News Articles on Power Sector

8/14/2019 News Articles on Power Sector

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ALSTOM T&D India will supply its world-leading energymanagement system to Power Grid Corporation of India11/11/2013 | 04:07am US/EasternRecommend:

Alstom T&D India will help monitor and control India's electricity supply network with twocontracts worth 1 billion INR (12.5 million) awarded by Power Grid Corporation of India(POWERGRID). Alstom will supply its world-leading energy management system (EMS)to enable reliable, secure and efficient operation of the electric power system. Thescope of the two contracts covers EMS packages for India's Southern[1]andWestern[2]Regional Load Dispatch Centres (SRLDC and WRLDC).

The growth in India's electrical grid capacity requires the upgrade to both 765 kV ACtransmission and High Voltage Direct Current (HVDC) transmission for bulk powertransfer. These technologies need to be backed up by equally advanced energy

management software. Alstom's EMS ensures overall reliability of the electric powersystem, through state-of-the-art user interface and situational awareness capacities. It isanticipated that this will enable POWERGRID operators to make fast decisions usingadvanced visualisation, information storage and retrieval tools.

Rathin Basu, Managing Director, Alstom T&D India Limited, said "Since 2002, Alstomhas been a pioneer in bringing in smart technology to India's transmission grid. It hassupplied equipment to India's three out of five Regional Load Dispatch Centres and tothe National Load Dispatch Centre. This second wave of upgrades for the regionalcentres will significantly improve the operational efficiency and increase power flowacross the Indian grid, particularly after the integration of Southern grid into the national

grid (expected in 2014). This success, once again, confirms Alstom T&D India'sleadership in the Smart Grid domain".

Alstom is the world's leading provider of energy management systems and itstechnologies manage more than 70% of the power flow in India's electrical grid. Itse-terraplatformtechnology runs 10 out of 14 of the world's largest Power Grid Operators,including PGCIL. The latest contracts follow a 1.9 Billion INR order last year for theNational Transmission Asset Management Centre Project, which is currently underimplementation. The project will support PGCIL in the management and control of 192substations from nine regional and one national asset management centre.

About AlstomAlstom is a global leader in the world of power generation, power transmission and railinfrastructure and sets the benchmark for innovative and environmentally friendlytechnologies. Alstom builds the fastest train and the highest capacity automated metroin the world, provides turnkey integrated power plant solutions and associated servicesfor a wide variety of energy sources, including hydro, nuclear, gas, coal and wind, and itoffers a wide range of solutions for power transmission, with a focus on smart grids. The
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Group employs 93,000people in around 100 countries. It had sales of over 20 billionand booked close to 24 billion in orders in 2012/13.

Alstom T&D India(globally known as Alstom Grid), is a market leader in the Indianpower transmission sector. It has over 100 years of expertise in building the

transmission infrastructure for the country. Alstom has a strong portfolio of products,solutions and services, comprising the entire range of transmission equipment up toExtra and Ultra High Voltages (765 kV and beyond) including air-insulated switchgear(AIS) and locally manufactured power transformers and gas-insulated switchgear (GIS).It also provides power electronics solutions (HVDC, FACTS) to create super highwaysand offers highly advanced power management Smart Grid solutions for transmissionand distribution including renewable energies integration. With over 3,500 employeesand eight world class manufacturing units, Alstom T&D India is future ready to supportthe rapidly evolving transmission sector in India.

Press Contacts (Alstom India)

Aparna Srivastava+91 9560646622 /[email protected]

Websitewww.alstom.com/India

[1]Southern Region Load Dispatch System includes Andhra Pradesh, Puducherry,Kerala and POSOCO

[2]Western Region Load Dispatch System includes Madhya Pradesh, Gujarat,Chhattisgarh, Goa, Daman, Diu and Dadar Nagar Haveli
mailto:[email protected]:[email protected]:[email protected]://www.alstom.com/http://www.alstom.com/http://www.alstom.com/http://d/Documents%20and%20Settings/ssingh5/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/YF9PUZTL/Alstom%20TD%20wins%20Power%20Grid's%20NMS%20contract%20worth%20INR%201%20Billion%2011%20Nov%202013%20FINAL.docx%23_ftnref1http://d/Documents%20and%20Settings/ssingh5/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/YF9PUZTL/Alstom%20TD%20wins%20Power%20Grid's%20NMS%20contract%20worth%20INR%201%20Billion%2011%20Nov%202013%20FINAL.docx%23_ftnref1http://d/Documents%20and%20Settings/ssingh5/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/YF9PUZTL/Alstom%20TD%20wins%20Power%20Grid's%20NMS%20contract%20worth%20INR%201%20Billion%2011%20Nov%202013%20FINAL.docx%23_ftnref2http://d/Documents%20and%20Settings/ssingh5/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/YF9PUZTL/Alstom%20TD%20wins%20Power%20Grid's%20NMS%20contract%20worth%20INR%201%20Billion%2011%20Nov%202013%20FINAL.docx%23_ftnref2http://d/Documents%20and%20Settings/ssingh5/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/YF9PUZTL/Alstom%20TD%20wins%20Power%20Grid's%20NMS%20contract%20worth%20INR%201%20Billion%2011%20Nov%202013%20FINAL.docx%23_ftnref2http://d/Documents%20and%20Settings/ssingh5/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/YF9PUZTL/Alstom%20TD%20wins%20Power%20Grid's%20NMS%20contract%20worth%20INR%201%20Billion%2011%20Nov%202013%20FINAL.docx%23_ftnref1http://www.alstom.com/mailto:[email protected]


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Grassroots GovernanceDevolution of Powersand The Panchayats

Despite many well thought-out, detailed guidelines

and advisories, and messages from none other than

the Prime Minister, the pace of devolution of powers

to the panchayats has been slow and patchy,

saysSudha Pillai

The Constitution 73rd Amendment Act, which came intoeffect on 23 April, 1993, created a three-tier structure ofPanchayati Raj. The Act provided for mandatory conduct

of panchayat elections to the three tiers district,intermediate and village every five years, the setting upof a State Election Commission, a State FinanceCommission and reservation of not less than one-third ofthe elective seats of members and chairpersons for women, and for SC and ST persons in eachdistrict in proportion to their population. The Constitution, moreover, provided for devolutionof powers upon panchayats. Article 243 G of the Constitution provides as under:

A 243 G powers, authority and responsibilities of panchayats Subject to the provisions of theConstitution, the legislature of a State may, by law endow the panchayats with such powers andauthority as may be necessary to enable them to function as institutions of self government andsuch law may contain provisions for the devolution of powers and responsibility upon

panchayats, at the appropriate level, subject to such conditions as may be specified therein, withrespect to (a) the preparation of plans for economic development and social justice, and (b) theimplementation of schemes for economic development and social justice as may be entrusted tothem, including those in relation to matters listed in the Eleventh Schedule.

According to the Expert Committee on Leveraging Panchayats for Efficient Delivery of Goodsand Services, headed by Mani Shankar Aiyar, which gave its report in April 2013, Article 243 Gcalls for Panchayats to be endowed with the required power and authority function asinstitutions of self government for planning and execution of economic development andsocial justice, pertaining to the 29 subjects listed in schedule XI, whether in respect ofdevolution to PRIs through Central Government schemes, or through devolution to the PRIsthrough State Governments. The provision relating to grassroots planning contained in Article243 ZD, is to be read with Article 243 G.

Twenty years down the line, many things have changed. The subject of Panchayati Raj was dealtwith by a division in the Ministry of Rural Development till mid-2004. The earlier years sawfocus on the implementation of certain provisions, such as conduct of elections under the 73rd

Amendment as well as the Panchayats Extension to Scheduled Areas Act, which was passed inDecember 1996. Even during those early years, the Central Government was mindful of the needfor grassroots planning as well as devolution of powers and functions under Article 243 G. It wasequally clear that the spirit of the law envisaged empowered panchayats and vibrant Gram


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Sabhas. It was also equally clear that empowerment would result not only from a generaliseddevolution from State governments, but that this devolution would work only if there was clarityof roles among the three tiers. Further, the devolution would work only if matching funds andfunctionaries were also made available to panchayats.

The Model Panchayati Raj Act and Activity Mapping Exercises, undertaken through these years,

were aimed at making possible operationalisation of Article 243 G and Article 243 ZD. Thesubsequent transfer of Article 243 ZD to the remit of the newly created Ministry of PanchayatiRaj was expected to stitch together planning and implementation roles of panchayats. Duringthese years, several advisories and what Mani Shankar Aiyar calls, unambiguous orders at thehighest level to institutionalise Panchayat Raj systems, have not really led to the embedding ofgrassroots planning in the annual or five-year plans of Centre/States, nor have the panchayats

been significantly vested with powers as contemplated under Article 243 G. Panchayat electionsare being held, though some States manage to put them off for a year or two. Panchayatelections could be held in Jharkhand only 12 years after the creation of the State. By and large,provisions relating to reservation and Gram Sabha meetings, have been complied with.

However, we have to come back to Article 243 G, which, to quote Mani Shankar Aiyar (MSA)

once again, is the operative core of the 73rd Amendment. Both, the State governments andcentral ministries have been very slow to take note of these provisions. It has been suggestedthat the use of the word may in Article 243 G implies that there is no mandatory requirementto devolve powers and functions. Shortly after he took over as Minister for Panchayati Raj, ManiShankar Aiyar embarked on a series of round table conferences with State governments todiscuss each and every issue pertaining to the 73rd Amendment. The very first round table, heldin July 2004, pertained to Effective Devolution of Functions. The relevant resolutions which

were the outcome of the joint exercise, stated that the essential step was the identification ofactivities related to the devolved functions, with the view to attribute each of these activities tothe appropriate tier of the three-tier system; that, to the extent possible, there should be nooverlapping; and, the principle of subsidiarity must guide this exercise. States were called uponto complete activity mapping within the fiscal 2004-05. The Union Ministry of Panchayat Raj

even offered technical advice on demand. Most importantly, the resolution called upon the Stategovernments to ensure a measure of irrevocability of devolved functions by routing devolutionthrough legislative measures, or alternatively providing a strong legislative framework fordevolution through executive orders.

The resolutions, similarly, covered effective devolution of functionaries in consonance withactivity mapping of functions and also reconceiving the DRDAs. Resolutions pertaining tofinances called for the preparation of a road-map by end of fiscal 2005-06 comprising inter aliathe inclusion of PRI component in the budget of each State/Central Government department,

based on activity mapping, provision of progressively larger untied grants from the PlanningCommission to PRIs, setting a timeframe for submission of State Finance Commission Reports,and action on these recommendations/ATRs. The resolutions also called for steps to encouragepanchayats to raise their own resources. Finally, this round table called for certain specific stepsfor empowerment of Gram Sabhas as contemplated under Article 243 A. In November 2004, theCabinet Secretary also issued a letter to all ministries operating Centrally Sponsored Schemes(CSS) to reflect in their respective schemes, the import of Constitutional provisions in letterand spirit. This exercise was to be completed, in consultation with the Ministry of PR, withintwo months. In January 2009, an advisory was issued by Secretary PR to chief secretaries ofStates. The scope and content of this advisory is so exceptional that had the State governmentsacted on in and put the systems in place by the stipulated date of 1 April 2009, the last four years

would have represented the golden age of decentralised governance, characterised by grassroots


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participation, transparency and accountability.

As for planning, there is similarly, no dearth of guidelines and advisories. In August 2006, thePlanning Commission had issued guidelines for the preparation of the district plans and theirincorporation into the 11th Plan and Annual Plan 2007-08. Some States, notably Kerala, issueddetailed guidelines on planning. The Kerala example has been periodically made available to

other States, specially with regard to participatory planning exercise at the level of GramPanchayats. However, despite these well thought-out and detailed guidelines/advisories andmessages from none other than the Prime Minister, the pace of devolution has been slow andpatchy.

The Indian Institute of Public Administration (IIPA) brought out a publication earlier this yearon Panchayat Devolution Index 2012-13, relating to the implementation of the Operative Coredevolution of funds, functions and functionaries. According to this Devolution Index, certainStates have done better than others. Maharashtra, Karnataka, Kerala, Rajasthan, Tamil Nadu,

West Bengal, Madhya Pradesh, Chhattisgarh, Haryana, Gujarat, Odisha, Tripura, Uttrakhandand Sikkim are above average in the Devolution Index. Uttar Pradesh, Assam and HimachalPradesh are at midpoint. States such as Goa, Punjab and Bihar show a very low level of

devolution.

In the devolution of functions, Karnataka tops the list while Maharashtra occupies overall thefirst position and also the first position with regard to the devolution of finances andfunctionaries. Kerala occupies overall the third position, but is at number four with regard todevolution of functions. It is Rajasthan which is at number three with regard to this parameter.

Since Karnataka, Maharashtra and Kerala are certainly leading the States, it is important toanalyse their profile with regard to devolution of funds, functions and functionaries.

Maharashtra: The State leads in the overall Index. The State government has regularlyconstituted SFCs, taken steps to facilitate IT-enabled e-governance, and has empowered

panchayats to levy taxes. As many as 102 schemes of 11 key departments stand transferred topanchayats along with approximately 16,000 personnel. The downside is that with regard to the11 subjects transferred, the devolution is not complete. Moreover, the subjects with regard to

which no devolution has taken place, are critical to the working of panchayats.

Given the size of Maharashtra, the number of functionaries transferred to panchayats isinadequate. In the tribal districts, staff situation, both in terms of inadequacy of sanctionedposts and vacancy position, is much worse than elsewhere. Accountability to panchayats is notembedded into the system. Zila Parishad recruits officials at class III and IV levels, while staff tohigher positions is provided by the State government.The most serious problem is that of onegram sevak being in change of more than one Gram Panchayat. Multi-village Gram Panchayatsare also another facet of this problem which leads to lack of accountability.

Karnataka: The IIPA Devolution Index places Karnataka overall at the number two position. TheState is number one in the devolution of functions, number two in the devolution of finances,and number three in the devolution of functionaries.

Specific functions have been spelt out in Karnataka PR Act 1993. Further, empowerment andindependence has been ensured by the Activity Mapping Framework issued in 2003. However,there are areas of ambiguity. Moreover, with regard to subjects such as agriculture, animalhusbandry and dairy, power and general education, the scope of functions is very limited.


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Kerala: The State is number three in the Devolution Index, but in many ways it hasdemonstrated greater compliance with the 73rd Amendment. Most of the provisions of theModel Act have been reflected in the State Panchayat Raj Act, with only a few notable exceptionsfor example, the making of a panchayat disaster management plan.Devolution has been spelt in respect of 17 functions. However, as in other leading States, the

number of functionaries is not adequate relative to the functions. This places the available staffunder great pressure. State Finance Commissions are appointed on time and with dueregularity. Funds for panchayats comprise one-third of the State Plan and are shown in the StatePlan. The eco-system is more pro-Panchayati Raj on the 73rd Amendment paradigm. However,Gram Sabhas are mostly platforms for identification of beneficiaries. Maintenance of accountsand their audit, greater functional role for members of panchayats, improved functioning ofstatutory committees which will draw into these members and give a greater say to women andSC/ST members, are reforms that Kerala can contemplate. There is need for more and bettertrained staff to provide for greater financial and functional efficiency. The there is need also forsome formal provisions of rules for social audit.

If we now look at some other States such as Odisha, Chhattisgarh, and Gujarat, which are above

the mean in the Devolution Index, we find that in Odisha, the law does provide for entrustingthe panchayat with 21 matters out of 29 matters listed in the XI Schedule and Activity Mappinghas also been done. Orders were issued in October 2005. In fact, Activity Mapping clearly setsdown the list of functionaries and the panchayat to whom they are accountable. However, noneof the 11 departments concerned have operationalised these orders. Only with regard to drinking

water and sanitation are the Gram Panchayats directly involved. At the intermediate and districtpanchayat level, almost all activities are carried out by the line departments and functionariesare mostly under the control of the administrative department. On paper, however, they areaccountable to panchayat with regard to finances, the revenue base of Gram Panchayats israther poor though the kendu leaf grant constitutes a major source a revenue. The overall

budgetary allocation for panchayats is low.

In Chhattisgarh, there was a reverse movement in the first 10 years after the formation of theState. Now, however, the state has shown a renewed commitment to devolution. An activitymapping documents that the role of panchayast is limited to schemes such as MGNREGA,though under PDS panchayats are playing an increasingly important role. Finally, bulk of themoney available to PRIs is from the Central Finance Commission grants and centrally sponsoredschemes.

In Gujarat, after several top-level initiatives and activity mapping exercises, it was decided that14 subjects would be fully devolved and five would be partly devolved. Notable among the 14devolved functions are agriculture, rural housing, road, poverty eradication programmes andhealth. Among the partly devolved functions, primary and secondary education are the mostimportant. Lack of accountability of staff to panchayats and lack of funds characterise thepresent situation with regard to panchayats, even though in many respects the StateGovernment has taken innovative steps and computerisation of Gram Panchayats has certainly

been a pioneering and empowering step.

In some States, however, even formal activity mapping has not been done. Devolution in theseStates is at an elementary or rudimentary level. The Expert Committee has, in fact, come tothe conclusion that nothing would incentivise full-scope activity mapping by the States asactivity mapping through CSS. Once CSS scheme guideline are brought in line with theConstitutional imperative, it would automatically create the framework within which States


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would find it practical and feasible to devolve state schemes to PRIs.

The Expert Committee refers to the 2008 report of Secretary Coordination and PerformanceManagement Cabinet Secretariat and Secretary (PR), titled Modifying the Guidelines ofCentrally Sponsored Schemes for Identifying a Domain for Panchayati Raj Institutions. In itsessence, the report recommends that CSS guidelines be substantially modified to provide

centrality to elected rural local bodies with a new initiative to enhancing coverage and outreach.

These recommendations, as also the latest advisory of the Planning Commission of 1 April 2009,have remained on paper. In the meantime, CSSs continue to be implemented through parallel

bodies which emerge as competing power centres. These send a strong anti-panchayat messagesthat neutralise all the advisories and limit the impact of the schemes of the Ministry ofPanchayati Raj. It is not strange, therefore, that only a handful of States put their weight behind

Article 243 G.

This brings us to the toughest question that we must confront. Does Article 243 G as it ispresently worded, really create a legal and Constitutional imperative to devolve powers uponpanchayats?

Should it have been worded differently and should there be a panchayats list in the samemanner as there are Central, State and Concurrent lists? The existence of the State list has notprevented formulation of CSSs so a panchayat list will not really make things too rigid. But itmight give panchayats what they really need a place in Indias federal polity.

Sudha Pillai is Distinguished Fellow, SKOCH Development Foundation


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Draft guidelines on hydel projects local area fund issued

SUMIT KUMAR

November 13th, 2013

0

The Mumbai power ministry has issued guidelines onthe local area development fund (LADF) of central hydro-electric projects, in order to meet the infrastructure anddevelopment needs of local population.

As envisaged in the National Hydro Power Policy 2008, anadditional one per cent free power from the project would

be provided and earmarked for LADF. The host stategovernments would also provide a matching one per centfrom their share of 12 per cent free power towards thiscorpus. These guidelines will be applicable to all centralhydro-electric projects whose power allocation ordershave been issued after August 31, 2008. The ministry hassought comments and suggestions from all stake holders.

According to the draft guidelines, the amount receivedfrom the sale of one per cent additional free power by theproject developer will be allotted by the local areadevelopment committee (LADC) in the form of cashtransfer to all families of the project affected area (PAA),every year, during the entire life span of the project. Cashtransfer to the beneficiaries under the scheme be carriedout only by electronic transfer of funds from the bankaccount of the LADF to the bank account of thebeneficiaries.The works to be taken up in the PAA and project affectedzone will be only on the basis of the recommendations of


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the concerned gram panchayat, block and district levellocal bodies.


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Draft guidelines on hydel projects'local area fund issued

Local bodies to play key role in fund use for developmentprojects

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The Mumbaipower ministryhas issued guidelines on thelocal area developmentfund(LADF) of central hydro-electric projects, in order to meet the infrastructure anddevelopment needs of local population.

As envisaged in the National Hydro Power Policy 2008, an additional one per cent freepower from the project would be provided and earmarked for LADF. The host state
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governments would also provide a matching one per cent from their share of 12 percent free power towards this corpus. These guidelines will be applicable to all centralhydro-electric projects whose power allocation orders have been issued after August 31,2008. The ministry has sought comments and suggestions from all stake holders.

According to the draft guidelines, the amount received from the sale of one per centadditional free power by the project developer will be allotted by the local areadevelopment committee (LADC) in the form of cash transfer to all families of the projectaffected area (PAA), every year, during the entire life span of the project. Cash transferto the beneficiaries under the scheme be carried out only byelectronic transferof fundsfrom the bank account of the LADF to the bank account of the beneficiaries.

The works to be taken up in the PAA and project affected zone will be only on the basisof the recommendations of the concerned gram panchayat, block and district level localbodies.

The revenue to be deposited in the LADF for a project for a particular year would bebased upon the annual tariff fixed by the power regulator. The contribution into LADFwould be made annually by the state government and project developer. The LADFwould be available in the form of an annuity over the entire life of the project.

Former power secretary R V Shahi told Business Standard: With these guidelines, onecould expect more seriousness on the part of state level implementing agencies. Whenthe policy of 12 per cent free power to the concerned states was made, itsimplementation review indicated most of the states have hardly spent any amount forthe local as well as state level infrastructure and welfare development activities. This

was the single-most responsible factor contributing to the lack of confidence amongpeople for hydro-electric projects. Therefore, one per cent additional power was addedin 2005 exclusively for local area.

A state-level committee headed by secretary (energy) will monitor the operation of theLADF. Further, the LADF will be administered by LADC, which will be constituted foreach project separately. All these LADCs constituted within the district will functionunder the overall superintendence and control of the district magistrate.

There will be four categories of families in the PAA: fully-affected families; partiallyaffected families; below-poverty-line families among non-projected affected families;

and above-poverty-line families among non-projected affected families.
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Energy & Power

12 Nov, 2013 17:13 IST

India Inc. Moots PPP For Coal Sector

Coal remains mainstay in energys back-bone with over 57% share in

power generation

Moyna

ONGC's Flat Prof i t Worr ies As Growth Financing Eyed

Governm ent May Al low Doub l ing Of KG-D6 Gas Price

SC Dismiss es Essar Oi l 's Plea On Tax Dues

Indian industry is seeking increased public private partnerships (PPP) forre-energising domestic coal production and wants the government to findways to meet the current and future demand for coal, instead of delving inthe past.

The demand comes at a time when coal availability and India's energysecurity has been very uncertain since the unearthing of the coal scamclose to two years ago.

An industry sponsored knowledge paper, released at an event organisedby apex association Ficci on Monday, 11 November, emphasised the needfor PPP model in coal mining and production, and called for the use ofinland waterways for transportation of coal. Additional fuel rakes for freighttransportation and expeditious land and environmental clearances werealso sought.
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Speaking on the occasion, SK Srivastava, secretary, Ministry of Coal, saidthat the main factors not taken into account when blaming coal productionin India. According to him, the high population density of the country andthe fact that majority of the coal reserves, limited to 7-8 states, are locatedunder forest cover or populated areas are the real reasons why India failsto utilise its ample reserves. Given the limitations in the sector the realquestion is about our ability to extract any coal at all, he said.

Srivastava claimed that the government is working on all the suggestionsmade by the industry. Dedicated rail-lines from coal production toconsumption centresin order to avoid supply chain inefficiencies relatedto coal transportationwas another demand which is considered seriously.

In FY2013 cumulative coal production was 575.71 million tons - an

increase of 7.4 per cent but against the projected demand of around 770million tons, implies power producers will need to import coal over 130million tons this year. Though growth is much better than the nominal 2-3per cent growth over previous years it is way below the requirement. It isexpected that aggregate coal demand is will increase to 980 million tons in2017 and coupled with oil imports and other essential commodities, furtherincrease in coal imports will put strain on the exchequer.

The recommendations assume greater significance as coal is and willcontinue to remain the mainstay in Indian energys back-bone with over 57per cent share in power generation. The largest coal consumer remains thepower sector at 74 per cent followed by steel and cement at a combinedshare of 11 per cent. The paper points out the need for India to look at along term strategy and pointing out the time taken from the initial geologicalsurveys to commencement of production in a coal block is typically around10 years as opposed to between 6-7 years internationally. These longcycles discourage private sector investment and increase the riskconsiderably for everyone involved, said S. Ravishankar, Director MetisEnergy Consulting.

While cautioning against drawing parallels with international coal scenariosSrivastava suggested increased coal production in the near future. He saidMoC in consultation with Coal India, ministry of finance and Ministry ofEnvironment is working on four aspects of coal miningenvironmentalclearance, land acquisition, evacuation and extraction.


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The discrepancies of coal block allocation were brought to light followingthe CAG report which in turn prompted the ongoing CBI investigations.Ever since India Inc feels coal - mainstay of India's energy - has become ahot potato with no official willing to sanction clearances or allocate newblocks. The scam and subsequent ban on mining as well as de-allocationof blocks had damaged businesses across the board.

The Ficci conference was meant to address the concerns surrounding thesector. The knowledge paper released at the event was produced incollaboration with Metis Energy Consulting.

[email protected]

- See more at: http://www.businessworld.in/news/business/energy-and-

power/india-inc-moots-ppp-for-coal-sector/1149497/page-1.html#sthash.ebV3XpQF.dpuf


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Indian sponge iron industry loses steam as problems multiply374 times viewed.Saturday, 09 Nov 2013

India has the rare distinction of being global leader in DRI production acquired

primarily on account of bountiful iron ore reserves and unregulated production

and environmental norms. However it is economy of production which guides

the quest for volume. Steel production through sponge iron route is not only

cheaper but even the set up cost of new plant is low on investment with

relatively shorter gestation period.

India is plush with critical raw materials viz., thermal coal and iron ore. Not

surprisingly when the developed nations are switching over to more eco-friendlyproduction process, Indian steel producers have found a safe haven in the

mineral rich regions of Chattishgarh, Orissa and Karnataka.

Propelled by the whirlwind of hiked GDP growth and insatiable demand by an

emerging economy in infrastructure, construction and consumer durables DRI

production touched 27.56 million tonnes in 2011 accounting for 43.4% of global

production. In a way India was China in sponge iron production.

However ever since the sheen has been lost with production slumping to 19.799

in 2012, accounting for 35.7% of global production and in 2013 till September

the production has been only 13.931 million tonnes expected to end at 18.617

million tonne for about 29% of global production.

The gradual climb down is a natural outcome of acute mess prevalent in the

iron ore mining over the last 2 years. Marked by severe clampdown on iron oremining and unending legalities iron ore production has slumped by 35% over

the last 2 years from 207 million tonnes in 2010-11 to merely 135 million tonne

in 2012-13 and expected to below 100 million tonne 2013-14. With no resolution

in site of the mining issues in site as the CEC and the Supreme Court toil to put

full proof mechanism in place shortage is likely to continue for some more time.
http://www.steelguru.com/sfTCPDF/getPDF/MzI3ODg0/Indian_sponge_iron_industry_loses_steam_as_problems_multiply.htmlhttp://www.steelguru.com/news/mail/MzI3ODg0/Indian_sponge_iron_industry_loses_steam_as_problems_multiply.html


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Thermal coal is another critical output in DRI production. Despite abundant

reserves Coal Indian Ltd has been struggling to meet requirements of the power

sector. As a result Sponge iron industry has been relegated to non-priority level

with allocated volumes getting transferred to power generation. Import is an

expensive option which will decimate margins by bloating cost in an already

down market for finished steel.

A plethora of historical problems remain alive viz

1. Non availability of hard iron ore lump,

2. High cost of natural Gas

3. Absence of good scrap

Multiplicity of problems has taken toll of the capacity utilization which hasdropped by 8% from 58.22% to 50.05% from 2011 to 2012.

In the backdrop of unending list of problems faced by the sector the drop in

production seems a natural outcome and it wont be long when the sector has

painful demise lest concerted policy measures are enunciated in time.

Some immediate thrust areas would be:

1. Resumption of mining in Karnataka where move already afoot to expedite

production from category A & B mines.

2. Karnataka is expected to produce about 20-22 million tonnes of iron ore by

February 2014 and touch 25 million tonne by end 2014.

3. Setting up of pellet plants to alleviate shortage of lump

4. Earmarking of thermal coal by signing stringent Fuel Supply Agreement

(FSA) with Coal India

5. Setting up of Coal gasification units to replace natural gas for the productionof synthesis gas.

6. Reduction in import duty on iron ore import

Source - Strategic Research Institute

(www.steelguru.com)
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IT's Power Play: Lalit Jalano Shweta Rao13.11.2013 kl 01:12 | CIO India

Be it steering the transformation of a conventional distributioncompany (discom) or championing the cause of electricityprivatization, Lalit Jalan, CEO, Reliance Infrastructure, has alwaystaken the road less traveled.

Be it steering the transformation of a conventional distribution company(discom) or championing the cause of electricity privatization, Lalit Jalan,CEO, Reliance Infrastructure, has always taken the road less traveled.

Today, the 56-year-old has fueled the metamorphosis of an erstwhile publicelectricity distribution company, BSES, to India's largest power utility in theprivate sector. In this interview, Jalan shares how IT is helping RelianceInfrastructure (RInfra) create new benchmarks and gain competitive edge.

CIO: You transformed a large PSU to a mammoth private company. Wasthe transition smooth?

Lalit Jalan:

Taking over BSES in 2003, marked the beginning of an exciting and

transformational journey. But becoming one of India's largest infrastructurecompanies wasn't a cakewalk.

BSES was a reputed utility company and came with a sizeable experiencein the power generation sector. The Electricity Act 2003 opened the powersector to private players. But, Reliance also had in-house domain expertiseas well as sound financial strength--with strong management and projectexecution skills--to drive the company. And we were prepared to faceresistance in the process.

We broke our journey into three parts. First, BSES Mumbai changed toReliance Energy. This meant transforming a conventional discom to atechnologically sturdy and world-class utility. We then revamped BSESDelhi from a deep-in-debt power discom to a symbol of hope for electricityprivatization. Reliance Energy then metamorphosed into RelianceInfrastructure, marking the final stages of an electricity utility evolving into amega-player in the infrastructure sector, as well as the power sector.


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If we had to transform from powering India to enabling India, we had to fuelthe acceptance of change. Our main focus lay in adopting the mostadvanced technologies and to develop and rise as an IT-drivenorganization. This has always given Reliance Infrastructure an edge overits competitors.

CIO: You said you were prepared to face resistance. How did youmanage?

Lalit Jalan:

The most critical aspect of transforming public utilities is to ensureemployee buy-in. We knew that the employees of both BSES and Relianceneeded to be taken into confidence even before the transition was initiated.We are a people-intensive business. Our success is based on human

resources. So, we highlighted the growth opportunities that the new setupwould open up.

I believe that employees have a lot of hidden potential and the key lies inunderstanding this value. We chalked out a roadmap to enhance employeequality and initiated some people development and team buildingprocesses. Some of these initiatives touched an entire gamut of employeesin the company.

Today, these initiatives have grown into a movement engaging over 8,000

employees in 422 programs. What started as a people development andengagement initiative has also resulted in imbibing teamwork andownership values, and has also promoted innovation.

CIO: The power industry is IT-intensive. What role does IT play in yourorganization?

Lalit Jalan:

Reliance Infrastructure's robust IT roadmap has helped us pioneer many IT

practices in all our verticals. For example, we are the only Indian utility withintegrated IT systems. Our network uses real time SCADA or DMSinterface with GIS which has improved power quality with a 60 percentreduction in power interruption time. We also have an outage managementsystem which reflects outage areas in GIS and ensures faster complaintresolution.


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In fact, thanks to our in-house expertise, RInfra is now an IT consultant andimplementation agency under the R-APDRP initiative of the Ministry ofPower for several SEBs (state electricity boards). We have also beenawarded IT consultancy for Karnataka discoms and SCADA consultancyfor Chattisgarh, Haryana, Maharashtra and Bihar.

RInfra pioneered the implementation of an enterprise toll managementsystem along with mobile environment monitoring system in theinfrastructure business. In the near future, our toll management systemswill be integrated with a common mobility card which is being introduced bythe Ministry of Urban Development. We have also implemented severalinitiatives like providing our users with an energy manager, a mobilewebsite, and a multi-stage grievance escalation matrix in our utilitybusiness. Consumer-friendly initiatives like these not only simplify CRM

processes but also bring customers closer to the organization and helpbuild brand reputation.

CIO: What are the key challenges of India's power distribution sector?

Lalit Jalan:

One of the most critical challenges faced by the power sector in India is theexceptionally high technical and commercial (AT&C) losses, which isprevalent across all distribution utilities. The national average of AT&Closses stands at an astounding 30 percent today.

There needs to be relentless focus on productivity enhancement throughcontinuous improvements in systems and processes and the adoption ofbest industry practices to yield impressive results--like our discoms in bothDelhi and Mumbai.

Another challenge is to find urgent solutions for the dismal financial healthof distribution utilities. Also, the most critical challenge faced by the powersector lies at the distribution end of the generation, transmission anddistribution value chain. The deteriorating financial health of discoms has

led to inadequate investments in the sector. This, in turn, has led to seriouspower shortfall, as well as poor quality of supply, which constrains overalleconomic output.

CIO: How can the power sector overcome these challenges?

Lalit Jalan:


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By taking a leaf out of our book. Take a look at our AT&C numbers, forinstance. Today, our Mumbai distribution business reports AT&C losses tothe tune of 10 percent as compared to approximately 14 percent in 2003.This is one of the lowest reported figures in AT&C losses across Indianutilities. The privatization of BSES Delhi has also been a remarkableturnaround story where we invested over Rs 6,500 crore in network andtechnology along with complete overhaul of systems and processes. Thishas translated into a drastic reduction in AT&C losses from 60 percentbefore privatization to an average of 18 percent for our Delhi discoms. Also,we have introduced significant reforms in quality and reliability of powersupply.

In Delhi, daily power cuts of four to five hours have now come down to fourto five hours of annual supply interruptions. This means reliability levels in

Delhi are now comparable to international benchmarks. And in Mumbai,with our history of providing consistent quality and uninterrupted power toconsumers, our reliability levels stand at 99.9 percent.

I believe that unless the health of the power sector is restored, it will mostdefinitely derail India's growing economy. Clearly, we have to find anational will towards cost-reflective tariffs. At the same time, the need of thehour is to induct greater efficiencies into distribution utilities by replicatingour success story.

Keywords:Business Issues
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EDITORIALS

Koizumis nuclear

power questions NOV 11, 2013

ARTICLE HISTORY

PRINT SHARE

While political repercussions continue over former Prime MinisterJunichiro Koizumis surprise calls for ending nuclear power generation inJapan, what the once popular leader points out are all sensible andlegitimate questions about Japans energy policythat remain unanswered

by members of the Abe administration. Any energy policy that fails tosquarely answer the questions posed by Koizumi will not have anycredibility.

Koizumi, who kept largely out of the media spotlight after retiring aslawmaker in 2009, has been speaking out in recent months that Japan

should end its reliance on nuclear power. He says the Fukushima nucleardisaster changed his perception of nuclear power as a low-cost and safesource of energy and now says, There is nothing more costly than nuclearpower. He urges the government to divert the massive energy and moneyneeded to maintain nuclear power in Japan into more investments in thedevelopment and promotion of renewable energy sources.

Many of his former Liberal Democratic Party colleagues initially tried todismiss Koizumi as a retired politician who has nothing to do with the partytoday. Prime Minister Shinzo Abe, who served in key Cabinet and LDP

positions during Koizumis 2001-2006 rule, said it is irresponsible tocommit to ending nuclear energy at this point. Meanwhile, hopes haveemerged within the opposition camp that an alliance with Koizumi whodrew strong popular support while in office on the zero nuclear agendacould provide them with ammunition against the LDPs dominance in theDiet.
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The political ripple effects and some criticism over his flip-flop afterpromoting nuclear power while in office aside, what seems missing in thecontroversy are discussions on the very real and pressing issues highlighted

by Koizumi. He points to poor prospects for finding a permanent storagesite for highly radioactive waste after spent fuel is reprocessed. Thisproblem for which Japans nuclear power industry has long been likenedto a condominium without a toilet has been set aside since well beforethe Fukushima crisis.

Abe has told the Diet that a technology has been established to store suchwaste in geological layers deep underground. Koizumi says the problem isthat despite the existence of this technology, the government has beenunable for more than a decade to find a candidate site anywhere in Japan.

And this technology, Koizumi says, might be problematic in this quake-

prone country a point that Abe conveniently neglects to mention. Giventhe safety concerns over nuclear power following the triple meltdowns atthe Fukushima plant, it is even more doubtful that a candidate site will ever

be found, Koizumi says. Thus radioactive waste will continue to pile up aslong as nuclear power plants are operated.

Japansnuclear fuel cycle program is at a standstill. Completion of a fuelreprocessing plant in Rokkasho, Aomori Prefecture, has been delayed for

years, and the Monju fast-breeder reactor in Tsuruga, Fukui Prefecture, hasbeen idled for much of the time since a sodium leak and fire in 1995.

Meanwhile, storage space for spent nuclear fuel from reactors around thecountry, and in the Rokkasho complex, is nearly 70 percent full.

As Koizumi points out, the myth that nuclear power is cheaper than othersources of energy is thrown in doubt when the expenses for siting nuclearplants, their future decommissioning and waste disposal are included. Andon top of this there is the massive cost of dealing with the aftermath of theFukushima No. 1 meltdowns, including compensation, which far exceedsthe financial capacity of its operator, Tokyo Electric Power Co. This isnecessitating the injection of a huge amount of taxpayer money.

Abes rebuttal is that increased fossil fuel imports for thermal powergeneration to make up for the nuclear plant shutdowns is costing the nationtrillions of yen a year. But his rhetoric does not answer the question

whether nuclear power is really the affordable source of energy as it haslong been touted to be by the government especially after the costs of


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compensation and decontamination in the wake of the Fukushima nuclearcrisis are taken into account.

Abe has vowed to scrap the nuclear phaseout policy of the Democratic Partyof Japan-led administration that his LDP ousted from power last year. But

the prime minister has yet to present a new vision for the nations energypolicy except to say that he would reduce as much as possible Japansreliance on nuclear power while maximizing energy-saving efforts anddevelopment of alternative energy.

While the future of Japans energy policy remains elusive and theFukushima nuclear crisis is continuing, Abe has been pushing for the sale ofJapanese nuclear power plant technology overseas as part of his bid to

boost infrastructure exports. When Mitsubishi Heavy Industries andFrances Areva clinched a joint-venture deal in October to build a nuclear

power plant with four advanced reactors in Turkey, Abe said Japan isresponsible for helping improve the safety of atomic power in the world bysharing the experience and lessons from the disaster at the Fukushimaplant whose situation he has described as under control.

At home the Abe administration and the LDP are pushing for the restart ofsome idled nuclear reactors once they have cleared a new set of safetycriteria, even though radiation-contaminated water continues to leak fromthe Fukushima compound nearly 2 years after the meltdowns.

Abe should lay out a new energy vision that will fully address the doubtsabout nuclear power raised by Koizumi. His legitimate concerns are likelyshared by a large part of the public a majority of whom, according tomedia surveys, oppose restart of the idled nuclear reactors. As Koizumisays, only Japans political leaders can set the direction for the nationsenergy policy. The Abe administration has an obligation to choose a paththat ensures Japan will not have to contend with another nuclear powerplant disaster in the future.


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L&T Construction wins Rs 2309 cr orders

Engineering major L&T Construction on Thursday said it has won new

orders worth ` 2309 crores across various business segments in October

and November 2013.

The Transportation Infrastructure Business has secured a major order worth ` 694 crores from Kannur International Airport Limited for construction of a greenfield

airportsair side works near Kannur city in Kerala.

The scope includes design, engineering and construction of earth work and pavements for runway, basicstrips, turning pads, taxiways, apron, access roads, drainage system, related retaining structures,

formation platform for landside facilities along with airfield ground lighting system, visual aids for

navigation and bird hazard reduction system.

This order adds one more feather to the companys International airport construction expertise, matchingglobal standards in line with Bangalore, Hyderabad, Delhi and Mumbai International airports.

In Power Transmission & Distribution Business, new orders valued ` 738 crores have been received. Thisincludes an order worth USD 72 Million (` 447 Crs) received by L&T Oman LLC, a subsidiary of Larsen &Toubro Limited in Oman, from Oman Electricity Transmission Company.

The project is to be completed in 20 months and involves engineering, procurement and construction oftwo nos. 132/33 kV grid stations along with its 132 kV D/C overhead line and cabling works in Muscat

Governorate, Sultanate of Oman. This project was won by L&T Oman against stiff internationalcompetition.

A turnkey order has also been received from Power Grid Corporation of India Limited for construction of a400 kV D/C transmission line under transmission system associated with Mauda Stage2 (2 x 660 MW)generation project and two 220 kV D/C transmission line at Dadra & Nagar Haveli.

Another order has been received from Karnataka Power Transmission Corporation Limited forconstruction of 220 kV D/C Transmission line from Gadag to Bagalkot district in Karnataka on totalturnkey basis.

The Buildings & Factories Business has secured an order worth ` 504 crores. The order is from anesteemed customer for construction of 15 Nos. residential towers on design and build model inBangalore.

Continue reading
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Manager / Senior Manager - CommercialPerfect Peoples- New Delhi, Delhi

Skills:CEA, ERCs, MoP, PGCIL, Electricity, Act, Grid , Tariff, ABT, PPA, security,cess, Govt, Buyers, taxes, Account, sale, UI, short, term, PPA, Verification,Energy, Account, billing, PPA, plan, UI

Development of plan & strategy to meet obligations under long termPPA.

Development of plans & strategies for realization of optimumrevenues from short-term

Read More

Skills:CEA, ERCs, MoP, PGCIL, Electricity, Act, Grid , Tariff, ABT, PPA, security,cess, Govt, Buyers, taxes, Account, sale, UI, short, term, PPA, Verification,Energy, Account, billing, PPA, plan, UI

Development of plan & strategy to meet obligations under long termPPA.

Development of plans & strategies for realization of optimumrevenues from short-term & long term power sale through UI, power

exchange etc. Verification of Energy Account, billing and monitoring of revenue

realization. Monitoring of payment security mechanisms Recovery of cess, taxes and duties paid to Govt. from Buyers Co-ordination with O&M team to comply with ABT mechanism and

avoid penalties UI Account and LDC Transactions - Coordination with Load Dispatch

Center for realization and reconciliation. PGCIL transmission charges bills verification and payments

Keep updated and comply with regulations related to Electricity Act,Grid Code, Open Access, Tariff Guidelines, ABT etc. Relationship management with Buyers, Government Bodies like CEA,

ERCs, MoP, PGCIL etc.


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Markets back in green, Nifty above 6,000;banks loseECONOMICTIMES.COMNov 13, 2013, 11.45AM ISTMUMBAI: The Nifty, after briefly slipping below 6,000 for the first time since sinceOctober 8, is moving in a narrow range with positive bias. Losses in banks, capitalgoods and realty sectors were offset by gains in pharmaceuticals, auto and powersectors.

Meanwhile, therupee continued with its fall against theUS dollar for sixth straightsession. The Indian unit weakened to hit two-month low on concerns that US Fed mightbegin tapering of easy monetary policy sooner than expected.

This resulted in sharp fall in currencies of major emerging markets. Back home, thedollar demand by oil companies, debt outflows and downbeat economic data are puttingpressure on the currency.

The partially convertible rupee was at 63.64, up seven paise, against its previous closeof 63.71. It had slipped to two-month low of 63.88 in early trade.

"Rupee is depreciating continuously against the US dollar and is now trading close to64.00 levels. Yesterday's poor CPI andIIP numbers are seen putting pressure on therupee. Importers should cover around 63.30-63.20 levels. Exporters can start coveringpartially near 63.80-64.00 levels," said IndiaForexAdvisors report.Industrial production growth picked up in September but came in below expectationsasretail inflationclimbed to double digits in October; strengthening the possibility of afurther rise ininterest rates to tame prices.Growth in factory output as measured by the Index of Industrial Production (IIP) rose 2

per cent in September, from a year ago. The annual consumer price inflation (CPI) roseto 10.09 per cent in October from 9.84 per cent in a month-ago period.

"It seems unlikely to us that the RBI can ignore the CPI inflation numbers, althoughthere will at least be another release before the central bank's next meeting on 18December. We had already penciled in a 25bp repo rate hike at that meeting and feelmore confident about that," saidCredit Suisse report.

At 11:00 a.m.; the 50-share index was at 6,024.10, up 6.05 points or 0.10 per cent. Ittouched a high of 6,033 and a low of 5,994.25 in trade today.

The S&PBSE Sensex was at 20,334.23, up 52.32 points or 0.26 per cent. It touched ahigh of 20,345.81 and a low of 20,224.19 in trade today.

"Going ahead, economic data in US and India will be in focus as the RBI and US Fedmeet in the next month for their respective policy meetings. Fed meeting will be in focuswith markets looking at cues on the Fed taper. RBI's actions on interest rate front willalso be watched closely. Before that, the results of the elections in the five states will beannounced and that will be an important trigger for the market," said Dipen Shah, Headof Private Client Group Research, Kotak Securities.
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"At about 14.5x consensus FY15 earnings, valuations are not undemanding. We wouldrecommend a selective approach across sectors. We do like selectstocks in sectorslike IT, Media and private sector banks. Within beaten-down 'investment-led' sectors,one can look at stocks having attractive valuations, strong balance sheets and ethicalmanagement," Shah added.

The S&P BSE Midcap Index was up 0.09 per cent and the S&P BSE Smallcap Indexedged 0.06 per cent lower.

Among the sectoral indices, the S&P BSE Healthcare Index was up 1.03 per cent, theS&P BSE Auto Index was 0.82 per cent higher and the S&P BSE Power Index gained0.41 per cent.

The S&P BSE Bankex was down 0.43 per cent, the S&P BSE Capital Goods Indexslipped 0.34 per cent and S&P BSE Realty Index was 0.22 per cent lower.

TheNifty gainers included Sun Pharma (up 3.39 per cent),Tata Motors (up 1.93 percent),BHEL (up 1.55 per cent),Tata Steel (up 1.50 per cent) and M&M (up 1.37 per

cent).Sesa Sterlite (2.16 per cent), Asian Paints (1.92 per cent), IDFC (1.56 per cent), L&T(1.13 per cent) and Cipla (1.07 per cent) were among the losers.

Themarket breadth was negative on the NSE with 524 gainers against 597 losers.The foreign institutional investors bought shares worth Rs 347.58 crore while domesticinstitutional investors were net sellers worth Rs 870.4 crore on Tuesday as per theprovisional data fromthe National Stock Exchange.
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Minister rules out construction of nuclear plantBUSINESS & ECONOMY|NOVEMBER 8, 2013 | 14:43SOURCE: TANJUG

JAGODINA -- Minister of Energy, Development and Environmental Protection Zorana Mihajlovi says that the construction

of a nuclear power plant in Serbia is out of question.

(sxc.hu, stock)

Mihajlovi dismissed the possibility of building a nuclear power plant in Serbia not only for environmental reasons but also because

the construction would be extremely expensive.

In addition to this, Serbia lacks experts in this field, and the issue of radioactive waste would also come to the forefront, Mihajlovi

said in a TV panel discussion held Thursday evening in Jagodina.

"I don't think it would be good to build a nuclear power plant here", the energy minister said.

She said that Serbia refused to participate in the construction of a nuclear plant in Bulgaria. In her opinion, it would be a waste of

money, and the funds could be used to build not one, but two hydroelectric power stations.

"Let us make use of what we have and what is more environment-friendly," said Mihajlovi, pointing out that the capacities Serbia

plans to build would generate enough electricity, even for export.

The Energy Ministry's priorities are the construction of the 600 MW thermal power plant Stavalj, which will use high-quality zero-

emission coal, the 600 MW reversible hydroelectric power plant Bistrica, and the Novi Sad thermal power plants, she explained,

noting that the plants are expected to employ several thousand people.

Mihajlovi also emphasized that the government will not sell the Electric Power Industry of Serbia (EPS) and the natural gas

provider Srbijagas because they can help drive the development of Serbia".
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Nuclear Power Plant In Serbia Is Out Of QuestionMihajlovicTANJUG

Find story with similar tags:NUCLEARPLANTPOWERZORANA MIHAJLOVIC

JAGODINASerbian Minister of Energy, Development and Environmental Protection Zorana Mihajlovic says that the construction of a nuclear power

plant in Serbia is out of question.

Zorana Mihajlovic

Mihajlovic dismissed the possibility of building a nuclear power plant in Serbia not only for environmental reasons but also because the construction

would be extremely expensive.

In addition to this, Serbia lacks experts in this field, and the issue of radioactive waste would also come to the forefront, Mihajlovic said in a TV panel

discussion held Th

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