diagnostic Audit) ........................................................................................................... 18
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3.4 :Macro Audit ............................................................................................................................................. 18


3.5 :Post Audit: ............................................................................................................................................... 18
3.6 :Energy Audit Process .............................................................................................................................. 19
3.7 :Defining The Audit Scope ....................................................................................................................... 21
3.8: Selection of Energy Audit Team: ............................................................................................................ 21
3.9 :Making An Audit Plan: ............................................................................................................................ 21
3.10: Conducting the Initial Walk-Through Visit: .......................................................................................... 21
3.11 :Analyzing Energy Bills.......................................................................................................................... 22
CHAPTER 4: LOSS CALCULATION .......................................................................................................... 23
4.1:Findings Of Case-1 .................................................................................................................................. 25
4.2:CASE 2:Prachivihar Energy Audit .......................................................................................................... 26
4.3:Results From Audit ................................................................................................................................... 27
4.4: Routine Utility Maintenance.................................................................................................................... 28
4.5:Technical Losses In Conductor................................................................................................................. 28
4.6:Defect Meter Statistics .............................................................................................................................. 29
4.7:Performance Of BED ................................................................................................................................ 31
CHAPTER 5: RESEARCH DESIGN AND HYPOTHESIS TESTING ...................................................... 32
5.1:Qualitative Research Design Strategies .................................................................................................... 32
5.2: Data Collection and Fieldwork Strategies ............................................................................................... 33
5.3: Preparation for Collection of the Data ..................................................................................................... 33
5.4: Open versus Closed Questions ................................................................................................................ 33
5.5: Number of Points on Rating Scales ......................................................................................................... 34
5.6: Statistical Analysis................................................................................................................................... 35
5.6.1: Supply Voltage ................................................................................................................................. 35
5.6.2: Awareness about Antitheft Laws ...................................................................................................... 36
5.6.3: Discom Would Privatize. .................................................................................................................. 37
5.6.4: Billing and Fault Related Services of discom ................................................................................... 38
5.7: Hypothesis Testing .................................................................................................................................. 39
5.7.1: Hypothesis Testing For Privatization................................................................................................ 39
5.7.2: Hypothesis Testing For Billing and Fault Related Service ............................................................... 40
CHAPTER 6: CONCLUSION & RECOMMENDATION ........................................................................... 41
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6.1: Conclusion ............................................................................................................................................... 41


6.2: Recommendation ..................................................................................................................................... 41
6.2.1: Routine Check of Distribution Transformer ......................................................................................... 41
6.2.3: Installation of Digital Meter ................................................................................................................. 41
6.2.4: Installation of AMR .............................................................................................................................. 42
6.2.5: Meter Reading and Billing Service:...................................................................................................... 42
6.2.5.1: Prepaid Metering............................................................................................................................ 43
6.2.5.2: Features and benefits ..................................................................................................................... 43
6.2.5.3: Outage Management System ......................................................................................................... 43
6.2.6: Grievances Redressal Forum ............................................................................................................... 44
6.2.7: Theft Prevention ................................................................................................................................... 44
6.2.8: Public Awareness.................................................................................................................................. 45
6.2.9: Get Your Message Out ......................................................................................................................... 45
6.2.10: Corporate Social Responsibility ......................................................................................................... 46
6.2.11: Load Management .............................................................................................................................. 46
6.2.12: Demand Side Management ................................................................................................................. 47
ANNEXURE ...................................................................................................................................................... 48
BIBLIOGRAPHY ............................................................................................................................................. 50

[x]

CHAPTER 1: INTRODUCTION
Energy audits assist industrial companies or facilities in understanding how they use energy and
help to identify the areas where waste occurs and where opportunities for improvement exist. An
energy audit is a key to assessing performance of utilities and energy development program. The
objectives of energy audit can vary from utilities to utilities , however energy audit is usually
conducted to understand how energy is used within the systems and to find the opportunity for
improvement and energy saving. Energy audit is a necessary tool to

assess the technical and

commercial losses occur in utilities. Over the past few years, the utilities have registered a fairly
strong operational and financial performance with a modest level of technical and commercial loss
by frequent energy audit process. The utilities has done well to bring these losses to 19 percent in
2013-2014, however there are some utilities could not able to generate profits. Government has
launched two schemes the Deendayal Upadhyaya Gram Yoti Yojana (DDUGJY)and integrated
power development scheme(IPDS) with the aim of strengthening distribution network to reduce
the technical loss .The schemes focuses on increasing metering coverage to ensure seamless
accounting and auditing of energy at all levels of distribution systems . Metering of all feeders
and DTRs, including metering at all input points to the utility.

1.1: Objectives
The objectives of an energy audit can be varied from researchers to researches. However, an energy
audit is usually conducted to understand how energy is used in the system and to find opportunities
for improvement and energy saving. Sometimes, energy audits are conducted to evaluate the
effectiveness of an energy efficiency project or program. The main objective of this energy audit
is to find the technical and commercial losses of the system, at the same time a questionnaire is
designed to know the performance of the utilities and the action should be taken in near future for
smooth operation of distribution system.

1.2: Overview of Present Power Scenario of India


Power is the most critical component of infrastructure effecting economic growth and development
of nation .the existence and development of adequate of infrastructure is required for economic
growth. The Indian power sector is most diversified in the world. The sources of power generation
ranges from conventional resources to non-conventional energy such as wind, solar, biomass,

[1]

agricultural waste and tide. The demand of electricity increase at rapid rate which is proportional
to the growth of economy. The estimated electricity consumption increased from 4, 11,887 GWh
during 2005-06 to 882,592GWh during 2013-14, showing a CAGR of 8.84 percent. The increase
in electricity consumption is 7.07percent from 2012-13 (824,301GWh) to 2013-14 (882,592
GWh).
The union budget 2015-16, which was deemed reflective of government intent to augment
infrastructure investments, proved to be mixed bag for the power sector. At present total installed
capacity of India is 272502.95 mw, Thermal contribute 69 percent of the total generation. India
stood at second place for the coal consumption. The estimated total consumption of raw coal by
industry has increased from 407.04 MTs during 2005-06 to 571.89 MTs during 2013-14 with a
CAGR of 3.85 percent. The annual growth rate from 2012-13 to 2013-14 is 0.76 percent
According to World Bank report, Delhi is the most polluted atmospheres compare to other states
in India, to reduce the consumption of coal government of India has taken several steps to promote
renewable energy .the budget has proposed fivefold increase in renewable energy capacity to 175
GW by 2022 from the current 31,692 MW(as of January 2015).The target comprises 100,000 mw
of solar,60,000 MW of wind,10,000 MW of biomass and 5,000 MW of small hydro capacity , so
that the effect of global warming and the emission of greenhouse gas will be minimized which will
help a sustainable life in the blue planet .
Table 1: Installed Capacity Statistics
Total Installed Capacity as on 31-05-2015
Energy Sources
Capacity Percentage
(MW)
(%)
189314
69.5
Thermal
41632.4
15.3
Hydro
35777
13.1
RES(MNRE)
5780
2.1
Nuclear
Total
272503
Source CEA

[2]

Figure 1: Present installed capacity

2.1%
13.1%
Thermal
Hydro
RES(MNRE)
Nuclear

15.3%
69.5%

Source: CEA

1.3: Overview of Present Power Scenario of Odisha


Orissa power sector will provide quality supply of electricity to all its people at an affordable price
and at the same time ensure that power sector business become financially viable and put on a
sustainable growth trajectory to meet the growing demands of the consumer Odisha stood at
second rank for producing coal in India. According to the statistical report Odisha has a share of
24.94 percent of overall reserve of coal 301.54 billion tones in the country, therefore percentage
of coal based plant in Odisha is more and has installed capacity of 6753.04 GW. Odishas total
hydro power generation stood at 2166.3GW, accounting for about 23.98percent of total installed
capacity 9036.36 GW.Odisha has solar potential of 25.78 GW but due to lack of funds and interest
of private companies Odisha is lagging behind to generate renewable energy as compared to other
states like Gujarat Increasing prosperity and urbanization rise in per capita consumption, and
spread of energy access are the factors likely to substantially increase the total demand for
electricity. Thus there is an emerging energy supply-demand imbalance. Already, in the electricity
sector, official peak deficits are of the order of 12.7%, according to the energy statistics report
Odisha will face a deficit of 28 MW in the year 2015 .the state government has taken several steps
to meet the demand of growing economy of Odisha as well as to provide electricity to every
household by the end of 2020.

[3]

Table 2: Odisha Installed Capacity Statistics


ODISHA INSTALLED CAPACITY
Energy Sources

Capacity (MW)

Percentage (%)

Thermal

6753.04

74.73

Hydro

2166.93

23.98

RES(MNRE)

116.39

1.29

Nuclear

Total

9036.36

100

Source CEA
Figure 2: Odisha Installed Capacity (Mw)

Thermal

37%

Hydro

50%

RES(MNRE)
Total

1% 12%

Source CEA
Table 3: Power Demand Statistics Of Odisha

Actual Power Supply Position In Terms Of Energy Requirement Odisha


Requirement
(MU)

Availability
(MU)

26,482

26,052

surplus deficit

-430

-1.6

Source CEA

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Peak
demand
(MW)
3,920

Peak
Met
(MW)
3,892

Surplus
(MW)

Deficit
(%)

-28

-0.7

Figure 3: Energy Requirement of Odisha

26,482

26,052

Requirement
(MU)

Availability
(MU)

Source:CEA (During the year 2014-15)


Figure 4: Peak Demand of Odisha

3,920

3,892

Peak demand
(MW)

Peak Met
(MW)

Source:CEA (During the year 2014-15)

1.4: Odisha Power Sector Reform Overview


The first state to restructure its integrated SEB under a state level legislation in 1995.the state
received encouragement from the government of India and was assisted by the World Bank and
supported with grants from the government of UK (DFID).

[5]

1.4.1: First Phase Reforms (1995-98)


The property, interest in property, rights and liabilities belonging to OSEB (Orissa state electricity
Board) were vested in the state government as on 1.4.96.All loans, subventions and obligation on
the board towards the state stood extinguished. The state government classified the assets ,
liabilities and proceedings acquired by the states as well as assets ,liabilities and proceedings
relating to undertakings owned by the state government to a) Generation undertaking b)
Transmission undertaking and those not classified within (a) and (b) to residual assets. The state
government was empowered to vest the undertakings in GRIDCO and OHPC which the state did
not only after up valuation of assets on the same day and restructured the balance sheet of GRIDCO
and OHPC.
1.4.2: Second Phase Reform (1999-2001)
Pursuant to the Orissa Electricity reform rules.1998,the GOVT. of Orissa

transferred the

distribution assets and properties along with personnel of GRIDCO to transferred the distribution
assets along with personnel of GRIDCO to the four (4) distribution companies with effect from
26.11.1998.these four companies namely CESCO,NESCO,WESCO and SOUTHCO continued to
function as affiliates of GRIDCO up to 31.3.99 and thereafter functioned under the distribution
and retail supply license obtained from OERC

1.4.3: Restructuring GRIDCO


Till 31.3.2005, GRIDCO continued to undertake
1. Business of procurement and bulk supply of electric energy
2. Transmission of power
3. The state load dispatch function
The electricity act, 2003 has recognized trading electricity as a distinct license activity that can
only be undertaken by a licensee to be granted by appropriate commission. However distribution
company shall not require a license to undertake trading in electricity .The act specifically he
prohibit the state transmission utility/transmission licensees to engage in trading in electricity
.GRIDCO being a STU was not permitted to engage itself in trading electricity i.e. purchase of
electricity for resale and was required to segregate its activities in a manner that entity ,which will
undertake transmission, STU and SLDC functions, will not undertake the activities of trading and
bulk supply of electricity. Keeping in view the statutory requirement of electricity requirement act
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2003 for separation of trading and transmission functions into two separate entities, the state
government on 27.03.2004, incorporated Orissa Power Transmission Corporation Limited
(OPTCL) as wholly owned undertaking of the state Government to take over the transmission,
STU and SLDC functions of GRIDCO.

OBJECTIVES OF REFORMS
Increase efficiency
Bring accountability
Attract private sector investment
Establish an independent and
transparent regulatory regime
ROLE OF OERC
Take measure conducive to an
efficient electricity industry in the
state
Safeguard the interest of consumers
Prevent monopolistic behavior by
operators
Establish independent and objective
decision making process
ADVANTAGE TO THE STATE
Increased private sector investment
Availability of adequate and reliable
power
Freeing of significant resources for
social sector investment
THE POWER SECTOR ADVANTAGE
Commercial viability
Efficient operation
Professional skill

FUNCT IONS OF OERC


Issue licenses for transmission and
distribution
Regulate the operations of the
licensees
Fix and regulate tariff
Promote competitiveness
Create environment for private sector
participation
Ensure fair deal to customers
Aid and advise government on all
aspects of electricity industry
POWERS OF OERC
Issue/revoke licenses/to
approve/modify/reject tariff change
proposal
Set technical standards and standards
for consumer protection
Arbitrate between operators
Issue enforceable orders
Review the decision wherever
necessary
THE CUSTOMER ADVANTAGE
Reliable ,efficient and safe power
supply
Lowest possible rates
Awareness and implementation of
rights

[7]

1.5: Structure of Orissa Power Sector after Reform


1.5.1: Distribution Restructure
Figure 5: Odisha power sector reform structure 1
Independent Generation Source

NTPC

OHPC

GRIDCO TRADING
COMPANY

WESCO

CUSTOMERS

NESCO

CUSTOMERS

SOUTHCO

CUSTOMERS

CESCO

CUSTOMERS

OPGC

IPPS

OPTCL GOVT.

COMPANY, SLDC

CPPS

NTPC CENTRAL SECTOR

GOI OWNED

OHPC

GOO OWNED

OPGC

GOO OWNED

IPPS

PRIVATE SECTOR

CPPS

PUBLIC/PRIVATE SECTOR

[8]

Figure 6: Odisha power sector reform structure 2


1995
O.S.EB ASSESTS TAKEN

TALCHER

OERC

OVER BY GOO

SOLD TO NTPC

1996

1996
2005-2006
SLDC

OPGC
OHPC

(AES)

GRIDCO

49%
OPTCL

BULK SUPPLY
AND
Minority

1998 corporatized

1999 privatized

interest &

TRADING

management
divested

CESCO

NESCO

WESCO

2006

CESU

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SOUTHCO

1.6: Challenges Facing By Utilities


Involvement of private players in state owned distribution utilities was initiated with privatization
of distribution in the state of Odisha in 1999. The initiative has not proven to be successful in
reducing losses and making the sector viable. Some of the reasons attributed are inadequate support
from the Govt. of Odisha during the transition period. This rendered the business plans of
privatized distribution companies (DISCOMs) unviable with inadequate tariff increases and nonpayments of subsidies by the state government to cover the unexpectedly high T&D losses. The
main reason for AT&C loss is due to the dilapidated distribution system, theft of electricity is
major challenges faced by Odisha utilities especially in rural sectors .There are some sensitive
regions in Odisha where revenue collection is major challenge.
For instance, power interruption has occurred in some area due to the failure of Lightening
arrestors, insulators, circuit breakers etc. These are due to lack of continuous monitoring and
maintenance of network. The shortage of skilled work force to take meter reading, maintenance of
network, installation of meter is a major issues for DISCOMS, although the government has
launched the scheme RJJVY to strengthen the distribution network and electromechanical meter
should be replaced by digital meter but the utilities have miles to go.
The financial restructuring package (FIR), which had been advised to turn around loss-making
discoms, failed to make a substantial positive impact.in its financial stability report issued in June
2015, the reserve bank of India, warned that the Rs 530 billion of discom loans recast by public
sector banks under the FRP 2012 carried a high risk of becoming non-performing assets .These
loans carried a three years moratorium for the principal amount Rs 430 billion
It was found, during enquiry and visits of different substations that many transformers operates
without meter ,the health of transformer could not be monitored periodically which leads to
subsequent failure of transformers. Therefore it is not possible to conduct an energy audit of every
distribution transformer however Energy audit is done only those transformer those having
working meters. During the visit of several household in urban area it was found that many
household have electromechanical meters for which the losses are more.

[10]

CHAPTER 2: LITERATURE REVIEW


Preliminary research was undertaken through combination of literature review and analysis of
legal & policy framework. The literature review was aimed at assessment of current status of AT
&C Losses energy conservation opportunity in discoms . For this purpose, I read report of BEE.
Under legal and policy review, relevant provisions in the Energy Conservation Act 2001 (EC
Act), EA 2003, National Electricity Policy (NEP), The National Mission for Enhanced Energy
Efficiency (NMEEE) were reviewed.

2.1: Energy efficiency


The primary energy demand in India has grown from about 450 million tons of oil equivalent (toe)
in 2000 to about 770 million toe in 2012. This is expected to increase to about 1250 (estimated by
International Energy Agency) to 1500 (estimated in the Integrated Energy Policy Report) million
toe in 2030. This increase is driven by a number of factors, the most important of which are
increasing incomes and economic growth which lead to greater demand for energy services such
as lighting, cooking, space cooling, mobility, industrial production, office automation, etc. This
growth is also reflective of the current very low level of energy supply in India: the average annual
energy supply in India in 2011 was only 0.6 toe per capita; whereas the global average was 1.88
toe per capita. It may also be noted that no country in the world has been able to achieve a Human
Development Index of 0.9 or more without an annual energy supply of at least 4 toe per capita.
Consequently, there is a large latent demand for energy services that needs to be fulfilled in order
for people to have reasonable incomes and a decent quality of life.
2.1.1: Energy Conservation Act 2001
The Energy Conservation Act (EC Act) was enacted in 2001 with the goal of reducing energy
intensity of Indian economy. Bureau of Energy Efficiency (BEE) was set up as the statutory body
on 1st March 2002 at the central level to facilitate the implementation of the EC Act. The Act
provides regulatory mandate for: standards & labeling of equipment and appliances; energy
conservation building codes for commercial buildings; and energy consumption norms for energy
intensive industries. In addition, the Act enjoins the Central Govt. and the Bureau to take steps to
facilitate and promote energy efficiency in all sectors of the economy. The Act also directs states

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to designate agencies for the implementation of the Act and promotion of energy efficiency in the
state. The EC Act was amended in 2010 and the main amendments of the Act are given below

The Central Government may issue the energy savings certificate to the designated consumer
whose energy consumption is less than the prescribed norms and standards in accordance with the
procedure as may be prescribed

The designated consumer whose energy consumption is more than the prescribed norms and
standards shall be entitled to purchase the energy savings certificate to comply with the prescribed
norms and standards

The Central Government may, in consultation with the Bureau, prescribe the value of per metric
ton of oil equivalent of energy consumed

Commercial buildings which are having a connected load of 100 kW or contract demand of 120
kVA and above come under the purview of ECBC under EC Act.

2.2 :Bureau Of Energy Efficiency


Ministry of Power, through Bureau of Energy Efficiency (BEE), has initiated a number of energy
efficiency initiatives in the areas of household lighting, commercial buildings, standards and
labeling of appliances, demand side management in agriculture/municipalities, SME's and large
industries including the initiation of the process for development of energy consumption norms
for industrial sub sectors, capacity building of SDA's etc. The target of energy savings against
these schemes during the XI plan period was kept 10,000 MW of avoided generation capacity.
These initiatives have resulted in an avoided capacity generation of 10836 MW during the XI plan
period.
2.2.1: Schemes to Promote Energy Conservation and Energy Efficiency

Standard levelling
Energy consevation building codes
Demand side management schemes
Agriculture demand

In order to tap the energy saving potential, Agriculture Demand Side Management (AgDSM)
program was initiated in XI plan by Bureau of Energy Efficiency with an objective to induce
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energy efficiency in agriculture sector by creating market based framework for implementation
of few pilot projects and create awareness among end users & other stakeholders for adoption of
energy efficient pump sets (EEPS). Major milestone achievements of the scheme during XI plan
were:
11 Detailed Project Reports (DPRs) have been prepared in 8 states for 11DISCOMs covering
20,750 pump sets connected on 87 feeders. Average 40% (96 MU) energy saving potential
assessed.
One pilot project in Solapur, Maharashtra is being implemented and reflects savings of 6.1 MU
by efficiency up gradation of 2209pumpsets.Monitoring & Verification methodology have been
prepared and is under implementation for realizing energy savings in Solapur pilot project.
Punjab & Haryana mandated the use of BEE star rated pump sets for every new agricultural
connection in the state. 67843 and 1599 pumps have been reported installed under the regulation
in the state of Haryana and Punjab respectively.

During the XII plan, realizing the vast energy saving potential in the sector, BEE intends to
continue the programme with an objective to build up the process of acceleration of sustainable
energy efficiency in the plan through following interventions.
Regulatory mechanism to mandate the use of BEE star labeled pump sets for new connections
Facilitate implementation of DPRs and setting up monitoring & verification protocol
Technical assistance and capacity development of all stakeholders
Municipal DSM
Capacity Building of DISCOMS
Energy Efficiency in Small and Medium Enterprises (SMEs) sector
Strengthening Institutional Capacity of States
Contribution to State Energy Conservation Fund (SECF) Scheme
The State Energy Conservation Fund (SECF) is an instrument to overcome the major barriers for
implementation of energy efficiency projects. The contribution under State Energy Conservation
Fund (SECF) was made to those State Govt. / UT Administration who have created their SECF
and finalized the rules and regulations to operationalize the same. The scheme was for contribution

[13]

to all the State/UTs with a maximum ceiling of Rs. 4.00 crores for any State/UT provided in two
instalments of Rs. 2.00 crores each. The second instalment of contribution to SECF was released
only after the states have provided a matching contribution to the BEE's first instalment. The terms
and conditions for release of financial assistance under Contribution to SECF remains the same
during the 12th plan, only with exemption for North Eastern States. The matching contribution by
State Government for North Eastern States is relaxed to Rs 25 lakhs instead of Rs 2.0 crores. Till
date, an amount of Rs 82 crores has been disbursed to 26 states. Out of these, 15 states have
provided matching contribution.

2.3: National Mission on Enhanced Energy Efficiency (NMEEE)


The National Action Plan on Climate Change was released by Honorable Prime Minister of India
in June 2008
Para 4.2 of the National Action Plan on Climate Change mandates
A market based mechanism to enhance cost effectiveness of improvements in energy efficiency in
energy-intensive large industries and facilities, through certification of energy savings that could
be traded. (Perform Achieve and Trade)
Accelerating the shift to energy efficient appliances in designated sectors through innovative
measures to make the products more affordable. (Market Transformation for Energy Efficiency)
Creation of mechanisms that would help finance demand side management programmes in all
sectors by capturing future energy savings. (Energy Efficiency Financing Platform)
Developing fiscal instruments to promote energy efficiency (Framework for Energy Efficient
Economic Development)

Market-based approaches to unlock energy efficiency opportunities, estimated to be about


Rs. 74,000 crores

By 2014-15: Annual fuel savings in excess of 23 million toe

Cumulative avoided electricity capacity addition of 19,000 MW

CO2 emission mitigation of 98 million tons per year

Specific Energy Consumption (SEC) reduction targets for the 685 energy intensive units
which are designated consumers under the Energy Conservation Act
[14]

Targets would be percentage reduction of current SEC

Percentage reduction requirement based on: - Current SEC as a ratio of the best in the
sector - Mix of fuels used

Target setting for the power generation and fertilizer sectors through the existing tariffsetting processes

SEC measurement and verification by BEE through accredited auditors

Market Transformation for Energy Efficiency (MTEE)

Leveraging international funds for promoting energy efficiency

Project preparation to utilize bi-lateral/multilateral funds for energy efficiency


,Implementing a National Energy-Efficiency CDM Roadmap

Public sector leadership and involvement for aggregation of projects. Programs of Activity
for Household lighting, Municipal DSM (Mu DSM), Agriculture DSM (Ag DSM), SME
sector, Commercial Buildings sector and Distribution Transformers.

Preparation of new CDM Methodologies

Energy Efficiency Financing Platform (EEFP)

Ensuring availability of finance at reasonable rates for energy efficiency project


implementation- Expansion of EEFP to include other FIs and public and private sector
banks.

Create demand for energy efficiency products, goods and services- awareness, public
policy, facilitation/ stimulation by preparation of bankable projects and markets.

Promotion of ESCOs accreditation by CRISIL/ ICRA

Credible monitoring and verification protocols to capture energy savings. Capacity


building of banks and FIs.

[15]

CHAPTER 3: ENERGY AUDIT


An energy audit is a key to assessing the energy performance of a distrribution system to know the
transmission and distribution loss and for developing an energy management program to limit the
losses . The typical steps of an energy audit are
Figure 7: Energy Audit Cycle
REPORTING
OF THE
RESULT
RECOMENDA
TION

PREPAIRATIO
N AND
PLANING

DATA
DOCUMENTA
TTION AND
ANALYSIS

DATA COLLECTION AND


REVIEW

OBSERVATIO
N AND
REVIEW OF
OPERATING
PRACTICES

NETWORK
SURVEY

[16]

3.1 :Definition Of Energy Auditing


A systematic, documented verification process of objectively obtaining and evaluating energy
audit evidence, in conformance with energy audit criteria and followed by communication of
results to the client.
In short, the audit is designed to determine where, when, why and how energy is being used. This
information can then be used to identify opportunities to improve efficiency, decrease energy costs
and reduce greenhouse gas emissions that contribute to climate change. Energy audits can also
verify the effectiveness of energy management opportunities (EMOs) after they have been
implemented.
Although energy audits are often carried out by external consultants, there is a great deal that can
be done using internal resources.
In the Indian Energy Conservation Act of 2001 (BEE 2008), an energy audit is defined as:
"The verification, monitoring and analysis of the use of energy and submission of technical report
containing recommendations for improving energy efficiency with cost-benefit analysis and an
action plan to reduce energy consumption.

TYPES OF ENERGY ADUIT

Preliminary audit

Detailed audit

[17]

3.2 :Preliminary Audit (Walk-Through Audit)


In a preliminary energy audit, readily-available data are mostly used for a simple analysis of energy
use and performance of the plant. This type of audit does not require a lot of measurement and
data collection. These audits take a relatively short time and the results are more general, providing
common opportunities for energy efficiency. The economic analysis is typically limited to
calculation of the simple payback period, or the time required paying back the initial capital
investment through realized energy savings.

3.3 :Detailed Audit (Diagnostic Audit)


For detailed (or diagnostic) energy audits, more detailed data and information are required.
Measurements and a data inventory are usually conducted like the energy losses in line s ,the type
of conductor used,loading of lines ,types of equiepment used by the consumer , meter reading etc
are assessed in detail. Hence, the time required for this type of audit is longer than that of
preliminary audits. The results of these audits are more comprehensive and useful since they give
a more accurate picture of the energy performance of the network and more specific
recommendation for improvements.

3.4 :Macro Audit


The macro-audit starts at a relatively high level in the structure of energy-consuming systems
perhaps the entire site or facility and addresses a particular level of information, or macrodetail, that allows EMOs to be identified.
A macro-audit involves a broad physical scope and less detail. n The micro-audit, which has a
narrower scope, often begins where the macro-audit ends and works through analysis to measure
levels of greater detail. A micro-audit might be a production unit, energy-consuming system or
individual piece of equipment.

3.5 :Post Audit:


Post audit is the preparation of report followed by the implemantaon of strtegy . monitoring the
energy savings and efficiency due to the implementaion of new strategty.

[18]

3.6 :Energy Audit Process


Figure 8: Energy audit process

AUDIT CRITERIA

AUDIT SCOPE
(TO KNOW THE LOSSES OF THE NETWORK)

SELECTION OF AUDIT TEAM

AUDIT PLAN

CHECKLIST PREPARATION
(DTR AND MTR VOLTAGE, POWER,

INITIAL WALK THROUGH

TAKING METER READING OF DTR AND METOR

PRELIMNARY ANALYSIS

AUDIT CRITERIA :

[19]

Before starting energy audit criteria . the criteria against audit will be conducted would be
defined the following criteria shold be defined

Figure 9: Audit Criteria

Audit objective : to find out the technical and commercial losses of rasulgarh area ,comes under
bhubaneswar electricity divisin , cesu.
Audit type: external third party audit
Site: Z small region of resulgarh
Timeline : 60 days

[20]

3.7 :Defining The Audit Scope


The audit scope considered as the avalability of staff to conduction the energy audit ,audit
boundries and expected result from the audit and the budget for the energy audit as the audit is
done by third party and the it is done by a single person with an approximate budget of 1000
rupees which includes stationary and travelling expenses .the audit is done a single feeder i.e
mancheswar feeder and the load coonected to the that feeder . the time line to finish the project is
60 days.

3.8: Selection of Energy Audit Team:


The selection of energy audit team is a crtical decission taken by the researchers ,a team of 4
members were selected and the functions of each team members were different . one team
mermber had to masure the conductor distance from the distribution transformer to the tail end of
consumer ,meter reading task was given to another team member who recorded the various reading
of meters and another team member was engaed to take the feedback of customer regarding the
service provided by the utilities and to fill the questionnare form .

3.9 :Making An Audit Plan:


An audit plan outlines the audit strategy and procedure. The plan helps the auditors to check the
consistency and completeness of the audit process and make sure nothing important is neglected
or overlooked
Scope of the audit
Time of the audit and its duration as well as the timeline for each step of the audit process
Elements of the audit that have a high priority
Responsibilities and tasks of each audit team member
Format of the audit report and its outline

3.10: Conducting the Initial Walk-Through Visit:


The purpose of the initial walk-through visit is for the energy audit team to become familiar with
the facility to be audited. The audit team can observe the existing measurement instrumentation
on the equipment and the data recorded, so that they can determine what extra measurement and
data collection are required during the audit

[21]

3.11 :Analyzing Energy Bills


Energy bills, especially those for electricity and natural gas, are very useful for understanding and
analyzing a plants energy costs. It is important to understand the different components of these
bills, so that a correct and helpful analysis can be conducted.
Electricity bills Several costs are usually included in the electricity bill. Most electric rates include
a fixed service (or customer) charge that is constant regardless of the amount of electricity used,
and a per kilowatt-hour (kWh) rate for the amount of electricity consumed. Most electricity bills
(except for very small facilities) also include a demand charge per kilowatt (KW). The demand
charge is based on the highest (or peak) electricity use each month, averaged over a short time
period (usually 15 minutes). On some bills, demand cost and kWh cost are combined and shown
as a single cost.
There is also a time-of-use charge in most industrial consumer electric bills. Based on the time in
which the electricity is used, prices per kWh and per KW will vary. The other item in industrial
electric bills is the charge for reactive power which is based on the types of electrical loads in a
plant. For example, facilities with many electric motors may pay a penalty due to the increased
electric transmission capacity needed for large inductive loads. Understanding rates is also
important for planning energy-efficiency retrofits. To predict energy cost savings with the highest
accuracy, savings must be calculated based on the time they occur and the rates in effect during
each time period .
Based on the data and information derived from the electricity bills, several calculations can be
made. In some countries (e.g. some states in the U.S.) the load at peak hours will determine in
what tariff segment you will fall for all power used. Hence, reducing peak use may result in lower
cost for energy (kWh) use. Furthermore, in some countries the power in some seasons is more
expensive. For instance, in some European countries, the power in the winter is more expensive
for companies since the use of electric heaters at residential sectors would increases the demand
dramatically in the winter. Two other possible analyses are given below. Calculating electricity
use per day (kWh/day) Electricity use in the period covered by the electricity bill can be divided
by the number of the days given in the bill. Since reading periods in the bills can vary, kWh/day

[22]

is more useful for identifying consumption trends than the total billed kWh. This can be used later
to accurately calculate the monthly electricity use and can also be used for graphical analysis.

CHAPTER 4: LOSS CALCULATION


Case 1:
Table 4: Energy meter readings
SEC
RASULGARH

1007490

M.T. R
READING
ON
DT
01.07.15
231

MON3105941

204

409

NA

205

CSC0026177

11538

11643

NA

105

ELY6823803

NA

GEN2556871

8966

9340.8

NA

374.8

GEN2522979

8837.6

8942.5

NA

104.9

MON3105407

1461

1487

235.5/R

26

1007489

3966

4169

NA

203

1007491

3.5

12133

13049

NA

916

10

ORBK004099

3.5

10571.3

10641.4

NA

70.1

11

GEN2529866

3.5

9802

9917

NA

115

12

ORB0008059

3.5

2942

3016.1

NA

74.1

13

GEN2656866

3.5

2169

2529.9

NA

360.9

14

ELY6864709

3.5

16455.8

NA

16455.8

15

ELY5388081

3.5

12052.3

NA

-29.7

sl
no

M.T.R NO

Tranf no.125 ARATI RESIDENCY

LOAD(kw)

MTR ST

12082

[23]

M.T.R
READING
ON
DT
07.13.15
234

VOLTAGE/PHASE

235/R

DIFFERENCE

48.5

total
consumption
DIFFERENCE

84902.9

18983.9

103886.8

18983.9

*Red color indicates the defect meter.


Table 5: Transformer Readings
SEC
RASULGAR
H

TRNF NO 125 ,ARATI


RESIDENCE 11/.4

MTR NO

CSC22404

DT MTR READING ON 01.07. 15

ACTIVE
POWER(KW
H)

REACTIV LOAD(k
E POWER w)

267806

Difference of unit in transformer

287761

2.7

VOLTAGE

235.
4

234. N
8 A

DT MTR
READING ON
13.07.15

287189

= (287189-267806)
= 19383

Energy Difference Of Arati Residence

= 18983.9

Energy Lost = (19383-18983.9)


= 400 unit

Table 6: Conductor Chart


CODE

NOMINAL
ALUMINUM
mm2

ANT

50

STANDING
AND WIRE
DIAMETER
mm

7/3.10

APPROX
OVER ALL
DIAMETER
mm

APPROX
MASS
KG/KM

CALCULATED
RESISTANCE
AT 20 C
MAX/KM

APPROX
CALCULATED
BREAKING
LOAD KN

APPROX
CALCULATED
BREAKING
LOAD KN

9.3

145

0.556

8.25

8025

The loss in the conductor is neglected as distance from transformer to the usesrs are negligible

[24]

4.1:Findings Of Case-1
During the process of energy audit arati residence it was found that all the meter installed in the
building is digital meter . some of the meters were not working.the distance from the transformer
to the load is negligible so the losses due to conductor is ignored .it was took approximate 15
minutes to take the meter reading .
Losses found = 400 units
All the losses is due to defective meters and the losses in distribution transformer .
Percentage loss = (400/19383)
= 2.063%

Volatge regulation = ( input voltage output voltage/input voltage ) *100


= (235.4-235)/235.4 *100
= 0.17%
As the voltage is in the permissible limit i.e(2%) so the profile of voltage is good .

[25]

4.2:CASE 2:Prachivihar Energy Audit


Table 7: Meter Readings
sl
n
o

M.T.R
NO

LOA
D

MTR
ST

M.T. R
READING
ON
DT 01.07.15

VOLTAGE/PH
ASE

MECHANIC
AL/
DIGITAL
METER

M.T. R
READIN
G ON
DT
13.07.15

32086
37

19392.56

228.8

19405.56

32086
53

75770.7

228.8

75937.16

38066
36

50721.7

228.8

50816.4

8661

39688.6

228.8

39834.7

32086
70

19379.4

228.8

19734.9

37266
09

5743

228.8

5777.3

TOTA
L

210695.96

228.8

DIFFERENC
E

810.06

PERCENTA
GE

0.384468691

[26]

211506.0
2

Table 8: Transformer Readings


PRACHI
VIHAR

SUBSTATION NO.54 11/0.4

MTR NO

DT MTR READING ON 01.06. 15

METER IS
NOT
WORKING
PROPERLY
VOLTAGE

CSC20833 ACTIVE
REACTIVE LOAD(kw) R
POWER(KWH) POWER
152601

162732

5 233 233 233

4.3:Results From Audit


As the distribution transformer meter was failed on 10th july 2015 the audit of that region could
not completed however it is found that most of the meter was mechanical in prachivihar,some
consumers permises were locked which prevents to taking meter reading .some consumers
complained about their meter failure rate .
Voltage regulation = (233-228.8)/233 *100
= 1.8%
The consumer of these area are facing voltage sag in the peak hour.
Distribution transformers may be removed from service for many reasons, including failure, overor under loading, or line upgrades such as voltage changes or rerouting. When distribution
transformers are removed from service, a decision must be made whether to dispose of the
transformer and purchase a lower-loss replacement or to refurbish the transformer and return it to
stock for future use.
The maximum efficiencies of distribution transformers have also improved over the same period.
The average maximum efficiency for a 25-kVA distribution transformer. Approximately 26.6
percent of the average T&D losses are associated with distribution transformers.

[27]

4.4: Routine Utility Maintenance


Information was collected from utilities to determine general
maintenance practices for distribution transformers. Most utilities
have a distribution transformer maintenance program that involves
inspection and testing, minor and/or major refurbishment, and
retirements. Distribution transformers are removed from service for
a variety of reasons: because transformers have become overloaded,
because they have failed as a result of lightning or traffic accident
damage, because of lane relocation due to street or highway
construction, because of voltage upgrade, and so on
The technical losses is due to dilapilated distribution structure,in peak hour the same conductor is
overloaded beyond their capacity limit which causes losse and voltage drop due to which the
consumer at the tail end suffering from voltage sag and the voltage goes down to 210 volt . looking
into the the distribution network it seems that the maintaince of network is hardly done.

4.5:Technical Losses In Conductor


Figure 10: Technical losses in the conductor

DILAPIDATED
NETWORK

NO
TECHNOLOGICAL
INTERVENTATIO

TECHNICAL
LOSSES

INADEQUATE
CONDUCTOR SIZE

[28]

LOW
VOLTAGE

4.6:Defect Meter Statistics


Meter can go fast and can go slow as well. If it is found that the meter is slow, then the excess
amount will have to be paid by the consumer. It is important to note that if you have a very old
mechanical meter, it is likely that it can be running slow. Many people complain of higher
electricity bills when their meters are changed to electronic meters. But the fact of the matter is,
old mechanical meters tend to get slow and whenever they are replaced with new functioning
electronic meters, people tend to get electricity bills higher than what they used to pay. This
happens because the new meters show the correct readings
Table 9: Defective Meter May 2015
STATUS

DOM

GPS

PI

3 -PHASE
METER

1-PHASE
METER

88

13

SI
0

MI
1

LI

OTHERS

Figure 11: Defective Meter May 2015


3 -PHASE METER

1-PHASE METER

101
88

13
0
DOM

0
GPS

101

*Red color shows the defect meters.

TOTAL

0
PI

1
SI

MI

[29]

0
LI

OTHERS

TOTAL

There are various compnies that provide


meter to discoms these are include
1. Vision tech
2. Genus
3. Secure
4. LNT
5. Hmachal energy
6. Montel
From the statistics it is found that the
meters are used in distribution are not
working properly
Some consumer complaitned that their
meters are running too fast as compaired to mechanical meters some time the meter displays went
off ,for that the meter reading personel faced difficulties to take meter reading . The defect meter
will took at least 30 days for replacement which is quite longer then usual time

During the conversation of office staff of the BED section the meter readers are not well trained
to take meter reading . proper traing is not provided to meter reader personel therefore sometime
they came up with false meter reading for that consumers have to suffer .There are sortage of
manpower for the maintance and immediate avalability during the fault such as transformer
faliure and line breakdown which takes longer time then it should be.

[30]

4.7:Performance Of BED
Figure 12: Performance of BED

Month

LT
Input
(MU)

LT
Billing
(MU)

Dist.
Loss
%

Jan-15
Feb-15
Mar-15
Apr-15
May-15
TOTAL

22.27
22.81
30.32
35.88
47.43
158.71

18.25
18.08
20.07
26.90
28.44
111.74

18%
21%
34%
25%
40%
28%

LT
Billing
(Rs
Lakhs)
898.43
871.52
915.57
1284.93
1432.91
5403.36

LT
Collection
(Rs
Lakhs)
846.53
858.94
1252.80
993.66
1253.01
5204.94

Collection
%

commercial
loss(rs in
lakh)

AT &
C Loss
%

94%
99%
137%
77%
87%
99%

51.90
12.58
-337.23
291.27
179.90
198.42

23%
22%
9%
42%
48%
29%

Figure 13: Performance of Bed Statistics


1600.00
1400.00
1200.00

LT Input (MU)

1000.00

LT Billing (MU)

800.00

Dist. Loss %

600.00

LT Billing (Rs Lakhs)

400.00

LT Collection (Rs Lakhs)


Collection %

200.00

commercial loss(rs in lakh)

0.00

AT & C Loss %
Jan-15

Feb-15

Mar-15

Apr-15

May-15

-200.00
-400.00
-600.00

TOTAL AMOUNT OF ARREAR TILL NOW IS 4808937.91 lakh

[31]

CHAPTER 5: RESEARCH DESIGN AND HYPOTHESIS


TESTING
Research objectives:
The research objectives is
1. To find out the voltage profile.

2. To find the awarness on anti theft laws.


3. To find the need of privatization of discom
4. To find the Billing and Fault Related Services of discoms
Hypothesis :
To study wheather privatisation will provide better services or not .
To study whether there is a relation between biling and fault related services .
Research design :
Qualitative research was one of the first form of social studies ,which regained its popularity in
1970s after losing ground to quantitaive science for two decades such as 1950s and 1960s during
which quantitavie research .qualitative research is a generic form of investigation methodologis
is described as ethonographic ,naturalistic,anthropological,field or participent observation
research.it emphasizes the importance of looking variables in the natural setting in which they are
formed. In simplified terms Qualitative research means a non-numerical data collection
or explanation based on the attributes of the graph or source of data. For example, if some body is
asked to explain in qualitative terms a thermal image displayed in multiple colors, then he would
explain the color differences rather than the heats numerical value. In qualitative research cases
can be selected purposefully, according to whether or not they typify certain characteristics or
contextual locations.

5.1:Qualitative Research Design Strategies


Neuralistic inquiry studying real world situation as they unfold naturally,non mainupulative and
non controlling

[32]

Emergent design flexibility openness to adapting inquary as understanding depends and or


situation to change ,the researchers avoids getting locked into the grid designs that eliminates
responsiveness and pursuaves new path of discovering the change .
Purposeful sampling: Cases for study (e.g. people, organization, communities, and events) are
selected because they are information rich and illuminative.

5.2: Data Collection and Fieldwork Strategies


Qualitative Data Observation that yield detailed, thick description; inquiry in depth; interviews
that capture direct quotation about peoples personal perspective and experiences; case studies;
careful document review.
Personal Experience and Engagement The researcher has direct contact with and gets close to
the people, situation and phenomenon under study.
Empathic Neutrality and Mindfulness An empathic stance in interviewing seeks vicarious
understanding without judgement(neutrality) by showing openness, sensitivity, respect etc.; in
observation it means being fully present (mindfulness).
Dynamic systems Attention to process; assumes change as ongoing whether focus is on an
individual, an organization a community or an entire culture; therefore a mindful of an alternative
to system and situation analysis.

5.3: Preparation for Collection of the Data


Questionnaire Design: The heart of a survey is its questionnaire. Drawing a sample, hiring, and
training interviewers and supervisors, programming computers, and other preparatory work is all
in service of the conversation that takes place between researchers and respondents. Survey results
depend crucially on the questionnaire that scripts this conversation (irrespective of how the
conversation is mediated, e.g., by an interviewer or a computer). To minimize response errors,
questionnaires should be crafted in accordance with best practices

5.4: Open versus Closed Questions


One of the first decisions a researcher must make when designing a survey question is whether to
make it open (permitting respondents to answer in their own words) or closed (requiring
respondents to select an answer from a set of choices). Although the vast majority of survey
[33]

questions are closed, some open questions play prominent roles in survey research, such as those
about the most important problem facing the country
In order to analyze the answers to open questions, they must be grouped into a relatively small
number of categories. This requires the development of a coding scheme; its application by more
than one person; and the attainment of a high level of agreement between coders. The costs of
these procedures, coupled with both the difficulties interviewers confront in recording open
answers and the longer interview time taken by open questions, are responsible for the widespread
use of closed questions
These practical disadvantages of open questions, however, do not apply to the measurement of
quantities. The answer categories to open questions about amounts for instance, number of
doctor visits, hours devoted to housework, dollars spent for a good are implicit in the question,
so no coding is required.

5.5: Number of Points on Rating Scales


When designing a rating scale, a researcher must specify the number of points on the scale. Likert
(1932) scaling most often uses 5 points; Osgood, Suci, and Tannenbaums (1957) semantic
differential uses 7 points; and Thurstons (1928) equal-appearing interval method uses 11 points.
The American National Election Study surveys have measured citizens political attitudes over the
last 60 years using 2-, 3-, 4-, 5-, 7-, and 101-point scales (Miller, 1982). Robinson, Shaver, and
Wightmans (1999) catalog of rating scales for a range of social psychological constructs and
political attitudes describes 37 using 2-point scales, 7 using 3-point scales, 10 using 4-point scales,
27 using 5-point scales, 6 using 6-point scales, 21 using 7-point scales, two using 9-point scales,
and one using a 10-point scale. Rating scales used to measure public approval of the U.S.
presidents job performance vary from 2 to 5 points (Morin, 1993; Sussman, (1978). Thus, there
appears to be no standard for the number of points on rating scales, and common practice varies
widely
A set of 20 question is designed for data collection. A sample of 33 is taken from different places
of Bhubaneswar.

[34]

5.6: Statistical Analysis


5.6.1: Supply Voltage
Table 10: How Is Supply Voltage?
Poor
Good
Very good
So and so
TOTAL

40
230
40
10
320

Figure 14: How Is Supply Voltage?

320

230

40

40
10

POOR

GOOD

VERY GOOD

SO AND SO

TOTAL

NOTE: Actual sample size is 33, the sample value is multiplied by 10


According to the survey it was found that voltage profile in the region of Rasulgarh, CRP square
are good. Consumers are getting good voltage profile, the voltage is fluctuates in between 238 to
240 volts. But they are worried about the frequent power cut in the city. The purpose of power cut
may be due to network maintenance or due to power shortage.
To provide reliable and quality power up gradation of network is necessary. Routine check of
network to prevent fault in the network which will increase the stability of the system.

[35]

5.6.2: Awareness about Antitheft Laws


Table 11: Are You Aware About Anti-Theft Law

PERCENTAGE

YES

NO

200

120

62.5

37.5

Figure 15: Are You Aware About Anti-Theft Law

62.50

37.50

200

120

YES

NO

The survey is conducted in capital of Odisha and it was found that 37.20 percent of population do
not aware about the anti-theft law. People do not know what will be the consequences if someone
indulge in hooking, meter tampering etc. According to data theft is more vulnerable in rural area
if the awareness is 37.5 percent in urban area then it might exceeds up to more than 70 percent
,so government have to think how to educate people awareness may reduce theft in near future.

[36]

5.6.3: Discom Would Privatize.


Table 12: Privatization
YES
180

NO
120

CANNOT SAY
20

TOTAL
320

Figure 16: Privatization

320

180
120

20

YES

NO

CANNOT SAY

TOTAL

From the statistics it envisaged that 56 percent consumer think that privatization will provide the
better services. They make up their mind that privatization will provide quality and reliable power
at affordable cost, however 37 percent in the favor of not to privatized according them some
companies like reliance was working with collaboration of state government but there is no
improvement so far. Consumers are facing the same challenges they faced before. Some consumer
said they dont have any issues whether it is run by government or private company.

[37]

5.6.4: Billing and Fault Related Services of discom


Table 13: Billing and Fault related services
Billing Related Service
Good
Satisfactory
Poor
Very poor
Not known
TOTAL

70
100
60
50
40
320

Fault Related Service


70
60
100
50
40
320

Figure 17: Billing Related Service


320

70

100
60

50

40

Figure 18: Fault Related Service


320

100
70

60

50

[38]

40

5.7: Hypothesis Testing


5.7.1: Hypothesis Testing For Privatization
NULL HYPOTHESIS: let most of the people think that privatization will provide better services.
ASSUMPTION: To answer this, we set up a test of hypothesis. The null hypothesis,

denoted H0 is that p=.5, the alternative hypothesis. This is a so called ``two-sided''


alternative. To test the assumptions, we use the function prop. Test as with the
confidence interval calculation.
Here are the commands
prop.test (180, 320, p=.5)
1-sample proportions test with continuity correction
Data: 180 out of 320, null probability 0.5
X-squared = 4.7531, df = 1, p-value = 0.02925
Alternative hypothesis: true p is not equal to 0.5
95 percent confidence interval:
0.5061590 0.6173159
Sample estimates:

p 0.5625

CONCLUSION: As the range of p lies between 0.50, 0.6 so the null hypothesis is accepted that
means privatization will provide better service to the consumer
LIMITATION: As the actual sample size 33 .the sample size is multiplied by 10 to test the
hypothesis. The result may be varied if actual sample size is more.

[39]

5.7.2: Hypothesis Testing For Billing and Fault Related Service


Null hypothesis: let there is no significance difference between the Billing related service and fault
related service
BILING RELATED
SERVICE
GOOD
SATISFACTORY
POOR
VERY POOR
NOT KNOWN
TOTAL

70
100
60
50
40
320

FAULT RELATED
SERVICE
70
60
100
50
40
320

TOTAL RATIO
0.218
70
0.625
200
0.5625
180
0.3125
100
0.28125
90
320

ACTUAL RANGE

1.4982
200
180
100
90

1.4982
200
180
2.5
1

Chi-square test result is 0.18445


CONCLUSION: as the significance level in 0.5 with confidence level 95 percent so the null
hypothesis is rejected that means there is a significance relation between billing related service
and fault related service
LIMITATION: sample size is small and the result may be varied if the sample size will be large.

[40]

CHAPTER 6: CONCLUSION & RECOMMENDATION


6.1: Conclusion
From the above discussions it is found that there are various factors responsible for AT & C losses
and performance of BED which need to be eliminated. As it is extremely difficult to eliminate all
the causes in Odisha, strategically measures should be taken to reduce or marginalize the major
causes of losses. The distribution losses can be reduced by proper monitoring the health of
distribution transformers, feeders, proper re-organization of distribution network, theft control,
adoption of upgraded technology etc. Massive awareness camping should be required to educate
people about the antitheft laws. Training of the operating personal would result in improved system
operation. The distribution companies should be ready for initial investment keeping in view of
providing quality and reliable power to consumer and future savings in energy

6.2: Recommendation
6.2.1: Routine Check of Distribution Transformer

The information and the analyses contained in this report reveal


that many of the utilities surveyed are making reasonable
assessments regarding replacement or refurbishment of
distribution transformers. This does not mean that all utilities are
making optimum economic assessments based on factors that are
relevant to their operations. Individual utilities should perform
similar economic analyses using factors that are relevant to their
operations Meter should be mounted on all the distribution
transformer which helps to know the consumption pattern of
consumer, losses and the health of transformer can be determine.
6.2.3: Installation of Digital Meter
Metering plays a vital role in improving the financial performance of Discoms, mainly by reducing
aggregate and technical and commercial loses and improving billing and collection efficiency .over
the year ,there has been a revolutionary change in the metering systems used by power utilities
,which has reduced instances of tampering and lead to revenue protection.
[41]

Every Discoms ensure that, every households have


digital meter .Despite of several attempts made by
Odisha government to install Digital meters it is quite
surprising that in Odisha many households have
electromechanical meter so a survey should be conducted
by respective Discoms to check out the percentage of
implementation of digital meters till now. During my
survey I found that there are many complaint arose due
to defective meters.it should be Discoms responsibility
to provide non defective meters to every consumer if the
meter provided by the respective companies could not meet the consumers satisfaction level then
Discoms have to take the serious action .
6.2.4: Installation of AMR
AMR technology provides capabilities like outage management, temper detection and network
management. AMR systems can facilitate outage management by detecting outages based on the
data collected from meters. An analysis of this data can further help the utility in predicting future
electricity demand. AMR also allows for the quicker identification of thefts and pilferage, thereby
aiding loss reduction and revenue protection .in addition it helps in the faster identification of
metering defects and tampering.
By eliminating manual intervention, AMR reduces errors and promote transparency, leading to
increased customer satisfaction .it also contributes positively to a utility billing efficiency since
the issue of inaccessibility in hostile area is eliminated and consumers are billed according to their
consumption .it also enables remote monitoring of imposed load restriction which helps network
management .in addition AMR monitor voltage profile at customer premises thus increase
efficiency in terms of grievance redressal.
6.2.5: Meter Reading and Billing Service:
There should be a program to trained the meter reader personnel at least once in a year .every
meter reader should be available in the consumer premises in due date to take meter reading. SMS
service can be provided to give the update of billing date .SMS can be sent to the consumers day
before the meter reading will be taken .which will improve billing efficiency.
[42]

Consumers have to stand a long queue for the payment of electricity bill. Some Discoms have
unsanitary building for revenue collection. There should be a revenue collection center in every 5
km radius. A reminder of due date of depositing the amount should be sent to the consumers
mobile via SMS service.
6.2.5.1: Prepaid Metering
There is a growing focus on prepaid metering to improve revenue collection and billing efficiency
.In Odisha the state government has directed utilities to install prepaid metering in government
buildings, for temporary connections and for periodically defaulting consumer.
6.2.5.2: Features and benefits
Prepaid metering is a billing mechanism where the consumer pay in advance for the contracted
power supply .the meter s have the facility to connect and disconnect supply based on the credit
amount available .the meter trips in case the connected load exceeds the sanctioned level.
Consumer get recharge coupons from utilities for renewing credit balance, and can monitor usage
through an in-house display
Prepaid meters also have significant storage facility .these meters can incorporate 64 different tariff
structure ,and any one of them can be activated by the utility ,depending upon the consumer
category .they can record operational parameters such as phase current ,voltages, power factor
consumption in Kwh and KVAh ,and instantaneous load. Manufactures also offer an MRI port in
prepaid meter s for data download.
Even with higher cost than standard electronic meters, prepaid meters offer key benefits. For the
utility, they reduce the cost associated with meter reading, data collection and processing, as well
as bill printing. Distribution and collection further, they reduce working capital requirements as
payments are received in advance, in contrast, the usual billing cycles involves a credit period of
over 40 days. The benefit of lower operational costs of prepaid meters is shared with consumers
in form of a 3-5 percent rebate.
6.2.5.3: Outage Management System
The data collected from meters may be categorized as offline data (historical) and online data.
OMS combines call centers and distribution management system tools to identify and diagnose
fault locations and further, to isolate and restore supply with the online data .in case of an outage,
[43]

a geographic information system is employed to determine the location of consumer feeders and
distribution transformer
6.2.6: Grievances Redressal Forum
Most of the Odisha people depends on agriculture, among them around 80 percent completed their
primary education they could not able to read, write and understand English very well. They do
not know how to lodge a complaint for their defective meter and other cases may be.
Case study:
For example the consumer have to pay 5000 rupees for a month due to defective meter reading or
some kind of ambiguity in meter but his consumption pattern for an year displayed that he paid
250 rupees per month . According to the electricity act 2003 he has to pay off the amount before
it will not prove that the meter is defective which will take one and half month but the consumer
do not have a situation to pay the electricity bill. Its true many people does not want to confront
higher authority for their quires.
Looking into the problem there should be a grievance redressal forum at lower level and the
structure of redressal forum would be changed. Lower official interact with higher authority
regarding the problem so that it will be friendlier.
Online complaint registration portal should be open and the complaint should be monitored and
solved within proper time limit.
6.2.7: Theft Prevention
There are several technologies came up to reduce the theft of electricity several laws enforcement
is done Odisha government ,opened up various police station to check theft but the losses reduces
to 15 percent .the situation of Odisha is quite different people do not have any idea about what will
be the consequences if somebody is detained by electricity theft. The problem is lack of awareness
.Odisha government is not in a position to invest more dollars to upgrade the distribution network,
like providing ABC cables, implementation of SCADA in distribution system etc. Awareness is
the only way to reduce theft. Massive campaign is needed for improving the performance of
Discoms . Advertisement about electricity theft consequences can be broadcasted in television and
radio.

[44]

6.2.8: Public Awareness


A public awareness and education project is a way to bring a certain issue to the attention of a
group of people. This type of project can take many forms, ranging from a poster contest to a fair
at a local mall or a program on one of your towns radio or television stations. A public awareness
and education project is a great way to highlight the need for crime prevention in your community.
The important thing is to get key prevention information out to your target audience (youth, adults,
or children) and encourage them to take action in preventing or reducing crime.
Means of raising public awareness
Seminars
Workshops/conferences
Awareness materials (brochures, posters, videos, etc.)
Exhibitions
Public awareness events
Visitors' days
Field days
Media (newspapers, radio, TV)
Websites and other internet-based tools
6.2.9: Get Your Message Out
Now that you know the topic you want to focus on, the audience you want to educate, and the most
current information on the topic, they need to decide how to get their message out. Will you use
TV, radio, or newspapers? Will Discoms create a Web site, brochure, or poster? While TV,
newspapers, and radio ads may reach a lot of people, they can be quite expensive. Second graders
probably wont read an ad in the newspaper. They might, however, read the comics section or a
special kids page in the newspaper. A brochure that can be read quickly is more effective for some
audiences than a 10-page newsletter, no matter how much information it contains. A poster in a
school hallway thats seen four or five times a day can have a more lasting effect than a one-shot
television news story. Older people often gather at senior centers and enjoy programs that bring
[45]

them useful information; a series of presentations at these centers may reach more of your audience
than any booklet, report, or newsletter. In addition, adult civic, social, and fraternal groups often
welcome speakers on important subjects; why not a youth with helpful news to share? Your peers
listen to specific radio stations and look at specific publications, such as the school newspaper. An
on-air interview or letter to the editor can spread the word about your program. A shopping mall
may provide a perfect site for a community crime prevention fair, a 1- or 2-day event with some
key messages for adults, youth, and children. Ask yourself and your group how you get your news,
where you learn about new trends, and how you find out useful information. Ask people in your
target group these same questions. Develop a strategy based on the forms of communication you
have available and the resources you can tap. Pick several ways to reach the audience and rank
them by priority.
6.2.10: Corporate Social Responsibility
Charged with delivering value for both business and society, today's companies must manage a
broad array of activities and goals. By creating a coherent corporate social responsibility (CSR)
strategy that aligns social and environmental efforts with the business purpose and values of your
company and takes into account the societal context in which you operate you can maximize
positive social, environmental, and economic outcomes. In this intensive program, you'll improve
your ability to create and evolve a high-impact CSR strategy, build a strong foundation for
delivering results, and contribute more fully to your company's success.
Socially responsible imperative is actually part of a far older commercial tradition. The role of
trust in building a brand, will soon be paramount, a consumer in the not-too-distant future will see
three different brands of water on a store shelf and will be inclined to choose based on which
company is best known for making a positive impact in the community
6.2.11: Load Management
Load management helps utilities in matching the power supply and demand requirements in cost
efficient manner .meeting peak loads involves high expenditures for power utilities in the form of
purchase of expensive short term power and an increase in distribution infrastructure requirement.
This can be reduced or eliminated by transferring non-emergency power demand from peak hours
to off peak hours, or by using these energy stored during off-peak hours at peak times. This can be
achieved through real-time pricing of electricity, which encourages the end users to shift their
[46]

consumption from peak hours to off peak hours. This not only helps utilities to manage load but
also helps consumers to reduce their power bills. On the supply side, accurate power demand
forecast, load limiting based on consumer category and credit profile, selective load shedding,
brownouts, etc. are a few important techniques to ensure optimal power supply.
6.2.12: Demand Side Management
Energy demand management, also known as demand side management (DSM), is the modification
of consumer demand for energy through various methods such as financial incentives and
behavioral change through education. Demand-side management allows energy users of all kinds
to act as virtual power plants. By voluntarily lowering their demand for electricity, these
businesses and organizations help stabilize the grid, and they are paid for providing this important
service. Utilities and grid operators treat demand response capacity as a dispatch able resource that
is called upon only when needed. In the past, the primary objective of most DSM programs was to
provide cost-effective energy and capacity resources to help defer the need for new sources of
power, including generating facilities, power purchases, and transmission and distribution capacity
additions. However, due to changes that are occurring within the industry, electric utilities are also
using DSM as a way to enhance customer service. DSM refers to only energy and load-shape
modifying activities that are undertaken in response to utility-administered programs. It does not
refer to energy and load-shape changes arising from the normal operation of the marketplace or
from government-mandated energy-efficiency standards.

[47]

ANNEXURE
QUESTIONNARE

[48]

[49]

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EnergyAuditReports.pdf
http://www.orierc.org/
http://www.cesuodisha.com/
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https://standards.ieee.org
http://www.cea.nic.in/reports/articles/god/guidelines_subtrans_distr_projects/chap5.pdf
https://www.scribd.com/doc/148715906/Power-Sector-Reform-a-New-Way-of-CorporateGovernance-A-Thesis-Submitted-to-Utkal-University-for-Ph-D-Degree-by-Priyabrata-Patnaik
http://www.cgrfbest.org.in/
http://www.r-tutor.com/elementary-statistics/hypothesis-testing/lower-tail-test-populationproportion
Power line magazine
Smart utilities magazine
http://powermin.nic.in/Energy-Efficiency
https://beeindia.gov.in/
https://beenet.gov.in/UI_Forms/General/Login.aspx
http://www.moef.nic.in/downloads/others/Mission-SAPCC-NMEEE.pdf

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