The power distribution network in consideration of hardware is efficient, but in the context of automation and modern technology, it is not comparable with the developed nations. So, new investments are essential for making the network in the disaster-prone coastal areas of Bangladesh dependent on disaster-resistant technology. We are also developing action plan for this.
Managing Director of WZPDCL Engr. Md. Shafique Uddin said this in an exclusive interview with Energy & Power Editor Mollah Amzad Hossain.
West Zone Power Distribution Company (WZPDCL) is assigned with power distribution and supply in the districts of the western region of Bangladesh. Are there challenges of WZPDCL which are different from other power distribution utilities?
The WZPDCL franchise encompasses extensive areas of 21 districts and 25 upazilla headquarters. There still exist power grid constraints in our assigned region. As for example, grid exists in Charfashion but not in Monpura. Consequently, we have to supply diesel-fired expensive power at lower tariff. Domestic consumers contribute 87% of the customer base. Commercial and industrial consumers are very few. As a result, our revenue generation is considerably less than that of DPDC or DESCO. Moreover, due to much greater numbers of domestic consumers, our profit is considerably less. Hence it is extremely challenging taking up new projects and implement it from own fund.
There are few long distance 33KV distribution lines in our franchise. This requires additional technological investments for ensuring quality power supply. These long distance distribution lines also cause higher technical losses. There are also many administrative challenges. It has been possible to resolve disputes with REB over command areas. Customer intensity is less in the context of huge network. On top of that, we experience regular visits of natural disasters every year. Hence, advancing the company activities through maintaining revenue earning is extremely challenging. Even then, we have to continue the post-disaster recovery works notwithstanding the risks.
Utilizing our experience, we could achieve success in considerably reducing the response time.
WZPDCL started business operation from 2005. Over this 15-year period, what type of customer services excellence the company has achieved? Being located in the natural disaster prone coastal region, the company has to encounter at least one or two natural calamities annually. How do you evaluate company performance?
“Necessity is the mother of invention.” Taking clue from this, we are gradually organizing ourselves to live up to the challenges. In real time, we had planning our human resources and logistics deployment as soon as we receive adverse weather forecast alarms. Alongside of our own manpower, we also make ready the manpower of service providers. Under central planning and monitoring, manpower and logistics are kept ready beforehand for contingency response. The objective is to restore the power supply as soon as possible in the disaster impacted areas as soon as it is over. Manpower, transports and all possible equipment are placed under the disposal of group leaders. Due to such preparations, we could respond in the quickest possible time after Foni and Bulbul impacts.
In reality the planed readiness ahead of time aiming at restoration of power supply in the quickest possible time is the main strategy of WZPDCL.
In the latest Amphan cyclone, WUPDCL is the single most affected company of the power system. What type of challenges you are foreseeing?
Please note that there is a definite challenge to get over the losses. Beyond this, upgrading our system for making it disaster resilient is also a challenge. The losses are far greater due to Amphan than the previous cyclones because of its longer duration. Hence, there were no ways avoiding the delays in restoration of services. We think automation of the entire system as soon as possible is our main challenge now. Introduction of SCADA will assist the centralized monitoring and overviewing system operation. We need sizable new investment for this. This is our main challenge now.
The government had instructed to restore power within 24 hours of Amphan. WZPDCL had the largest number of consumers suffering from forced outage. How many hours after the strike it took starting restoration of power supply. How much time it took bringing back the system to business as usual?
I mentioned already that we were ready in all respect with manpower and logistics. Within 24 hours of the strike, we could bring 85% of our consumers back on stream. Power supply to 95% could be restored within 48 hours. Power to the remaining 5% took some time.
For fire damage of grid substation at Kushtia, it took longer time for restoration. Some crisis was there in some areas of Jhenaidah.
Nasrul Hamid, State Minister for Power, Energy and Mineral Resources, was monitoring the entire activities prior to and after the impacts of the cyclone.
We are aware that you prepare yourselves for providing better customer services learning lessons from each climate disaster. What lessons you have learnt this time?
Please note that Bangladesh cannot get out of such climate disasters. We have to live with it. Hence strengthening and modernizing the network making this disaster resilient is the only way to go. This is the lesson we have taken from it. The vision is to restore the system as soon as possible. System upgrading and automation are the ways to go. We have taken preparation to formulate project in this regard. Very soon it will be sent to power division for approval. Implementation would start as soon as it is approved. We will try to advance implementation of automation and system upgrading within a year. At the same time initiatives will be taken to transform most of the works done manually to mechanical operations.
WZPDCL system is much more vulnerable to climate disasters than DPDC and DESCO. Does BERC give any additional leverage for this in tariff fixation? If no such provision is there, what kind of support would be appropriate for this?
We also feel that a special premium should be allocated to us in consideration of our system’s climate vulnerability. But in the BERC tariff determination, this is not taken into account. Our loss from this Amphan impact is about Tk 10 crore. In the present situation, we have to compensate entirely from own fund. I do not think that there is a scope of adjusting under retail, but should consider a bulk tariff for the disaster prone areas.
Some Polli Bidyut Samity (PBS) and WPDCL are mostly impacted from cyclones like disasters. Do you get any stimulus package from the government to cover the losses?
It was not provided before, neither it was asked for. We cover the loss from our own fund. The Disaster Ministry, however, considers our losses in their calculation. It will be great if we get some compensation out of it.
What kind of power development infrastructure other countries set up in the coastal areas. Have we been able to construct similar infrastructure? What are these?
Our network especially hardware is of international standard. But cyclones devastate this.On occasions, trees fall on the networks causing damage. But we are lagging behind developed countries in automation and upgrade of the system. We have to start making investment for this. We must assess the entire system to identify the requirements. Then we should formulate new projects.
Global warming would continue to cause more frequent visits of cyclone, tornado type climate disasters. Your challenges will grow much acute and diverse. What type of preparation you will be taking?
Please note that our system is still mainly manual. The system must be made entirely mechanized as soon as possible. We have removed anything that dropped on the power line manually. Modern technology can be used for this. The batteries of the substations get discharged during power blackouts from cyclones. It creates impediments for power and supply. We are planning to set up rooftop solar system at all substations. This will supply power during blackouts and batteries would retain charge.
