NOBERT MATARUTSE TECHNICAL DIRECTOR - ESI … MATARUTSE TECHNICAL DIRECTOR ESKOM UGANDA LIMITED UGANDA Who we are? • Eskom Uganda Limited is a whole owned subsidiary of Eskom Enterprises

NOBERT MATARUTSETECHNICAL DIRECTORESKOM UGANDA LIMITEDUGANDA

Who we are?

• Eskom Uganda Limited is a whole owned subsidiary of Eskom Enterprises South Africa.

• Took over the operations of the complex on 1st April, 2003.

• Concessioned to operate and maintain Nalubaale and Kiira Hydro Power stations for 20 years under four contracts

Electricity Generation line

BUSINESS VALUE CHAIN

Hydropower Electricity Generation BusinessHydropower Electricity Generation BusinessGeneration LicenceGeneration Licence

(ERA)(ERA)

BUSINESS ENABLERSBUSINESS ENABLERSFOUR AGREEMENTSFOUR AGREEMENTS

Water Mgt/ Water Mgt/ Generation Capacity Generation Capacity Support AgreementSupport Agreement

(DWD)(DWD)UETCLUETCL

Concession & Assignment Concession & Assignment AgreementAgreement(UEGCL)(UEGCL)

Power DispatchPower Dispatch(PPA, Licence)(PPA, Licence)

Sales/TariffsSales/TariffsLicenceLicence(ERA)(ERA)

Operations & MaintenanceOperations & MaintenanceWater Abstraction Water Abstraction PermitPermit

Additional Agreements

• Support Agreement

• Heads of Agreement until 30th June 2011

Aerial Overview

Kiira Power Station

Nalubaale Power StationNalubaale Power Station

Lake VictoriaLake Victoria

Source of the NileSource of the Nile

Railway BridgeRailway Bridge

KampalaKampala--Jinja HighwayJinja Highway

CanalCanal

SpillwaySpillway

Sluice gateSluice gate

Eskom Uganda Limited (EUL)

Nalubaale Power House

Kiira Power Station

Introduction and background

• Prior to year 2001 Uganda had a vertically integrated power utility, Uganda Electricity Board, responsible for power generation, transmission and distribution of electricity. No regulatory framework was in place

• Uganda Electricity Generation Company Limited was born out of the de-regulation of the electricity industry in Uganda

Introduction Cont’d

• De-regulation was motivated by among other reasons, the need to improve service delivery, increasing electrification rate and as a way of increasing accountability and the desire to provide a fertile environment for investment in this critical industry.

Introduction Cont’d

• Prior to de-regulation power industry was characterised by frequent power blackouts, trips and dwindling plant capacity and high operating costs.

Nalubaale and Kiira Power Stations

• Installed Capacity Nalubaale 10 X 18MW= 180MW-Vertical Shaft Kaplan Units

• Ist unit commissioned in 1954. All units uprated and refurbished in between 1992-1998-Uprated from 15MW to 18MW each

• Installed Capacity Kiira 5 X 40MW= 200MW-Vertical Shaft Propeller Units

• Total Installed Capacity For Complex= 380MW

• Peak Generation currently 217MW due to hydrological Constraints

Nalubaale and Kiira Power Stations

Nalubaale PS Kiira PS

Rated Head (m)

18.9 20.8

Specific water consumption factor (m3/kWh)

19.8 18.02

Previous Planning Philosophy

• Uganda Electricity Generation Company Limited (UEGCL) being a parastatal was not bound by any Power Purchase Agreement.

• UEGCL had a time based planning philosophy

• UEGCL declared installed capacity and were paid based on same.

• UEGCL’s planning was based on OEM’s recommendations provided soon after rehabilitation

Previous Planning Philosophy

• UEGCL were in charge of the complex for slightly more than 2 years during which time they used a job card system for managing routines and defects

Eskom’s Planning Methodology

• Time and condition based

• Microsoft access based deviation management system was established

• Deviation management system which is still in place is like a manual (s.c.a.d.a) system

• Plant history developed by the creation of the centralised documentation center.

Eskom’s Planning Methodology

• Plant history so developed was key as it enabled proper trending of critical plant parameters and performance of plant.

• Plant history was also utilised to kick start plant intervention programs with a view to stimulate continuous improvement.

• 10 year Technical Plan and Life of Plant Plans developed.

• System Engineering and modification programs established

Maintenance Philosophy

• 36 monthly cycle-maintenance outage-30days

• 18 monthly cycle-detailed inspection-15days feeds into 36 Monthly cycle maintenance

• 6 monthly cycle-1day routine

• Using condition monitoring schemes installed, maintenance outages are effected before breakdowns

Maintenance Planning and Implementation

• Outage management procedure in place

• Pre and post outage planning meetings

• KKS plant break down system used for physical assets identification.

• Work packages-for standardisation-doing things right first time.

• Annual plan submitted to system operator 120 days before the following year.

• Annual plan takes into account outage scheduling

Power Generation Performance Indicators

• The following were and are still being measured on a monthly basis in order to guide plant performance and ensure service delivery;

Power Generation Performance Indicators

• Plant Availability

• Plant Reliability

• Unplanned Automatic Grid Separations

• Planned Outage Rate

• Forced Outage Rate (including Mode change failures)

• Plant Load Factor

• Plant Efficiency

Plant Availability Benchmarks

Company CountryAvailability

Mighty River Power

New Zealand 92.4%

Meridian EnergyNew Zealand 94.0%

British Columbia Hydro Canada 96.4%

Eskom Uganda Ltd Uganda 96.0%

Intervention measures employed to achieve performance

• replacement of dc systems

• modification of protection schemes

• modification of governing systems

• installation of vibration monitoring equipment

• installation of partial discharge scheme

• transformer replacement

• circuit breaker replacement

• surge arrestors replacement

Intervention measures employed to achieve performance

• System engineering including in-depth incident investigations.

• Standardisation of maintenance tasks and procedures

• Enforcement of statutory maintenance

• Training and development including exposure programs KGRTC & Eskom SA

• Performance management.

EUL’S Contribution to the Economy

• Capital investment in projects to date amounting to USD 10Million

• Technological Transfer

• Revenue to the Government, ranked among the first 100 on the National Tax Payers list.

• Employment – Current Total Manpower = 115, with only 3 expatriates.

• Training opportunity – graduate trainees & artisan/ operator trainees

• Reduction in Government expenditure.

• CSR programs – HIV/AIDS, tree planting

Challenges---Nalubaale Power Station

• Alkaline Silicate Reaction (ASR)

• Age related failures

• Unknown condition of underwater structures

• Hybrid Technology (Old and new technology in co-existence)

• Alignment problems caused by ASR

• Water hyacinth

• Obsolescence

Business Challenge

• Change management from a parastatal setting to a private sector setting whilst embedding Eskom practices.

Challenges---Kiira Power Station

• Hybrid Technology from different OEMs

• Premature failures e.g lifting equipment

• Rotor Earth faults caused by under design of cable by a ‘reputable’ contractor

• User unfriendly designs which unnecessarily elongate outages

• Vibrations on 2 out of 5 units

• Water hyacinth

Problems caused by Water Hyacinths

Universal Problems

• Poor hydrology

• System instability

Performance Outlook

• Conjunctive operation with downstream power plants.

• Commissioning of an integrated computerised maintenance management system that relates to functional areas of the business.

• Increased plant optimisation

Performance Outlook

• Improvement in manpower utilisation

• Increased cost effectiveness

• Further improvement in service delivery

• Focus on quality assurance

• Increased focus on risk management

The End

• Thank You

• [email protected]

• Website http://www.eskom.co.ug