Welcome to
Group
Presentation
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HPL Group – At a glance
HPL Group established in 1956 with product range as:
• LT Switchgear & Electrical protection devices
• Electronic Energy Meters,
• Lighting & Luminaries and
• Wire & Cable.
A Multiproduct Company having :
•Total Turnover INR 1000 Crores
•9 Manufacturing Units
• 69 branch offices in India
• 1200 Authorized Dealers
• 5400 Workforce
• 15000 Retailers
• Experience in RGGVY, Substation design & Energy
Efficiency Projects like BLY & ESCO.
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BLY Process - overview
Pre – Project Implementation
Post– Project Implementation
(One Time)
1
(Repeated): FY-1
SSC-CPA –DD
Preparation
7
Consistency check
by BEE
8
FY-2….FY- 8
Project Monitoring
2
Project verification &
Registration
3
Consistency check
by DOE
4
CPA registration
Repeated for next
Verification Cycle
9
Issuance of Carbon
Credit - (FY-1)
5
CFL distribution
6
Project
Verification
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• HPL – BLY Projects in hand
• BESCOM – 2 Circles -7 Divisions
- Already under implementation
- Validation and Inclusion of PDDs in final stages
with DOE
- CFL Distribution started
• Goa Electricity Board – 2 Blocks
- Already under implementation
- PDDs submitted with DOE for validation
- Site verification by DOE by March end.
• CESCOM – Mysore Circle
- In planning stage – Agreements signing in process
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• HPL – BLY Projects in pipeline
• Indore - qualified in the bid and LOI in
process.
• CESCOM – 4 Circles - Bid submitted and
likely to get repeat LOI on the basis of
Mysore
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BESCOM
•
•
•
•
•
•
•
•
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Total Households – 16 Lac (appx.)
Average No. ICL per H/H – 2.5
Divisions – 7 Nos.
Total ICL to be replaced @ 2.5 per H/H – 40 Lac
(appx.)
Estimated approximate cost of implementation –
INR 70 Cr.
HPL Source of funding – Own resources
Revenue returns – Only through CER in 8 years.
Expected breakeven – in 5 years at present value of
CER
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BESCOM - Consumer Spread
• BESCOM – Rural and Urban
- Divided into divisions
- Further divided into subdivisions
- Further divided into sections
• Rural – subdivisions are Talukas
- 24 Talukas in both circles (BRC & Kolar)
- each Talukas has13-20 Gram Panchayats
- Each Gram Panchayat has 5-8 villages.
- Each village has 300-500 houses
• Urban subdivisions are townships having at least
30,000 population.
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BESCOM
• Team of 1000 persons in field.
• 1 supervisor every 10 teams.
• One big warehouse of 5000 sq. feet area feeding
substores.
• 7 Substores (one in each division) for buffer stock.
• Centralized data entry and record keeping.
• 28 Vans and two small trucks for material transport.
• Per day 15000 H/H targetted- Gradual scaling up
from 5000.
• Distribution/Installation to be complete in 4-5
months starting from March.
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HPL - team Organization Chart for Distribution
PROJECT HEAD – 1 No.
(For each SSC-CPA)
SUPERVISOR - 1
SUPERVISOR - 2
SUPERVISOR - n
STORE
INCHARGE
DATA ENTRY
ACCOUNT
Sub-Contractors
Team 1
Team 2
Team 3
.
.
.
Team “n”
(Each team
will be 1 or
gang of two
as required)
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Team 1
Team 2
Team 3
.
.
.
Team “n”
(Each team
will be 1 or
gang of two as
required)
Team 1
Team 2
Team 3
.
.
.
Team “n”
(Each team
will be 1 or
gang of two as
required)
9
BLY CHALLENGES AS A PROJECT IMPLEMENTER
• Finance – HPL is self financing BLY projects
implementer should have financial sustainability to meet:
- All costs involved upfront
- Stay there for 10 years (Project life)
- Rising cost of money (interest rate)
• CFL – this is central to the success of project.CFL should have
-High quality
- ability to perform for 8 years
-Able to exceed all technical parameters like 10,000 hours, HPF,
lumens, CRI, sustain voltage fluctuations etc.
-Whether the implementer is an investor or manufacturer. It is most
important to ensure product (CFL) quality, performance and
longevity. Any average quality product such as Chinese CFL or
component will not sustain the entire period.
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BLY CHALLENGES - AS A PROJECT IMPLEMENTER
• T & D losses – Key factor for calculating CER
-not separately identified by DISCOM
-not separately published in public domain
- derived from annual AT&C losses.
• Installation - by far most challenging aspect
- vast spread out field
- varied geographical terrain
- demographic variation – language
- cultural sensitivity
- urban / rural set up
- variations in education and literacy level
- lack of awareness about benefits of scheme
- CER liability transfer issues
-warranty period replacement
-collection / safe disposal of fused CFL (process & cost aspects)
- collection & stocking of returned ICL till destruction
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BLY CHALLENGES AS A PROJECT IMPLEMENTER
• PAYBACK & EARNING – UNTREADED PATH
-entire earning is thru sales of CERs
-issuance of CER itself involves huge documentation and
approval
-Qp,j survey – success hinges on minimum CFL failure
rate, minimum pilferage & usage in high usage areas.
- payback comes during first 5 years.
- CER is allocated in a common pool account with BEE –
proper tap to be maintained by investor for transfer of CER.
- CER market is speculative – difference in spot price & long
term price.
- Kyoto protocol concluding 2012
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Thank You
For further information contact
Mr. Susheem Pandey – DGM Projects
(9810336031)
Mahesh Sharma – Sr. Engineer – Projects
(9871190665)
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Jan’ 08
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