Reliance Infrastructure Limited
Mumbai Distribution Business
Contents
i. Company Profile
a. About Mumbai Distribution ………………………………………. .03
b. Vision, Mission & Values …………………………………………....03
ii. Best Practices, Key Initiatives & Performance Highlights
a. Approach……………………………….………….…...........................06
b. Excellence in Customer Service …………….…………………..……08
c. Network Quality Management and Reliability …………..........…..12
d. Repairs and Maintenance…………………………….………….…....17
e. Loss management ………………………………………….…………..20
f. Technology as a key driver ……………………………….…………..24
g. Process Performance Highlights..................………………….............33
h. Quality Focus. ………………….……………………………………...37
i. Environment Policy & Initiatives....…………………………………..39
j.
Community & Society Focus ……..…………………………………...43
k. Summary ..……………………………………………………………….44
iii. Rewards and Recognitions
a. Overall excellence ………………………………………………...........46
b. Technology Focus ………………………………………………............46
c. Quality Focus. . ………………………………………………………....46
d. Training Focus ………………………………….…………………...….47
e. Corporate Governance ……………………….………………………..47
f. Cost Management …….………………………………………………...47
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Introduction
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1
a.
Introduction
Mumbai Distribution Business
Reliance Infrastructure Ltd. (RInfra) has been a power distribution licensee for nearly
eight decades in the suburbs of Mumbai. RInfra presently serves a customer base of appr.
27.52 lakhs (Incl wheeled customers) in its distribution licensed area of 384 sq. kms for
the year ended 2009-10. RInfra’s distribution network consists of over 7,500 circuit kms
of HT & LT underground cables.
b.
Vision, Mission & Values of R-Infra is as mentioned below :
Vision Statement of R-Infra
•
To be amongst the most admired and most trusted integrated utility companies in the
world, delivering reliable and quality products and services to all customers at
competitive costs, with international standards of customer care - thereby creating
superior value for all stakeholders.
•
To set new benchmarks in standards of corporate performance and governance,
through the pursuit of operational and financial excellence, responsible citizenship
and profitable growth.
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Our Mission – Excellence in Energy:
•
To attain global best practices and become a world-class utility.
•
To provide uninterrupted, affordable, quality, reliable and clean power to millions of
customers.
•
To achieve excellence in service, quality, reliability, safety and customer care.
•
To earn the trust and confidence of all customers and stakeholders and by exceeding
their expectations, make the company a respected household name.
•
To work with vigor, dedication and innovation, towards achieving the ultimate goal of
total customer satisfaction.
•
To consistently achieve high growth with the highest levels of productivity.
•
To be a technology driven, efficient and financially sound organization.
•
To be a responsible corporate citizen, nurturing human values and concern for
society, the environment and above all, people.
•
To contribute towards community development and nation building.
•
To promote a work culture that fosters individual growth, team spirit and creativity to
overcome challenges and attain goals.
•
To encourage ideas, talent and value systems.
•
To uphold the guiding principles of trust, integrity and transparency in all aspects of
interaction and dealings.
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Our Values:
R-Infra believes that any business conduct can be ethical only when it rests on the core
values of Honesty, integrity, respect, fairness and caring
•
Honesty: R-Infra is committed to be truthful in all its actions. R-Infra strives to be
honest and forthright with one another and with all our stakeholders
•
Integrity: R-Infra insists on honesty, integrity and fairness in all aspects of its business
and expects the same in its relationships
•
Respect: R-Infra is committed to treat everyone fairly and with respect and dignity.
We appreciate and value the skills, strengths and perspectives of our diverse
workforce
•
Fairness: R-Infra is firmly committed to fairness and objectivity in all its action and
interactions.
•
Caring: Compassion, sharing and kindness are values that we try to inculcate in our
decision making process
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Best Practices, Key Initiatives &
Process Highlights
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2
a.
Best Practices, Key
Initiatives & Process
Highlights
Approach:
In accordance with its Vision and Mission, RInfra has established national benchmarks, also
comparable to world - class standards, on major performance parameters of distribution
business, as elaborated in respective sections of this annexure. Our Mumbai distribution
business continues to operate for supply 24 X 7 at 99.97 per cent reliability, being one of
the highest in the country. Our Distribution losses, at about 10 per cent are amongst the
lowest in the country, as compared to the national average of over 30 per cent. This is
despite the fact that appr. 40 % of our consumers live in unorganized developments (Slums)
that contribute to higher losses. We take immense pride in being able to provide sustained
quality supply and world-class service, to our consumers, in the commercial capital of India
– Mumbai. The city, therefore, retains its privilege of having the most reliable and quality
power supply, with no requirement of Voltage stabilisers, UPS, Inverters, DG sets etc,
being common requirement in all other parts of the country. Our mission is to continue to
provide higher service levels to our consumers and to beat the service level achieved thus
far.
The customer facing initiatives are inline with customer service attributes such as Speed,
Convenience, Personalization, Transparency, Professionalism & Service attitude. Several
initiatives undertaken are towards providing ‘International standards’ of customer care and
becoming a ‘Technology driven’ organization. The Company is recognized to be one of the
best in implementing technology innovatively in its processes.
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The initiatives have been categorized in the following areas :
•
Excellence in Customer Service
•
Network Quality Management and Reliability
•
Repair & Maintenance Focus
•
Loss management
•
Technology as the key driver
•
Process Performance
•
Quality Focus
•
Environmental Policy & Initiatives
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b.
Excellence in Customer Service
Several best – in - class and customer-centric initiatives / practices are followed at R-Infra,
aimed at providing ‘International standards of customer care’ resulting in feeling of
‘Warmth and Care’ for its customers.
Key Customer Centric Initiatives are detailed below:
•
Customer Care Centers (CCC) – Our CCCs provide single-window multitasking
services and the customers are serviced by persons with multi-lingual skills., It
provides convenient and personalized services to our customers. In reconising the
needs, preferential priority is given to Senior Citizens, Handicapped customers and
ladies with child in arm when they visit to our CCCs.
•
Call Centre – Our COPC certified, multi-lingual ‘24 Hour Power Help’ provides
efficient services to all customer queries, requests and complaints. It can be accessed
through an easy to remember Toll free number 1 800 200 3030. A separate ‘Theft
Helpline’ 39090909 caters to calls for reporting theft. In order to provide
uninterrupted services, backup facility has been instituted at Chennai
•
Website – Our award winning, user friendly website provides features such as Online
availability of Energy bill, ‘My Account’ services, Planned outages, Energy Calculator
etc and many other features of value to our stakeholders. Customers can also access
Company’s mobile enabled website www.m.rinfra.com.
•
Key Account Managers – RInfra is one of the distribution licensee, probably the
only one in the country, having KAM personalized and proactive services provided to
cater to the needs of our Key Commercial & Industrial customers
•
Complaints resolution
- Aiming towards greater transparency and customer
convenience, our customer grievance redressal mechanisms also include approaching
Customer Grievance Redressal Forum (CGRF) and Ombudsman
•
New connection: Our speed of providing new connections in cases of applications
complete in all respects is merely between 7 -10 days in almost all cases.
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•
Payment options – RInfra provides best-in-class payment options with over 2000
payment locations. The new Pay-by-phone facility enables customers to pay by SMS.
The other options include Internet, Net-banking, Credit Card, Debit Card, Collection
counters, ECS, Drop boxes, VDS etc. Launch of SMS payment receipts on customer
mobiles for greater transparency and convenience
•
Billing options – RInfra also provides best-in-class bill delivery options. The options
include best practices such as delivery of bill in Customer choice of language
(multi-lingual bill), e-Bill and Website. Our unique Braille bill caters to the
requirements of our visually challenged customers
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•
Queue Management (Token) System installed at all Customer Care Centers
•
Self service (IVR) aims to serve customers calling up at the Call Center for
Application form details , Bill details, Bill not received complaints etc. During
monsoon Self service option through unmanned Interactive Voice Response system is
introduced for handling any spurt in no-supply complaints.
•
TATs (Turn-Around-Time) have been established for every complaint category to
ensure speedy response to the customers. All complaints are monitored for closure
and a system for escalation is configured in the system for complaints exceeding the
limits. These internal TATs are considerably lower as compared to the SOP norms.
•
Modes of communication – Communication to customers is delivered using the
latest technological modes such as SMS, Email and Web. Customized, proactive and
personalized messages are printed on energy bills. SMS alerts are sent for Bill details,
Payment due date reminder, Payment acknowledgement, Advance intimation of meter
reading date, Bounced cheque, request for Application Form, Complaint registration
and closure confirmation. All above are also sent on emails. Besides, new service
launches, periodic communications like Customer Newsletter, tips on Safety, Energy
Conservation etc. are sent by email. Outbound calls from Call Centre are made to
determine Customer Satisfaction. Through an E-Courtesy service, an automated
follow-up email is sent to the consumer based on the information sought by him.
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•
Customer Satisfaction Survey In pursuit of RInfra’s goal of achieving Total
Customer satisfaction, RInfra conducts periodic “Customer Satisfaction” surveys at
its Customer Care Centers through independent external agency. The results of
such surveys is then analysed and reviewed for continual improvements. The graph
below reflects the improvement in the Customer satisfaction levels being outcome
of the customer centric initiatives of RInfra.
90
84
80
75
67
70
60
48
50
45
38
40
34
30
22
21
Aug'08
Dec'08
20
10
0
Mar'09
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Jun'09
Oct'09
Feb'10
Apr'10
Sep'10
Mar'11
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c.
Network Quality Management and Reliability
Appropriate integration of State-of-Art Technology platforms have enabled end-to-end
automation for all key processes. GIS, with its unique capability to represent business data
as real world objects spatially, is fast emerging as a vital tool for data interpretation. GIS is
now integrated with SAP, IS-U, OMS & Secondary SCADA.
(i) Improved Network Quality management and Reliability achieved through:
•
Use of state-of-art SCADA (supervisory control and data acquisition) and DMS
(Distribution Management System) has led to faster fault identification and restoration
•
Deployment of FPI’s (Fault Passage Indicators) have reduced the fault isolation and
supply restoration time
•
Use of High-tech mechanized excavation techniques such as Horizontal drilling and
Trencher assist in faster cable laying and fault restoration
•
Equipment Management System (EMS) is being deployed at sub-stations in order to
automate its operations. Events such as Fire / Intruder alarm, Switchgear and FPI
management, Motion detection, Monitoring of various electrical parameters, AMR /
APFC control etc are being remotely monitored using this system.
Our reliability indices are one of the best in the country and have been enabled through
extensive deployment of technology and automation tools along with thrust on predictive
and preventive maintenance processes.
a. ASAI (Average System Availability Index) – 99.97 %
b. SAIDI (System Average Interruption Duration Index) – 183 Minutes/Yr./Customer
c. SAIFI (System Average Interruption Frequency Index)– 4.00 events/ year / customer
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Automation tools and technology deployed for monitoring and controlling the network are
SCADA, DMS, Fault Passage Indicators (FPI), Equipment Monitoring System, AMR,
Outage Management System etc,. Best practices in Repairs and maintenance processes are
detailed in the next section.
These technology initiatives lead to better customer service & operational efficiencies as
listed below:
1. Faster restoration of supply
2. Better control on voltage levels
3. Better management of load distribution in the network
4. Condition monitoring of equipments facilitating predictive and preventive measures
5. Provide more accurate information to the customers
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(ii) SCADA (Supervisory Control And Data Acquisition)
SCADA deployment covers network elements up to 33/11 KV substations including
outgoing 11 KV feeders. It enables remote monitoring and control of various network
elements, obviating the need for manned substations. SCADA is an effective tool, used for
condition monitoring of equipment including loading conditions for initiating preventive
maintenance measures, if any required. Network disturbances are immediately identified
and remote operations facilitate quick restoration of supply. Incase of GRID failure, it
ensures execution of islanding scheme. Remote operations of on load tap changers and
switching operations on capacitor banks at night time leads to better voltage profile at 11
KV level. In addition, incase of an unexpected eventuality the scheduling of load shedding,
if necessitated, can also be controlled through SCADA
(iii) Distribution Management System (DMS) & FPI
RInfra has initiated the implementation of DMS and installation of FPIs in phased manner
in its area of distribution. DMS extends the monitoring and control functionality of
SCADA to distribution transformers. Remote Terminal Units and Fault passage indicators
(FPI’s) are installed at substations. Communication with SCADA control center is through
packet based mobile network (CDMA / GPRS).
Deployment of DMS along with Fault passage indicator dramatically reduces the time taken
to restore outages due to 11 KV faults since the fault section is identified through the
system and not by manpower deployment for physical inspection and handling of
switchgears of each segment of the affected network.
DMS leads to better customer service through more reliable power. It also enhances life of
switchgear as the number of operations necessary for isolating fault is reduced drastically.
Smaller Operation squad team is required as isolation process is automated.
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(iv) Outage Management System (OMS)
An Outage Management System assists in quicker identification and restoration of power
supply in case of an Outage. At the core of the system is a detailed network model of the
distribution system on Geographic Information System (GIS). By combining the locations
of outage calls from customers, a program is used to predict the locations of outages. Call
center representatives will be better equipped to answer customer queries and our field staff
can be dispatched to specific fault location more optimally. Some of the benefits of OMS
are:
•
Reduced outage durations due to faster restoration based upon outage location
predictions.
•
Improved customer satisfaction due to increase awareness of outage restoration
progress and providing estimated restoration times.
•
Reduced outage frequency due to use of outage statistics for making targeted
reliability improvements
(v) Equipment Monitoring System
An electrical utility has assets (transformers, cables, switchgears etc...,) located over wide
geographical spread. It is in this context that remote monitoring of various parameters to
initiate preventive / breakdown maintenance initiatives becomes critical.
Implementation of Equipment Monitoring System (EMS) at distribution transformers, as a
powerful solution to monitor several different parameters is completed at 25 locations and
we plan to extend this to more distribution transformers.
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Schematic Diagram of a typical EMS is shown below:
INTELLIGENT
BLACK BOX
FIREALARM
OIL LEVEL
INDICATOR
APFC
TEMP
SENSOR
TRANSFORMER
FPI
GPRS
CAMERA
SWITCHGEAR
A TYPICAL SUB-STATION
CONTROL-ROOM
FIRE / INTRUDER ALARM
FPI & SWITCHGEAR MGMT.
OIL TEMP. / LEVEL
DETECT MOTION / CAMERA
CURRENT / VOLTAGE
AMR / APFC CONTROL
This solution enables monitoring of oil level and temperature, factors which are of vital
importance for addressing the issue of transformer failure rates. Typically in a State
Electricity Boards transformer failure rate ranges from 15 to 20% per year. Our transformer
failure rate is ~ 0.26 % per annum. Fault Passage Indicators (FPI’s) combined with feature
to operate the switchgear and the ring main system, ensures quick restoration of supply. It
is now possible to restore supply incase of 11 KV faults in a few minutes as compared to 45
minutes that was taken earlier. This will play an important role in enabling a very high level
of system reliability. As the intelligent black box is also integrated to the Meter and APFC
panel, it identifies conditions like overloading, phase unbalancing, poor power factor etc.
Intrusion detection camera besides identifying any attempt to sabotage also provides
detection of fire & smoke.
(vi) Other Technical Initiatives:
•
Introduction of Hermetically sealed maintenance free transformers
•
Introduction of modular LT Panels with Circuit breakers
•
Introduction of SAS (statistical tools) for accurate demand forecasting
•
Introduction of maintenance free packaged substation for space optimization
•
Installation of two weather stations for accurate weather forecasting
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c. Repairs & Maintenance Focus
Our Repairs and Maintenance practices have matured by extensive deployment of
technology by our employees for monitoring and use of analytical Quality tools like Six
Sigma, Small Group Activities etc for root cause analysis.
Following Six Sigma projects, some of the Quality initiatives of the Company, were taken
up by and the results were as follows at Improvement stage of Six Sigma:
•
Transformer failure – Reduction of 65 %
•
HT cable faults – Reduction of 21 %
•
LT cable faults – Reduction of 37 %
•
LT fuse blown – Reduction of 30 %
These project findings are in the process of being implemented across all divisions as
“Statndardisation” stage of Six Sigma
Operations powered by SAP R3
Back-end system, enabled by SAP R3, facilitates asset / maintenance management. Our
implementation incorporates managing the field service orders through the system, thereby
ensuring timely and correct adoption of management policies. The online work permits
system (Complaint Management System) ensures awareness and compliance with safety
procedures and work instructions during maintenance activities.
Proactive Measures to reduce cable failures
Cables loaded nearer to rated capacities, ageing as well as joint design are major reasons for
cable failures.
Overloaded cables are identified and replaced proactively. GIS plays important role in
identifying such cables and planning their replacement/improvement schemes. SCADA
provides input for loadings of HT cables. In LT system, overloaded cables are identified
based on
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•
Analysis of repeated fuse blown or repeated cable fault cases,
•
Equipment monitoring system and
•
Combining information from Single line diagram, consumer tagging and consumer
consumptions
As joints constitute 15 % of the failures, joints have been redesigned. Cable terminations at
ID box is another main reason for failure and the same have been redesigned.
Pilot project based on partial discharge is ongoing to identify and replace weaker sections in
cables. For XLPE cables very low frequency injection is used for identifying weaker section.
Proactive Measures to reduce Distribution transformers failures
Six sigma analysis has identified reasons that cause transformer failures - Poor oil insulation,
Low oil level and overloading.
It is in this context that we have setup a system to closely monitor oil quality. Oil samples
are collected from all 5,000 transformers in the system and are sent to third party laboratory
for determining moisture content and breakdown values. Analysis module that has been
developed in-house determines whether oil needs to be replaced or transformer has to be
overhauled.
The other major reasons for DT failure, oil level and overloading conditions will be
monitored through Equipment Monitoring System (EMS). Corrective actions will be
initiated proactively.
Fault Location tool in GIS facilitates breakdown maintenance
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Where is a Fault?
Fault Testing
VAN
Pin Point
Fault
Location
Hanuman
mandir
Fault
Distance
Trigger
GIS
Fault Location
‰
‰
‰
When fault develops in the 11 kv section, approximate fault distance is
measured by fault testing van.
Cable testing system is interfaced with GIS
Fault location is visually depicted in GIS
Mechanized excavation facilitates fault repair
Use of High-tech mechanized excavation techniques such as horizontal drilling and
Trencher enables faster cable laying and fault restoration
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d. Loss management
RInfra has continued to sustain T&D loss around 10% and collection efficiency close to
100%. This is despite the fact that over 40% of our consumer base resides in densely
packed unauthorized developments (slums) with narrow by lanes that are only a few feet
wide and have structures that are often of temporary or semi permanent nature. Theft of
electricity is widely prevalent in such pockets and poses unique challenges.
The exemplary success in containing losses has been enabled through multi-pronged efforts
in the following areas :
i.
Loss reduction
ii. Technical solutions to theft reduction in Slums
iii. Robust and System driven Energy Audit mechanism
iv. Use of advanced analytics for identification of unauthorized use (theft)
v. Other process improvements and technology enablement
Phase balancing is another area which has dramatic impact on technical loss. Continual
effort is made to ensure that phases are balanced. Phase imbalance identified through inputs
from DT Meters, Equipment monitoring system and manual periodic checks at the
substation are corrected through load rearrangement.
Power factor needs to be corrected as close to the load point as possible. This is achieved
through placing capacitor banks at appropriate locations and through tariff initiatives. The
fixed capacity capacitor banks are being replaced with APFC panels. Incase of power
transformers SCADA system switches off the capacitor banks remotely during night to
maintain power factor at appropriate level.
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Our network planning and design department constantly works towards maintaining an
optimum HT/LT ratio. The general guiding principal to move the high voltage source as
close to the load point as possible is strictly adhered too.
Protect vulnerable points on low voltage network in theft prone pockets
Over 40 % of our consumer base resides in densely packed slums with narrow by lanes that
are only a few feet wide having structures that are often of temporary or semi permanent
nature. Direct theft from vulnerable sections in the low voltage network is widely prevalent.
Parallel distribution networks are set up, tapping from the bus-bars of the LT pillars or by
taking individual unauthorized connections from the meter cupboard.
Following the adage that “Prevention is better than cure”, we decided to look at ways to
prevent theft from these vulnerable points, particularly in the context that significant loss
reduction was achieved in unauthorized colonies in Delhi, through replacement of bare
conductors with coated ones (Aerial Bunched conductors).
To address the problem through Technical solution, it was identified to put tapes or epoxy
coatings on the bus bars inside the LT pillars, thereby not allowing any exposed section on
the bus bar. We have identified few solutions like tapes or epoxy coatings on the pillars, not
allowing any exposed section on the bus bar and MCB’s to replace cut outs on meter
cupboards.
As a pilot one slum pocket with high loss was taken up and loss was
successfully reduced from about 60 % level to 40 % range. We plan to expand coverage
under this scheme.
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•
•
•
•
•
•
•
Armour cast structural material (tape form)
provided on bus bar.
This armor cast tape becomes hard once it was dry
after the application.
Not easy to cut and place the wires.
Locking arrangement provided to avoid easy
access to pillars.
Epoxy paint was applied to the bus bars and cables.
Proper insulation was observed. not easily scratch able
if 3 coats applied
Locking arrangement provided to pillars in order to
avoid easy access
a. Re-designed wiring system for meter cabins.
b. Main cutout replaced by MCB to make it trip if the load
increases
c. Cutout placed at outgoing of meter instead of incoming
to avoid unauthorized tapping
The above initiatives have achieved significant success as loss levels at specific locations
dropped from about 60 % to less than 40 % in a short span of time. We plan to extend
coverage under this initiative more extensively.
Other initiatives towards Containing Commercial Losses
Commercial losses arise out of unbilled consumers, under recording of consumption by the
meter, direct theft, deliberately under reading the consumption & wrong category of billing.
Addressing commercial loss is focused around three central themes - (1) Meter to cash
processes that are IT enabled, optimally designed and tightly implemented. (2) Metering and
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energy accounting initiatives focused on deploying state of art, tamper evident metering
system for consumers and network elements like feeders, and transformers. (3) Putting in
place appropriate performance management system.
Analytics approach to Theft management
During the current year, “Analytics methodology”, established itself as a powerful tool to
identify large quantum of theft with high strike rates (over 50 %). Analytics, involves
piecing together and analyzing different types of data, like meter downloads, billing
database, consumer survey and consumption benchmarks. Our proprietary knowledge and
expertise has evolved over a period of time and has been extensively field tested under
different field conditions.
Automatic Power Factor Control (APFC) panels for reducing technical loss
The economics for replacement of fixed capacity capacitor banks with APFC panels works
for larger transformers that are loaded. APFC panels have limited economic effectiveness in
for smaller transformers. Out of 2000 such substation locations that were identified, APFC
panels have been installed at 1000 locations already.
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e. Technology as a key driver
As a ‘Technology driven’ organization we have strived for implementing and adopting the
latest technologies applicable for distribution business. We have set up necessary
infrastructure, developed an application roadmap and implemented IT systems right across
the entire gamut of operation involving Metering, Billing, Energy Accounting, Customer
Care, New Connection/Disconnection, Geographical Information Systems based
applications and solution, Web based access to consumers and many more such
applications. We have upgraded our SAP R/3 module, placing the company at the leading
edge of SAP application version.
R-Infra has ISO 27001 certification for Information Security Management System (ISMS).
The IT systems implementation has been recognized by several national and international
bodies.
R-Infra has received several rewards and recognitions for its effective use of Technology
and IT for several customer focused, network focused and other process automation
initiatives which are explained later in this Annexure.
IT, over the years, has become the backbone of operations at RInfra. A set of world-class
packaged software have been introduced to support field and office operations. Processes
have been re-engineered using the services of international consultants namely McKinsey
and Accenture. These revised processes have been IT-enabled through packaged software
like IS-U/CCS, SAP, ESRI GIS and Dominos.
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IT Architecture
Corporate
Portal
DSS
CRM
BILLING
Integration Platform - Middlew are
G IS
ERP
SCAD A
DMS
O MS
AMR
KM
We have one of the most comprehensive and extensive implementation of IT systems,
covering the entire range of commercial and technical processes and draws extensively from
the global best practices.
The IT architecture implemented at RInfra offers advantages of scalability and reliability
and is based on using best of breed components, SAP R3, SAP ISU CCS, ESRI & Miner
(GIS/OMS) & SCADA/DMS. The implementation of these packages is based on in depth
study of the functional requirement and incorporates extensive feedback from the field
staff.
Our IT systems are integrated with each other, linking not only the data but also the
business process, creating a workspace to front end cluster of applications. This enables
single consistent interface to the applications and shields users from learning different
packages.
Further, our IT implementation provides the platform for executing the work processes,
ensuring that data is captured at the time transaction takes place, thereby ensuring that no
data is lost.
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Another important feature is that field service orders are generated and managed through
the system ensuring tight operational control.
Our processes, practices and work procedures have been extensively documented, which
ensures uniform implementation across the organization.
SCADA/ DMS supplemented by AMR and Equipment monitoring system constitute, set
of systems, for monitoring and controlling various network elements and are steps towards
Smart Metering. These systems help improve the reliability and quality of power, besides
facilitating asset maintenance process.
Outage management system incorporates heuristic to identify the faulty network element
based on the calls received from the customers and the SLD.
IT systems have also been setup to meet the needs of the customers. The following
schematic diagram shown below indicates the approach towards setting up of relevant IT
systems for meeting the key requirements of the customers in the following areas:
•
Bill Accuracy
•
Ease of payments
•
Effective Complaints Management
•
Quality & Reliable Supply
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Billing & Customer Care Solution
RInfra’s billing and customer care solution is a comprehensive, customer billing and
information system designed to address the unique challenges faced by a distribution utility.
The billing solution based on SAP IS-U/CCS has been extensively enriched through day-today functional inputs. The solution is customer-centric with all-encompassing functionality
covering following:
•
Meter Reading services – provide end to end support on meter reading including
scheduling and preparation of meter reading, meter reading, plausibility checks,
monitoring of results. The solution interfaces with other external systems and enables
automated meter management.
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•
Customer Care System - Customer relationship management for implementation of
customer segmentation strategy, customer analytics and optimized service level.
Enable call centre operation, increase call centre efficiency and provides personalized
customer experience based on segmentation.
•
Billing Engine - Powerful and flexible billing engine capable of managing mass billing
as well as complex billing for industrial customers, running plausibility checks, parallel
processing and monitoring of mass runs.
•
Revenue Management - Receivable and collection management to ensure revenue,
create and monitor work orders, eliminate leakage and avoid loss.
•
RInfra Website – Provides customer to register with utility portal and use services like
bill display, consumption details, payment details, reminders, on-line payment option.
•
Meter Management – Monitoring individual meters through its entire life cycle (issue
to disposal) as it’s a critical revenue device.
•
Integration - Provides integration with new connection, meter management, service
order generation and monitoring, GIS and Energy accounting system.
For its implementation at Mumbai, RInfra has been awarded with SAP ACE (2006) award
for best SAP IS-U/CCS implementation in the Telecom & Utilities space.
GIS Solution
RInfra’s GIS Solutions derives its strength from domain knowledge of the distribution
business and the customized solution, integrating GIS with ERP, SCADA, Automated
Meter Data Acquisition (MDA) System and billing database. The solution has evolved out
of in-depth study of functional requirement, land base and electrical data sets and data
model based on need of application. RInfra’s implementation solution covers selecting the
best of breed GIS software, hardware, IT systems architecture, server sizing, configuring
and customizing GIS software applications as per the distribution utility needs.
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The knowledge & experience acquired by RInfra during the implementation, right from
understanding user requirement, developing data model for various systems, considering
the fact of integrating with other systems to application integration is a key to ongoing
enrichment of implementation.
GIS – Ideal platform for integrating applications
SCADA,DMS
Incoming
customer
calls
Switch Position
Fault Data
ISU-CCS
Customer Info.
& Billing Data
AMR
Probable Location
of Failure
GIS
Information on
power flow
OMS
Entire Network Mapping
Asset Management
Network
Data
Network
Analysis
Maintenance
History/Asset attributes
Analysis
Result
Input on
Electrical
network
Notifications
ERP
SAP PM/R3
AutoCAD - SLD
GIS - Most user friendly interface for performing transactions
RInfra’s solution of GIS integrated with SCADA, ERP and Automated MDA can be used
effectively as Electrical distribution network management solution. GIS - integrated with
other systems, works effectively for outage management, customer service, in-depth
network analysis, on-line updated H.T & LT distribution network, up to date feeders,
circuits information and facilitates decision making in all activities of the distribution system
management.
The GIS implementation of RInfra has received ESRI Award – 2008 for Special
Achievement in GIS (SAG)
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Metering and Energy Accounting initiatives
RInfra has achieved replacement of more than 98% electromechanical meters with high
accuracy, state of art tamper evident electronic meters. These meters provide the following
benefits:
1) This has enabled correct recording of the energy usage and reducing the meter failures
2) Backend analysis of data also identifies meters which are under recording energy
MERC initiated meter testing drive by IDEMI recognized in its report that all
electronic meters tested were accurate.
Network elements like power transformers, feeders and Distribution Transformers are
metered and remotely read through AMR
a. This enables setting up a comprehensive energy accounting and audit system identifying
high loss pockets
b. Availability of accurate loss levels helps fix accountability and responsibility for geography
managers
c. AMR deployment automates the entire process. As meters on networks are widely spread
out there is saving on meter reading cost.
d. Feeder metering enables accurate day ahead forecast, very important in the ABT regime
e. DT metering enables transformer health monitoring
Status of IT enabling in Revenue Management
•
Technologies such as POS machines, Currency note counting machine, Bar-code scanners
and fake note scanner are used at our cash counters.
•
Over 2000 payment avenues are available for RInfra customers that allow convenience
payment collections for different customer profiles.
•
RTGS technology is used for fast fund transfers.
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Deployment of Automated Meter Reading (AMR) solution
Major stride is made in AMR deployment covering grid meters, distribution transformers,
street light meters and high value consumers. While on one hand AMR, facilitates setting up
of a comprehensive energy audit and accounting system, at the same time it increases
effectiveness of Analytics in identification and booking of theft. AMR also helps bring
down technical loss through facilitating condition monitoring of DT’s (monitoring of phase
unbalance, overloading etc).
Field Automation:
Pilot test on use of Intelligent Hand held device connected to Live systems has been
completed. This will enable field automation in processes such as Meter Management,
Recovery and Vigilance.
Use of IT in HR
We have a well-defined SAP Human Capital Management (HCM) roadmap for our
organization. Our SAP HCM footprint consists of many modules that cover a wide variety
of functionalities. To adopt these wide arrays of functionalities, we have initiated functional
upgrade in the year 2007-08 to include e-Recruiting, e-Learning, Personnel Development
and Travel Management amongst others.
e-Recruiting allows pro-actively cultivating pipelines of talent and building a better
employment brand based on Talent Relationship Management platform. The module
enables us to manage all recruiting activities as part of a solution for talent acquisition. It is
a tool with flexibility to manage a high-volume recruiting function with greater efficiency,
objectivity and collaboration. The recruiter can develop interactive questionnaires for
competency-based talent acquisition. It has web-based user interfaces for recruiters,
candidates and hiring manager.
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e-Learning module captures basic training management functionalities wherein the
employee can view Training Calendar, nominate herself/ himself for training program, get
approval to attend the same from her /his reporting officer and lastly evaluate the training
program. The module also caters to web-based training wherein the employees undergo the
training at their desk – thus converting their desk into the training place.
Personnel Development module captures Performance Management System processes in
detail. It enables us to create Objective Setting Form, capture the details of mid-year review,
conduct year-end Appraisals, maintain Skills Catalogue, handle Career and Succession
Planning Scenarios and can draw out the Individual Developmental Plan for an employee.
Travel Management module helps an employee to create travel requisition, its approval by
the concerned authority, reimbursement of travel expenses and position of such expenses
to accounts. The transaction will be automatic and hassle-free since employees have been
given facility in their own Employee Self Service.
Office Automation
•
Video and Audio conferencing across all key offices has helped in overall efficiency of
communication and aided the decision making process
•
Lotus based applications like e-library and Task Tracker have helped in knowledge
management and also tracking status of various business initiatives
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f. Process Performance
The processes at R-Infra have been reengineered to suit the requirements of its consumers
and have then been automated, for maximizing operational excellence and saving cost.
Improvement in processes is a continual affair and is monitored with the help of process
owners and process champions. Processes are duly documented and standardized in the
form of ISO documentation. Regular reviews of process capabilities is carried out.
Internal Turn-Around-Times (TAT) have been configured in the system and exception
reports on performance is generated for further improvements.
Key Process highlights are:
•
84% New Connection Applications cleared within 7 Days
•
100% Meters are read with the frequency of a Month +/- 1 Day
•
0.25% Developed Meter Reading
•
Average 4 Days time between Meter Reading to Bill delivery
•
High Collection Efficiency
•
64% No Supply Complaints resolved within 1 Hr
•
13 Commercial Complaints every year (per 1000) Customers
•
Average Time to resolve commercial Complaint is 2.5 Days
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Process Improvements over last 5 Yrs is depicted as below:
Status of Metering & Energy Accounting
The driving philosophy of metering and energy audit at RInfra is:
•
Consumer satisfaction through accurate consumption recording
•
Localizing the losses for effective Loss management
•
Speedy communication of metering information with elimination of manual interface
•
Enabling data based investments
•
Meet the Regulatory and National Policy Objectives
100% consumers have been provided with high accuracy meters and over 98% of these
meters are electronic. This has enabled correct recording of the energy usage and reducing
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the meter failure rate. 27.52 lakhs customer meters are being meticulously read and billed
for monthly consumption.
Energy Audit Process
•
Online recoding of meters readings at 22-33 kV levels, MRI down-loads of DT meters,
and extracting data from HT billing database.
•
Energy tally at HT Levels.
•
Energy consumption data extraction based on the predefined clusters boundaries.
•
Comparison of extracted data with Energy data recorded at DT level.
•
Calculation of losses for each cluster.
•
For effectiveness of actions the clusters are classified depending upon loss levels
Meter Reading Process - Meter reading instrument (MRI) with meter reading routes,
appropriate validation checks for potential wrong reading and exception reporting ensures
accurate meter reading and plays a vital role in identifying stopped or slow meters, unbilled
meters (extra meters), faulty meters, theft cases to the system. System generated work
orders based on exception reporting through the MRI and closure of the same plugs the
leakages due to meters. The developed reading cases (Estimated bills) has seen a massive
reduction through intervention of process improvement initiatives and Quality projects.
The current level of developed reading cases stands at 0.25 % only which are primarily due
to premises locked.
Meter Reconciliation Process - As a step towards ensuring that meters do not remain
unbilled and are not misused, all meters are tracked through their entire life cycle (issue to
disposal) on an individual basis. Monthly meter reconciliation from system helps in keeping
a close watch on meters which are main revenue measuring instrument.
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Recovery Process - The defaulter list is prepared after every cycle of billing and the work
orders generated based on ageing and amount outstanding. To avoid inconvenience caused
to customers due to disconnection on account of non-payment, efforts are made to remind
customers through “Reminder” or through “Phone Calls”. All efforts are made for
collection of the overdue amount and thrust is to not allow individual outstanding to grow
beyond a level. As a result of comprehensive system based effort our collection efficiency
averages near 100 % in the last three years.
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g. Quality Focus
We at RInfra are committed to total customer satisfaction in terms of quality of our
products & services.
Our continued commitment to excellence through promoting Quality Culture within the
Organisation is elaborated in Quality Policy:
OUR QUALITY POLICY
Reliance Infrastructure Limited (R-Infra) is committed to be amongst the most admired &
trusted integrated Electric Supply Utility Companies in the world.
R-Infra shall deliver reliable and quality products and services to all customers at
competitive costs, with international standards of customer care - thereby creating superior
value for all stakeholders.
R-Infra is committed to comply with requirements and continually improve the
effectiveness of the Quality Management System as per the latest applicable version of ISO
9001.
R-Infra shall set new benchmarks in standards of corporate performance and governance
through the pursuit of operational / environmental and financial excellence, responsible
citizenship, and profitable growth.
As commitment to Quality RInfra systems are ISO 9001:2008 certified. It promotes a
culture that encourages development of its people through formation of Small Group
Activities (Quality Circles) and use of advanced Quality tools such as 6-Sigma. Over 100
SGA projects and 20 Six Sigma projects have carved the way to creating a sustainable
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Quality culture in the organization. The completed projects have benefited the organization
and its consumers through reduction of faults at LT and HT level and also in Distribution
transformers. It has helped reduce the customer complaints and improve process
capabilities, besides saving cost to the company and in-turn its consumers.
Several creative & innovative ideas and solutions to complex problems have emerged out of
this movement. It has also promoted a culture of Self Development & Team spirit.
Company has over 700 employees trained on quality aspects & engaged in quality projects.
The company has bagged several top awards during the QCFI conventions at the district
level, National level and International level.
Key areas of training of Quality aspects include:
•
Quality Management System / Environment Management System / OHSAS
•
Six Sigma Foundation Course / Green Belt / Black Belt
•
Quality Circles Tools & Techniques
•
Statistical Process control techniques
•
Train the Trainer courses
For further training and development of our employees, in the areas of Knowledge, Skill
and Attitude, our Learning Organization team has a bouquet of training programs delivered
through its learning centres namely Reliance Energy Management Institute – Aarey and
Versova Technical Training Centre – Andheri.
Programs such as “Em-Power”, “Sparsh” alongwith some of the training videos developed
inhouse on Operation & Maintenance (O&M) practices, have been duly copyrighted as
well. Over 350 courses, with over 7500 participants, were conducted during FY09-10.
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h. Environmental Policy and Initiatives
Reliance Infrastructure Limited, one of the largest private sector enterprises in power utility
and infrastructure business, is committed to provide an uninterrupted, affordable, quality,
reliable and clean power to millions of its customers. At the same time, preservation and
promotion of environment is of fundamental concern in all the business activities of
Company. Company, with sound Environment Policy in place, continually strives towards
creating, conserving and ascertaining safe and clean environment for sustainable
development.
Environmental Policy:
ENVIRONMENTAL POLICY
Reliance Infrastructure Limited, Mumbai Distribution, is committed to continually improve
its environmental performance and towards achieving this, the Company shall Optimize the use of resources by effective planning, implementation & operation.
Prevent environmental pollution and minimize the loss of energy during distribution by
adopting relevant and economically viable technologies and practices.
Comply with applicable environmental legislation; and other environmental requirements to
which it subscribes.
Raise environmental awareness amongst employees, vendors and customers.
Encourage energy conservation and energy efficiency practices amongst employees and
customers.
Date: 05.06.2010
Lalit Jalan
CEO & Director
EMS Establishment & Implementation: Commitment to the Environment
Company has an effective and integrated ISO-9001:2008 Quality Management System.
Now,Mumbai Distribution Business has geared up to establish and implement
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Environmental Management System (EMS) based on ISO Standard 14001: 2004 with an
ultimate objective to make all its operations and business processes environment friendly,
thereby reducing the Carbon Footprint of the business. Company has initiated the process
of EMS establishment in late 2009 and proposed to complete the implementation and
certification process by mid 2011.
In its endeavour towards successful and effective implementation of EMS organization
wide, the Company has adopted a three-prong strategy –
1. Employee & Partner Awareness
2. Operational Control Improvements
3. Environmental Objectives, Targets & Programs
This is over and above complying with the environmental legal requirements as applicable
to its processes/ functions and activities and other requirements to which it subscribes.
Energy, environmental, social and societal responsibility is an integral part of Company’s
corporate culture and strategy, as is business performance, and Company is committed to
deliver at its best.
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i. Community and Society Focus
Guided by its mission to be a ‘Responsible Corporate Citizen’ and ‘Concern for Society and
Environment’, R-Infra has engaged itself in the following initiatives.
Slum Safety Awareness Drive – As mentioned earlier nearly 40% of RInfra consumer
base resides in slums. Many accidents occur in slums due to unawareness towards electrical
safety. RInfra has taken the responsibility of increasing awareness about Safety in slums. by
conducting sessions in the slum areas.
Young Energy Saver (YES) Project – As a part of its Demand Side Management
initiatives, R-Infra has initiated an innovative campaign to educate students in serving the
cause of sustainable Energy efficiency and Energy conservation.
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Project Dignity –RInfra provided support to BMC to upgrade 4 Crematoria as it is one of
the most neglected community service areas.
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j. Summary:
RInfra is able to consistently serve its consumers with World class product quality and
services mainly by focusing on Customer needs, Product, Services Processes and
contribution to Society. With the focus on providing superior value to all its stakeholders,
R-Infra has set several benchmarks and follows several global best practices, thereby
becoming a model for other utilities to emulate.
Even Administrative Staff College of India which was appointed by MERC has
acknowledged RInfra’s consistent performance. Some of the excerpts from ASCI report
are:
“Over the years, the distribution company was able to meet the needs of a growing
consumer base and rising demand for electricity of its consumers. It is observed that it
consistently demonstrated reliable operating performance on all its key parameters over the
six year period investigated. For instance, in 2008-09, the Average System Availability Index
was 99.96% i.e. RInfra ensured that its consumers received power 99.96% of time.
Similarly, it reduced the distribution losses from 13.37% during 2002-03 to 10.16% during
2008-09 and improved the quality of supply significantly over the years.” Page No 173
“Investment required to meet the load growth – connection of new loads and load growth
in the existing installations, IT and automation, street lighting etc., are considered essential.
Investment on metering is required to measure the energy consumed accurately to improve
the metered sales and thereby reduce commercial loss and improve revenue. Investment on
system reliability depends on the level of reliability required and in order to maintain high
quality of supply in Mumbai such investments are essential. Considering all the factors
discussed above and detailed in the report, Investigating Authority is of the view that the
capital investment made is commensurate with the demand growth etc., and it cannot be
said that there is over investment.” Page No 190
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Rewards & Recognitions
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3
Rewards and
Recognitions
R-Infra has received several recognitions along its journey to excellence. The recognitions
have been in the following areas:
Overall Excellence
a. IMC RBNQA Commendation certificate for business excellence
b. IEEMA National award for excellence in Power Distribution – Urban
Excellence in Technology
c. Genius of the Web award for the best website in Utility Sector – By Web-18 group
d. Special achievement award for GIS SAG –By ESRI
e. SAP-ACE award for best Service sector implementation in Utility sector in India
f. PCQUEST Best IT implementation award for AMR project
g. NASSCOMM CNBC TV18 IT User award in Energy & Utility Sector
h. NASSCOMM IT Innovators award for innovation in IT projects
i.
TeamStudio Spotlight award for Lotus Domino application TASK TRACKER
j.
PCQUEST Best IT implementation award for EMS project
Excellence in Quality
k. Recertified for ISO 9001 : 2008
l.
Certified for ISO-27001
m. 5 Par Excellence awards & 2 Excellent awards for Quality Circle / Six Sigma projects
during National convention of QCFI
n. 1 Gold category award for Quality Circle project during Internation Convention of
QCFI
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Excellence in Training
o. Golden peacock Award for apex training centre (REMI)
p. ASTD Excellence in Practice Award for exemplary practices in workplace learning
and development
Excellence in Corporate Governance
q. Golden Peacock Award for pursuit of excellence in Corporate Governance
Excellence in Cost Management
r. ICWAI National award for excellence in Cost management in large private sector
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