edm network customer information system (ncis) pilot

USAID Sector Reform and Utility Commercialization

October 2017

This publication was produced for review by the United States Agency for International Development (USAID). It was prepared by Deloitte Consulting LLP (“Deloitte”) under a contract between Deloitte and USAID. This document does not necessarily reflect the views of USAID or the United States Government. Information provided by USAID and third parties may have been used in the preparation of this document, but was not independently verified by Deloitte in Mozambique. The document may be provided to third parties for informational purposes only and shall not be relied upon by third parties as a specific professional advice or recommendation. Neither Deloitte nor its affiliates or related entities shall be responsible for any loss whatsoever sustained by any party who relies on any information included in this document.

EDM Network Customer Information System (NCIS) Pilot

Baseline Report

USAID SRUC | NCIS Pilot | Baseline Report 1

Table of Contents 1 Executive Summary ............................................................................. 5

2 Introduction ........................................................................................ 7

3 Current state of the Pilot area ................................................................ 8

3.1 EDM Organizational Structure and NCIS Stakeholders ......................... 9

3.2 Network ...................................................................................... 11

3.2.1 Network Diagram .................................................................... 12

3.2.2 Network Assets ....................................................................... 14

3.2.3 Network Quality ...................................................................... 14

3.3 Pilot Area Descriptive Statistics and Consumption Patterns ................ 17

3.3.1 Number of customers by tariff category ..................................... 18

3.3.2 Average consumption per customer (electricity billed) ................. 18

3.3.3 Energy purchased per month .................................................... 19

3.3.4 Total purchases in the approximate pilot zone in a monthly basis .. 20

3.3.5 Type of Installation in the Pilot Area .......................................... 21

3.3.6 Number of Customers per Meter Type ....................................... 22

3.3.7 Customer Profiles and Appliance Ownership ............................... 22

3.4 Current Processes for Network and Customer Registration ................. 25

3.4.1 Network Registration ............................................................... 26

3.4.2 Maintenance of the network registration .................................... 26

3.4.3 Customer registration .............................................................. 26

3.5 Existing GIS Software – Digpro’s dpPower ....................................... 27

3.6 Energy Balancing .......................................................................... 28

3.6.1 Initial Demand Profile Estimates ............................................... 29

3.7 System, Infrastructure, and Procedures .......................................... 31

3.7.1 Systems ................................................................................ 31

3.7.2 Systems Infrastructure ............................................................ 31

3.7.3 Procedures ............................................................................. 32

3.8 Customer information and data quality ............................................ 33

4 Key Performing Indicators for the Pilot .................................................. 35

4.1 KPI Descriptions ........................................................................... 35

4.2 KPI Indicator Targets .................................................................... 37

5 Conclusions ....................................................................................... 39

ANNEX I – ADDITIONAL NETWORK AND CUSTOMER INFORMATION ............... 42

ANNEX II – SYSTEMS, ARCHITECTURE AND INFRASTRUCTURE DESCRIPTION . 46


ANNEX III – ILLUSTRATIVE ENERGY BALANCE FOR THE PILOT AREA ............. 51

ANNEX IV – TARIFFS ................................................................................ 52


Table of Figures

Figure 1: Overview of the EDM Directorates involved in network registration ............. 9 Figure 2: EDM's Customer Service Areas ............................................................... 9 Figure 3: DPS and ASCCM Characteristics ............................................................. 10 Figure 4: Magoanine Pilot area network ................................................................ 12 Figure 5: Distribution of PTs in the Pilot Area ........................................................ 13 Figure 6: Characteristics of each PT in the Pilot Area .............................................. 14 Figure 7: EDM Piquete Resolving an Outage .......................................................... 15 Figure 8: Number of Outages per Month in the Magoanine B area ............................ 15 Figure 9: Type of Outages in the Neighborhood of the Pilot Area ............................. 16 Figure 10: Outages, Number by Resolution Time ................................................... 17 Figure 11: Number of Customers in each Segment ................................................ 18 Figure 12: Annual Customer Electricity Consumption (kWh), Number in Each Tier ..... 19 Figure 13: Total Electricity Purchased (KWh) Associated with the Pilot Area, Monthly . 19 Figure 14: Total Electricity Purchases (# of Purchases), Monthly ............................. 20 Figure 15: Number of Monthly Energy Purchases per Household, by Monthly Electricity Purchase Tiers (MZN) ......................................................................................... 21 Figure 16: Customers per Type of Installation ....................................................... 22 Figure 17: Number of Customers by Meter Type .................................................... 22 Figure 18: Monthly Customer Electricity Purchases (MZN), Number in Each Tier ........ 23 Figure 19: Residents per Household, by Monthly Electricity Purchase Tier (MZN) ....... 23 Figure 20: Percentage of Appliances in Each Household, by Appliance Type .............. 24 Figure 21: Lightbulb Distribution and Type by Prevalence in the Pilot Area ................ 25 Figure 22: Number and Types of Irregularities in the Pilot area at the Baseline.......... 25 Figure 23: dpPower Modules Used by EDM ............................................................ 27 Figure 24: Diagram of Meter Points in the Network ................................................ 29 Figure 25: Illustrative Monthly Demand Profiles in Pilot Area ................................... 30 Figure 26: NCIS Procedures and Challenges .......................................................... 33 Figure 27: CMS Input Screen Displaying Customer Information ............................... 34 Figure 28: NCIS Baseline and Target Indicators ..................................................... 37 Figure 29: Meter Reading Output Data in Pilot Area, July-August 2017 ..................... 42 Figure 30: Equipment Requirements and Constraints ............................................. 43 Figure 31: Figure 31: An EDM Split Meter ............................................................. 44 Figure 32: Maintenance Interventions and Required Costs ...................................... 44 Figure 33: NCIS Pilot Systems Descriptions .......................................................... 46 Figure 34: EDM System Architecture .................................................................... 49 Figure 35: Existing dpPower Infrastructure ........................................................... 49 Figure 36: Initial Energy Balancing Estimates for the Pilot Area ............................... 51


Acronyms Acronym Meaning Meaning in Portuguese

PT Power Transformer Transformador de Energia

PF Energy Supply Point Ponto de Fornecimento

DIC Commercial Division Direcção Comercial

ASC Customer Service Area Área de Serviço ao Cliente

DGD General Distribution Directorate Direcção Geral de Distribuição

SE Electrical Substation Subestação Eléctrica

NCIS Network Customer Information System

Sistema de Informações do Cliente na Rede

3E Eclipse Enterprise Edition Edição Empresarial Eclipse

CMS Commercial Management System Sistema de Gestão Comercial

SIGEM Supply, Installation and Training of an Integrated Business Management System

Fornecimento, instalação e formação de um sistema integrado de gestão de negócios

SAIDI System Average Interruption Duration Index

Índice Médio de Duração da Interrupção do Sistema

SAIFI System Average Interruption Frequency Index

Índice Médio de Frequência de Interrupção do Sistema

DEE Directorate of energy efficiency Direcção de Eficiência Energética

EDM Electricity of Mozambique Electricidade de Moçambique

AMR Automated Meter Reading Leitura Automatizada do Contador

GIS Geographic Information System Sistema de Informações Geográficas

HV High Voltage Alta Tensão

MV Medium Voltage Média Tensão

LV Low Voltage Baixa Tensão

DPS Directorate for Systems Planning Direcção de Planeamento de Sistemas

ASCCM Maputo City Customer Service Area

Área de serviço ao Cliente da Cidade de Maputo

DEP Statistics and planning sector Departamento de Planeamento e Estatística

PERIP Power Efficiency and Reliability Improvement Project

Projecto de Melhoria da Qualidade e Eficiência de Energia

CENACARTA National Center for Cartography and Remote Sensing

Centro Nacional de Cartografia e Teledetecção


1 Executive Summary Electricidade de Moçambique (EDM), Mozambique’s state-owned national power utility, is undergoing a large-scale transformation to make the utility more financial viable and operationally sustainable. The Network Customer Information System (NCIS) is a Pilot project that aims to register EDM’s network assets and customers, link the customer to a delivery point in the electricity network, align operational processes and procedures to facilitate that registration, and help the company better identify areas with high electricity sector losses. This pilot is one of the strategic initiatives recommended by USAID SRUC Team (the Team) in the EDM’s Commercial Metering & Loss Reduction Strategy that the team delivered in January 2017.

This Baseline Report presents an assessment of EDM’s current state and its readiness for the NCIS Pilot project implementation. It aims to establish baseline indicators to measure the pilot’s progress as well as to identify the gaps that EDM needs to address before the registration of the network assets and customers can begin in the Pilot area. Understanding and addressing these gaps at the pilot stage will help EDM prepare for the national rollout of this program, which the World Bank will fund next year.

To develop this Baseline Report, the Team collected and analyzed customer and network information in the Pilot area related to EDM’s current process, systems, equipment, and governance for the NCIS implementation. This included gathering information from EDM through interviews and data extraction from the company systems. The Team then undertook an analysis of that data and validated its findings through workshops with EDM staff and management. Finally, the Team worked with EDM to undertake a field survey and audit of the Pilot area to establish baseline customer statistics and validate the information extracted from EDM’s systems.

The NCIS pilot project will help EDM execute an energy balance exercise in the Pilot area to compare the difference between the electricity supplied to specific geographic points in the community and the actual electricity paid for and consumed at those locations. Currently, EDM undertakes a very high-level energy balance exercise globally across its service territory with no granularity per zone or neighborhood, which does not allow its teams to identify specific areas with high levels of energy losses or for teams to develop tailored interventions to reduce those losses. To date, EDM has not been able to perform an energy balancing exercise or loss reduction calculation in the Pilot area.

Three of EDM’s main internal systems will be relevant for the pilot: the Indra customer management system (CMS), which contains all of the company’s customer information for billing and customer management; the 3E system, the software that runs the company’s prepaid payment system; and, the Digpro dpPower system, which manages the company’s GIS network and asset mapping and maintenance. In the case of the latter, EDM has had long-term contract with Digpro for its dpPower software for many years. Due to the lack of integration with other in-house software systems, EDM is unable to utilize the full capacity of the dpPower software to document the location of both its network assets and its customers.

Before the kick-off of the fieldwork for the NCIS Pilot, EDM identified specific interventions and network maintenance inside the selected area to support the Pilot.


EDM completed this work to “ring fence” the Pilot area and to ensure its network quality was sufficient for the NCIS pilot (detailed information on the upgrade and maintenance that EDM undertook and plans to undertake in the Pilot area is in Annex I).

EDM has established internal procedures for the implementation of its GIS tool related to customer and network asset registration, but EDM leadership has yet to approve these procedures officially. As a result, company management never fully disseminated or implemented the procedures across the organization. Together with the Team, EDM will need to redesign its standards, processes, and procedures related to customer and asset registration for internal review and approval before the NCIS pilot fieldwork stage can begin.

The quality of the information in EDM’s systems – the 3E and CMS - is very poor and cannot provide detailed granularity about the customers in the selected Pilot area. As such, the information provided by the field survey provided a deeper level of insight into the customer and state of the network in the Pilot area. The Pilot area is primarily residential, with a small number of commercial establishments. Similar to Mozambique more broadly, all of the meters are prepaid, and the majority are integrated meters.

The field survey indicated that within the pilot area, households tend to have almost five people, most households purchase less than MZN 1,500 (USD $24) worth of electricity annually, and customers tend to purchase power about three times per month. The monthly amount of expenditures on electricity had little relationship with household size and the number of times a customer purchase energy credits a month. Finally, the most prevalent household appliance were TVs, with 1,253, followed by irons, with 923. There is almost an even split between incandescent and florescent light bulb usage in the Pilot area, with an average of 7.34 bulbs a household.


2 Introduction Electricidade de Moçambique (EDM), Mozambique’s state-owned national power utility, is undergoing a large-scale transformation that aims to make the utility more financial viable and operationally sustainable. In support of this effort, the USAID Sector Reform and Utility Commercialization Program (SRUC) Task Order and its implementing partner, Deloitte Consulting LLP, have undertaken a number of projects to help the company improve its operational processes, mitigate its electricity losses,1 and improve its orientation toward the customer.

As part of this assistance, SRUC will help EDM to pursue a “Network Customer Information System” (NCIS) Pilot. This is an intervention designed to assist EDM to re-register customers, carry out a GIS mapping of network assets, and integrate network and customer information databases in the Pilot area of Magoanine in Maputo. The NCIS Pilot, when scaled across the organization, has the potential to help improve EDM’s capability to manage and bill customers, track and maintain network assets, identify high loss areas within their network, and more strategically implement regularization interventions.

Locating customers and linking the client to a distribution point on the network remains one of EDM’s greatest challenges in their efforts to reduce its electricity losses. Addressing this issue through the NCIS Pilot will enable EDM to identify the source of high losses on their network through “energy balancing”2 in the Pilot area. As part of the Pilot, the Team will define the processes and procedures to register the network and the customers in a selected pilot area to link customers to a distribution point on the network. These operational processes will then enable a high-level energy balancing exercise, and will help prepare EDM for the larger NCIS project national rollout planned under the World Bank’s Power Efficiency and Reliability Improvement Project (PERIP).

The Pilot begins with this Baseline Report to understand the current status quo at EDM related to energy balancing and within the Pilot area related to the network and the associated customers. The Team undertook extensive primary research to identify the gaps between the current state of the company’s human capital, operational processes, and technology systems and the necessary conditions for a successful energy balancing simulation. To do so, the Team reviewed documents provided by EDM and interviewed key EDM stakeholders across multiple business units including: the Transmission and Distribution Systems Planning Directorate, the Distribution Directorate, the Commercial Directorate, the Technology and Information Systems Directorate, and the Energy Efficiency Directorate.

1 In electricity supply to final consumers, “losses” refers to the amounts of electricity injected into the transmission and distribution grids that are not paid for by users. Total losses have two components: technical and non-technical. Technical losses occur naturally and consist mainly of power dissipation in electricity system components such as transmission and distribution lines, transformers, and measurement systems. Non-technical losses are caused by actions external to the power system and consist primarily of electricity theft, non-payment by customers, and errors in accounting and recordkeeping. Source: Pedro Antmann, “Reducing Technical & Non-Technical Losses in the Power Sector,” Word Bank, July 2009. 2 “Energy balancing” refers to the ability of a utility company to measure the electricity delivered to a part of its service territory (i.e. a specific feeder or set of feeders), and to “balance” that amount against the amount of electricity customers have paid for in that same area. Any difference between these two amounts indicates energy losses. With a GIS-enabled system, the utility is able to pinpoint areas of losses at a very granular level.


The project team also collected and analysed data from EDM’s systems - both the customer management system (CMS) and prepaid metering system (3E) – to analyze customer information in the Pilot area including: consumption information, outage information, average number of energy purchases, etc. The Team then validated this information in workshops with cross-functional EDM teams and through an initial field survey in the Pilot area to identify specific customers along each of the six transformers.

The main objectives of this Baseline Report include the following:

• Present the current state of EDM’s systems, processes, procedures, data quality, and network infrastructure;

• Provide a clear discussion of the current gaps and level of effort necessary to perform the fieldwork to register the network and customers in the Pilot area; and

• Establish the baseline and the target key performance indicators for the NCIS pilot project.

To establish the baseline for the NCIS pilot project, there are several key points that the Team must address together with EDM at the outset, as they are critical for the pilot project’s implementation:

• Identification of the existing assets3 in the pilot area, their location, and relevant information;

• Collection of EDM’s current information about the customers in the pilot area and an assessment of the current information gaps;

• Assessment of the current process and procedures for network and customer registration;

• Assessment of network quality and network outages in the Pilot area; and

• Isolation of the Pilot area (i.e. ring fence) to enable energy balancing and non-technical losses calculations.

This Baseline Report discusses the current state of each of the key points above and the status quo at EDM. It identifies potential challenges and gaps in each area so that all of the stakeholders are on the same page at the outset of the pilot and so that the SRUC Team can incorporate any changes before implementation.

3 Current state of the Pilot area This section provides a detailed overview of the current state of EDM’s organizational structure, systems, data quality, infrastructure network, and outages. The goal is establish a baseline of the company in advance of the Pilot project, and to identify any gaps or challenges that the Team or EDM will have to address during the implementation of the Pilot.

33 Assets include all distribution equipment including substation, breakers, poles, transformers, circuits, and all other equipment used to deliver electricity from the transmission network down to the customer connection.


3.1 EDM Organizational Structure and NCIS Stakeholders The Directorate for Systems Planning (DPS) is the EDM department currently responsible for coordinating the registration of the distribution network in the Digpro dpPower software. In this sense, this department “owns” EDM’s GIS solution software. DPS also has the responsibility to develop standards, procedures, and manuals necessary for the geographic registration of the distribution network assets and customers.

For all GIS activities, DPS acts as a coordination group that works directly with the General Distribution Directorate (DGD) and all 16 regional Customer Service Areas (ASC), in particular the statistics and planning group (ASC -DEP), which are each responsible for network registration in their respective ASC geographical area. The picture below represents an illustrative relationship between the EDM directorates involved in the network registration process.

Figure 1: Overview of the EDM Directorates involved in network registration4

DPS has six technicians who are responsible for the coordination of the network registration process and who validate the data sent from ASC level.

DGD has three divisions (north, center and south), and each division is comprised of Center Service Areas (ASCs), which are respectively responsible for managing operations, maintenance, and customer service in their region. Each ASC is responsible for its own respective network registration. The table below presents the ASCs per division.

Figure 2: EDM's Customer Service Areas

Division Areas

South

ASC of Maputo Province ASC of Maputo City ASC of Xai-Xai ASC of Chókwé

4 Note that this is the general organization of EDM, however, this may differ slightly in any of the 16 regional Customer Service Areas (ASCs)


Division Areas ASC of inhambane

Center

ASC of Beira ASC of Chimoio ASC of Tete ASC of Quelimane ASC of Mocuba

North

ASC of Nampula ASC of Nacala ASC of Lichinga ASC of Pemba ASC of Angoche ASC of Cuamba

As the Pilot area is in Maputo City, the Maputo City Customer Service Area (ASCCM) will be the unit directly involved in network and customer registration for the pilot project.

The table below summarizes the characteristics of DPS and ASCCM in terms of workforce, operational levels, and responsibilities.

Figure 3: DPS and ASCCM Characteristics

Category DPS ASCCM -DEP

Operation Level

Central Local (in Field)

Work Force 6 Technicians 12 Technicians

Responsibility • Coordinate the network registration process.

• Validate the network registration information on the GIS software.

• Register the network information in GIS software.

• Update the network configuration in the GIS software in case of network maintenance or expansion.

The Maputo City ASC (ASCCM) is currently the only ASC that registers customer according to geo-references, although the registration does not follow the coding standards and norms that DPS had developed for the company. Instead, the ASCCM uses the customer geo-references locally for maintenance and operation purposes only.

ASCCM’s commercial department led the customer geo-location registration throughout its customer service area. The commercial department then registered the information in a Microsoft Access database so it could be used locally to locate a customer in case of maintenance or inspection.


DPS has developed a guide for professional profile of staff implementing GIS activities and procedures to conduct GIS mapping, but the company has not fully implemented the process because the EDM board did not formally approve it because it was not complete. On this pilot project, the team will support DPS to finalize the documents regarding the procedures and processes and submit for approval.

3.2 Network EDM selected the Magoanine area for the NCIS pilot because it contains a representative sample of the network infrastructure, field conditions, and theft / meter bypass challenges. The pilot area is also similar in population density and customer profiles to the other major regions in Mozambique that will be a part of the NCIS company-wide rollout planned under the World Bank’s Power Efficiency and Reliability Improvement Project (PERIP).

In Magoanine, EDM names the transmission and distribution infrastructure (i.e the power transformers and substation) according to the sequencing procedure set by its ASC, with a prefix of “SE” for substation, “PT” for public power transformer, and “PTP” for private power transformers.

The medium voltage substation SE9 feeds the Pilot area as the principal substation; an alternative backup substation (SE Marracuene) can supply the area in case of a failure or outage at SE9.

The network in the pilot area has the following configuration:

• The substation SE9 steps down the high voltage transmission into medium voltage electricity for the pilot area;

• There are six PTs (PT52R, PT227R, PT45R, PT43R PT44R, PT125R), which convert the medium voltage electricity to low voltage distribution; and, finally,

• There are three PTPs (PTP44R, PTP172R and PTP45R), which supply medium voltage electricity directly to the owner of the private PT.


3.2.1 Network Diagram

The network map diagram below illustrates the selected Magoanine area and the configuration described above.

Figure 4: Magoanine Pilot area network

Power Transformer

Selected area for NCIS


The image below from Google Maps provides a more granular visualization of the Pilot area. The map below illustrates the location of the PTs and the MV meters. In the image, the green star on the right is where the meter will be placed to measure energy on the transmission line coming from SE9 and the green star in left is where will be placed the meter to measure the energy on the transmission line coming from SE Marracuene, the backup substation for the Pilot area.

Figure 5: Distribution of PTs in the Pilot Area


3.2.2 Network Assets

The distribution network in the pilot area has six public power transformers for low voltage and three private power transformers for medium voltage, which all have the following tags in the EDM system: ID, name, maximum distribution capacity (given in Kilovolt-amperes). Additionally, after the field survey, the EDM team was able to determine the number of customer per PT. The table below describes each the characteristics PT as derived from EDM’s systems.

Figure 6: Characteristics of each PT in the Pilot Area

PT ID Name Capacity Number of Customers5

PT43R N/A 500 KVA 301 (307)

PT44R Casas Brancas 500 KVA 201 (153)

PT45R Antena Mcel (CMC) 630 KVA 227 (223)

PT52R Ho Chin 2 200 KVA 133 (140)

PT125R Magoanine Norte 630 KVA 234 (227)

PT227R Rua Ponta Mamole 160 KVA 157 (154)

PTP45R N/A N/A 1

PTP44R N/A N/A 1

PTP172R N/A N/A 1

While there is a company-wide naming standard to define the power transformer ID, there is no standard for the name of the PTs; typically, the technician that installs the equipment chooses a name that helps to locate the asset in the future.

3.2.3 Network Quality

The Team assessed the current quality and status of the transmission and distribution network in the Pilot area by analyzing the number of outages reported by customers to the call center from October 2016 to March 2017. 6 While a standard analysis of this information would include data from the previous 12 months, EDM was only able to provide data from the previous six months because its systems only store historical data for six months.

The information EDM provided included the following:

• Total number of outages; • Main cause of the outages; and

5 Note: The parenthesized number of customers data came from the survey performed, and is shown for comparative purposes. 6 Note: Data for October and November 2016 were not included and are assumed to outliers because the total number of outages reported was four and six respectively, which was unlikely to be accurate given conditions in the field and outage levels for the past four months.


• Average time to resolve outages in the Pilot area.

Figure 7: EDM Piquete Resolving an Outage

3.2.3.1 Total number of outages

From the outage data provided, the Team came to the following high-level conclusions on the demand for customer service in the neighborhood of the pilot area that has more than five thousand customers..

Figure 8: Number of Outages per Month in the Magoanine B area

The table above illustrates an average of 298 outage incidents per month in the pilot area reported to the call center over that six month period.7

7 Data from October and November of 2016 was not included in the average or shown in the table because the data showed only four and six outages for those months respectively. Given the number of incidents in the other four months, the Team concluded this information was incorrectly stored in the EDM system and excluded it from the dataset.

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3.2.3.2 Main outages cause

The call center agents categorize each outage reported to the call center, which provides some insight into the types of outages in the Pilot area as well as on the number of occurrences per type. The most common cause of reported outages was a MV line breakdown, followed by a meter breakdown, and lastly a burned neutral connector. The graphic below summarizes the type of outages registered by the call center in Pilot area.

Figure 9: Type of Outages in the Neighborhood of the Pilot Area

More than 38 percent of the incidents resulted in no piquete intervention. This is likely because the piquete intervened and repaired a medium tension line on the pole or undertook general maintenance to the grid and, as a result, EDM did not follow up at the customer level since the issue was resolved.

3.2.3.3 Average resolution time

EDM measures outage resolution time from the moment that the customer reports the outage to the time when the call center agent closes the incident in the system. Currently, communication constraints and operational issues affect the resolution time. For instance, the piquete may resolve the outage, but EDM only reports the incident as closed when that is communicated to the call center. There are oftentimes long lags in that portion of the process. The graphic below illustrates the number of outages by their resolution time.

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Internal Breakdown

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cable burned

Phone Off

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Circuit Breaker on Pole turned off

Cabinet fuse damaged

Public lighting

Neutral Connector burned

Network Connector Burned

Connector burned at the bottom of the pole

Bad registration

Maintenance

Bad contact of the connector

Repeated

No EDM intervention

Number of Outages

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egor

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Out

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Figure 10: Outages, Number by Resolution Time

According to EDM’s data, EDM closes 28 percent of the incidents in the Pilot area in less than three hours; 66 percent of the incidents reported in the first 12 hours; and 91 percent of the outage incidents in 24 hours. Interviews and discussions with residents indicated that this may not always be the case, or, at the very least, that the customers do not perceive EDM as typically addressing outages within these same windows.

3.3 Pilot Area Descriptive Statistics and Consumption Patterns This section is based on the information provided by EDM’s systems and the data gathered during the baseline field survey. This information provides insight into customer consumption patterns within the Pilot area where data is available. As discussed earlier, the quality of the data in the CMS and 3E systems is very poor. As a result, there is a large discrepancy in the number of customers associated with the Pilot area as given by the company systems and as indicated by the field survey. As such, in the following section, there are references to different sample sizes. Some of the analysis refers to a sample size of 2,258 customers, which was the number of customers indicated by EDM’s 3E prepaid system, while some of the other analysis refers to a sample size of 1,214 customers, which is the total number of customers identified by the field survey.8

8 There are also minor quality issues with the field survey. The Team noted several discrepancies within the data – there were 169 duplicate phone numbers and 16 duplicate meter numbers.

Resolution time (Hours)

Total Accumulative Percentages

Less than 3 335 27.92%

3 to 6 198 44.42%

6 to 9 138 55.92%

9 to 12 122 66.08%

12 to 15 115 75.67%

15 to 18 94 83.50%

18 to 21 54 88.00%

21 to 24 42 91.50%

24 to 27 30 94.00%

27 to 30 14 95.17%

More than 30 58 100.00%


3.3.1 Number of customers by tariff category

Since customers are not yet linked to a point in the EDM network, it was difficult for the project team to get clear understanding of the actual number of residential and commercial customers in the Pilot area. This discrepancy was clear when the data extracted from the CMS was compared to the customer data gathered in the field survey. At the outset of the pilot, the CMS database showed three types of customers and over 2,500 customers in the pilot area, as presented in the table below:

Figure 11: Number of Customers in each Segment9

Segment / Tariff Number Percentage

Domestic Credelec 2467 95.88%

General Credelec 105 4.08%

Medium Voltage 1 0.04%

Total 2573 100.00%

As the table above illustrates, the information extracted from the CMS database indicates that there are 2,573 customers in the pilot area. The field survey only identified 1,214 customers in the pilot area and three medium voltage customers. The fact that CMS and the filed survey have discrepancies on the medium voltage customers is an indicator of the difficult to locate customers within the CMS. This is likely because customers do not have a formal address, and often entered their neighborhood on their official registration with EDM in place of an address. Since customers are not officially linked to the network, it then becomes difficult to know which customers are connected to which feeder if there are several feeders in the neighborhood.

3.3.2 Average consumption per customer (electricity billed)

The following graphic and table presents the annual consumption per customer, in the neighborhood where the Pilot area is located.


Figure 12: Annual Customer Electricity Consumption (kWh), Number in Each Tier

Based on the analysis of the 2,25810 customers in the Pilot area provided by the 3E sysem, 30 percent of the customers’ consumption is below 500 kWH a year, or below an average of 42 kWh per month. That same analysis indicated that 70 percent of the customers, or a majority of the customers, in the Pilot area consume less 125 kWh per month (or less than 1,500 per year).

3.3.3 Energy purchased per month

The table below provides the total energy monthly kWh purchased by the 2,25811 customers associated with the Pilot area through the 3E prepayment system.

Figure 13: Total Electricity Purchased (KWh) Associated with the Pilot Area, Monthly

Year/Month Energy Purchased (KWh) Average energy purchased per client per month (KWh)

2016 April 233,547.20 103

2016 May 225,718.20 100

2016 June 231,774.40 103

2016 July 233,948.10 104

2016 August 243,604.30 108

2016 September 234,953.00 104

2016 October 232,405.90 103

2016 November 205,701.60 91

2016 December 249,693.60 111

2017 January 234,048.40 104

10 Customer data was first pulled from EDM’s systems based on the neighborhood. The Team feels that this is a representative distribution of the pilot area, but the total number of customers in the Pilot area differs significantly from the results of the field survey. 11 This is from the CMS data extract for the neighborhood. The field survey only identified 1,214 customers connected in the pilot area.

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Year/Month Energy Purchased (KWh) Average energy purchased per client per month (KWh)

2017 February 218,357.00 97

2017 March 246,001.70 109

Total per year 2,789,753.40

The total energy purchased in the selected area over a year was 2,789,753.4 kWh, which represents an average monthly purchase of 232,479.45 kWh for the Pilot area. The monthly consumption in the Pilot is very similar each month, indicating consistent electricity behavior and habits, with exception on November 2016 and February 2017.

3.3.4 Total purchases in the approximate pilot zone in a monthly basis

The analysis below provides the total number of purchases of the 2,25812 customers in the neighborhood of the pilot area in a monthly basis.

Figure 14: Total Electricity Purchases (# of Purchases), Monthly

Year/Month Number of purchases Average purchase per client

2016 March 6,841 3.0

2016 April 6,802 3.0

2016 May 6,756 3.0

2016 June 6,793 3.0

2016 July 6,906 3.1

2016 August 7,164 3.2

2016 September 7,001 3.1

2016 October 6,897 3.1

2016 November 7,849 3.5

2016 December 8,511 3.8

2017 January 8,282 3.7

2017 February 7,743 3.4

2017 March 8,551 3.8

Mean 7,392 3.3

12 EDM was only able to provide a data extract at the neighborhood level. Once the team surveyed the pilot area, and walked down the feeders from the PTs, only 1,214 customers were identified in the Pilot area.


The result of the analysis is that the average number of times the customer purchases electricity on the 3E system per month in the neighborhood of the pilot area is 3.27, with a standard deviation of 2.73 purchases per month. Figure 15, which displays monthly customer purchase data from the field survey, indicated that the average number of customer purchases of electricity was 3.03, with 86.7 percent of customers acquiring energy in an open range of 0 to 6 acquisitions per month.. The field survey data also shows that, within the pilot area, 72 percent of purchases were made by those who spent less than MZN 1500 per month on power; it also showed that most households made approximately three purchases per month. This suggests that most purchases were for small amounts of power.

Figure 15: Number of Monthly Energy Purchases per Household, by Monthly Electricity Purchase Tiers (MZN)

3.3.5 Type of Installation in the Pilot Area

The data from the field survey indicates that the majority of customers (1,079) in the pilot area are residential, with 110 customers being commercial or government.

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3.3.6 Number of Customers per Meter Type

The field survey data indicated that most of the customer meters are integrated meters.

Figure 17: Number of Customers by Meter Type14

3.3.7 Customer Profiles and Appliance Ownership

Customer profiles were assessed based on the number of customers in each tier of monthly expenditures, as well as the number and types of appliances per household.

13 Customer installation numbers come from the field survey carried out by EDM and the Team. 14 Data collected in field survey. Split meter has a meter box on the utility pole and a display within the premises of the customer, integrated meter is the standard electricity meter, sealed means the meter box has a metal clip that shows the meter was not tampered, unsealed means the clip was missing, and unfilled means the technician failed to enter the information on the questionnaire for the customer.

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Figure 18 shows self-reported monthly consumption estimates from the 1,214 households in the pilot area data during the field survey. The field survey found that 70 percent of customers reported spending less than MZN 1,500 per month on electricity, while 92 percent reported spending less than MZN 3,000 per month.

Figure 18: Monthly Customer Electricity Purchases (MZN), Number in Each Tier

The average household size in the field survey data was 4.9 persons. The data indicates that household size trends only slightly upwards compared to the expenditures for electricity. In the lowest monthly expenditure category, household size is 4.8 persons, minimally different from the average. Households with larger monthly expenditures tended to have more persons, but the sample size is too small to assess correlation.

Figure 19: Residents per Household, by Monthly Electricity Purchase Tier (MZN)

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Household appliance ownership varied considerably across households. On average, each household had one TV, with 12 percent having no TVs and nearly 10 percent having two TVs. Thirty five percent of households had no refrigerator, with on average each household having .69 refrigerators. Sixty eight percent and 43 percent of households had no microwave and freezer respectively, and the survey only recorded 22 percent of households with other appliances, such as computers.

Figure 20: Percentage of Appliances in Each Household, by Appliance Type

There was a relatively even breakdown between the types of lightbulbs used in the Pilot area, with the average household owning 7.34 lightbulbs. The number of incandescent bulbs in the community presents an opportunity for small energy efficiency program to replace those bulbs and reduce residential electricity costs.

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Figure 21: Lightbulb Distribution and Type by Prevalence in the Pilot Area

The field survey informally documented a number of incidents of fraud in the Pilot area. Once EDM has registered the network assets and customers in the dpPower software, it will be easier and more automated to pinpoint these types of fraud. Through the community engagement training and direction, the Team will help EDM better engage its customers and better manage their electricity costs to mitigate future instances.

Figure 22: Number and Types of Irregularities in the Pilot area at the Baseline15

3.4 Current Processes for Network and Customer Registration The NCIS Pilot will affect the following three main process at EDM:

• Network registration,

15 Note – the baseline field survey was not intended to be a rigorous field audit of irregularities generated by software system. Rather, these are irregularities noted by the EDM field teams as they carried out the questionnaire.

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• Network maintenance, and • Customer registration.

The Team’s initial analysis showed that while high-level processes often did exist, EDM personnel did not follow them in many cases. Technicians regularly use their own processes to carry out tasks and field activities, including naming and labeling of network assets. For a new software implementation, EDM needs to improve the governance processes so that there is more accountability as well as to provide appropriate training for the field teams. In this pilot, the field team will have supervisors to monitor and control the correct execution of the processes.

3.4.1 Network Registration

The DPS centrally coordinates the network asset registration process. ASC DEP technicians utilize the following process to register a new asset: 1) go to the field and register the assets into the GPS and 2) return to DEP office to upload the information in the GIS software. This information is stored until in the DPS central office validates and officially posts it to the GIS software program (i.e. dpPower).

The main ambiguity in this process is the lack of guidance when the ASC-DEP technician goes into the field, as each technician gathers the information in their own way and does not follow a specific procedure, which often results in a duplicate coding of assets in the same region.

3.4.2 Maintenance of the network registration

The registration process for network maintenance starts with a technician from an ASC maintenance, operations, or commercial group going into the field to execute an expansion or configuration change on the network. After the field work, the technician responsible for the change informs the ASC-DEP of the modifications, and the ASC-DEP technician updates the data in the GIS software (i.e. dpPower). The DPS central office then validates and officially posts it in the GIS software.

There are many ambiguities in this process including how the ASC technicians inform the ASC-DEP of changes on the network. There is no form or official procedures to validate that the ASC-DEP technician had submitted the changes to the GIS software, which many times results in inaccurate data in the GIS software system.

3.4.3 Customer registration

The customer registration process begins at EDM customer service kiosks or agencies located throughout EDM’s service territory when a customer presents the required documents for an electricity connection. Agency staff then enters the customer information into the CMS. The CMS generates a work order for the field force to inspect the home wiring and installation. After a field validation, the CMS generates another work order to install the meter. In that same work order, the technician is supposed to gather the new customer’s GIS location.


There are many ambiguities in this process. The Team noted that the technician oftentimes does not enter the customer geolocation into the GIS software, and that a consistent, comprehensive process to gather the customer geolocations had not yet been implemented in all the ASCs.

3.5 Existing GIS Software – Digpro’s dpPower EDM purchased Digpro’s dpPower software in 2007 with the goal of initiating a network registration process across the company. Currently, Digpro’s dpPower software is still EDM’s GIS software. dpPower is a comprehensive software package with multitple modules that enables network visualization through maps and schemas and that can be accessed through a web-based interface (more information in Appendix 1).

The DPS group “owns” dpPower within EDM. DPS has provided dpPower access to all 16 of the EDM ASCs along with a training on how to use the software tool to register the network. Currently only six ASCs (Maputo City, Maputo Province, Xai-Xai, Beira, Nampula and Pemba) use it at any level to register the distribution network in their areas.

The table below summarizes the dpPower modules currently in use by EDM and the main challenges that EDM users have identified with each module:

Figure 23: dpPower Modules Used by EDM

Module Level of Usage Main Challenge

dpPower Base module

High Lack of training and lack of a consistent coding standard the for data in the system

dpPower Analyzer module

Low Lack of data needed to undertake the analyses

dpPower Designer module

Medium Lack of training and restricted access for the directorates that can best use it

dpPower Maintainer module

Low Restricted access for the directorates that need this tool most and lack of training within those groups on how to use it

dpPower Operator module

Low Restricted access for the directorates that need this tool most and lack of training within those groups on how to use it

As part of this pilot, the Team will support EDM to identify in the directorates that need access to dpPower and coordinate the training of the technicians to better use GIS solution.


3.6 Energy Balancing In order to perform a high-level energy balance and to measure both electricity delivery and consumption, EDM needs to isolate or “ring fence” the Pilot area. As part of this ring fence initiative, EDM will need to undertake the following interventions to collect the appropriate electricity measurements in the Pilot area:

• Install six meters on the public power transformers that are in the ring fence. (Already installed).

• Install a meter on the medium voltage line originating from electrical substation SE9 to the ring fence (Currently not installed); and

• Install a meter on the medium voltage line originating from electrical substation SE Marracuene to the ring fence, as an alternative energy supply in case of SE9 fault (Currently not installed).

The transformers on the substations will measure the total amount of electricity supplied and consumed in the Pilot area and the PTs will provide more a granular measurement of electricity delivery and consumption.

The EDM department currently responsible for energy balancing is the Directorate of Energy Efficiency (DEE). This department does not have any dedicated tools or software modules to perform an energy balance calculation, other than standard Microsoft Excel. They are only able to calculate global losses across the company’s entire service territory because the network infrastructure is not sufficiently metered or ring fenced to provide a deeper layer of granularity. Given EDM has very few meters enabled for remote reading and the vast majority of its customers have prepaid systems installed, it is extremely difficult, if not impossible, to estimate system losses at a granular level.

For the Pilot, the energy balance will be the difference between the measured value of the electricity delivered to the Pilot area and the energy consumption of all the consumers at the PT level. This process will allow for an energy loss estimation at the PT level. Currently, all of the EDM customers in the Pilot area use a prepayment meter. As such, EDM does not have a measure of consumption for each individual meter. Given this situation, EDM will use purchased energy credits for each meter and develop a methodology to estimate the consumption of individual customers within the range of the amount of energy purchased by each for the energy balance. With more historical data, it may be possible to estimate losses more granularly, but this is typically difficult to do with prepayment systems.

As the figure below shows, there need to be three distinct points of measurement for an effective energy balance methodology. First, the MV line connected to the substation will be used for power delivery to each area; second, the meters on the power transformers will collect the more granular electricity provided to customers; and third the energy purchased for each meter installation in the pilot area will estimate household consumption.


Figure 24: Diagram of Meter Points in the Network

The methodology for the overall losses calculation will have a margin of error due to the estimations from the prepayment systems; thus, it is likely that this process will only be able to provide a macro-level estimation for the energy losses in Pilot area. After the Pilot, EDM and the Team will need to evaluate the error margin to understand if the methodology provides a high enough quality indicator for company-wide loss reduction.

The best practice for energy balancing uses energy consumption by each customer and requires the installation of smart meters for each household, which is currently too expensive for all customer segments, especially the low-consumption bracket. As an alternative, the Team will explore typical demand profiles of customers by tariff category as a way to estimate customer consumption amounts and to monthly non-technical losses.

3.6.1 Initial Demand Profile Estimates

Based on the initial data available from EDM’s systems and the field survey, the Team estimated a simple monthly demand profile for customers in the pilot area based on monthly energy purchases (illustrated in Figure 25). This is based on the 2,258 sample size of customers provided by the 3E system.

In that Figure, recorded electricity sales are grouped by total annual purchases. For example, electricity sales for customers with purchases of 500 kWhs or less are totaled and divided by the total number of customers in that group. Customers in this group typically have a few lights and small appliances. Their pattern of use annually or monthly can be calculated quite easily. This pattern of use is called a demand profile. The same calculation can be done for all the groups of customers. The integrated meters that are read monthly provide the information on the typical demand profiles.

When calculating the energy balance for the network under a power transformer, the demand profiles can be used to calculate the estimated sales for customers


that have split meters. Using annual sales divided by 12 will be a rough estimate of customer use within a customer category; using an average of monthly use will be a better predicator of electricity use within a customer group.

The month energy balance (loss calculation), therefore, can be calculated as:

ECL = ∑ DPTn – DSI – ESS,

Where:

ECl = Estimated commercial losses

DPTn = Energy delivered from the power transformers

DSI = Metered energy sales from post-paid meters

ESS = Estimated energy sales from pre-paid meters based on demand profiles

The calculated loss levels can be compared across each of the power transformers in the Pilot area and the power transformers with high levels of energy loss percentage will be identified.

Over the course of the pilot, the Team will refine this estimation with additional information from EDM systems and the larger field survey planned for Stage 3.

A full initial energy balance can be found in Annex 3 – Illustrative Energy Balance for the Pilot Area. Figure 25 is illustrative of what a monthly demand profile would show per customer category, in which the expected demand will eventually change from month to month depending on the habits of customers.

Figure 25: Illustrative Monthly Demand Profiles in Pilot Area


3.7 System, Infrastructure, and Procedures

3.7.1 Systems

Currently there are four EDM systems relevant to the NCIS pilot project:

• The dpPower system- the GIS software used to register assets and visualize the network;

• The CMS – the customer management system used for billing, collections, and customer management;

• The 3E system – the payment system responsible for prepaid electricity sales; and

• The MDMS – the meter data management system used to read meters automatically.

The CMS is EDM’s primary back office system. It is connected to the 3E system to document the energy credits purchased by the prepaid customers and to the MDMS to read the meters of the postpaid customers.

One major gap related to the systems, which the Team identified early on, is the lack of an integration between the dpPower and the CMS. This gap makes EDM unable to connect the GIS software to customer information, which would allow more accurate network analysis and other customer analysis functionalities.

3.7.2 Systems Infrastructure

EDM will use the current dpPower system infrastructure for the NCIS project, which consists of:

• One dedicated server for production with an Oracle database;

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• One dedicated server for tests with a similar specification as the production; and

• One dedicated server for backup.

One of the challenge related to the infrastructure is the current performance limitations of the production server caused by the 32 bits operation system architecture and the lack of RAM memory to process the demand for the Oracle database management system, operation system, and dpPower requests. For the pilot project, EDM will install dpPower in a new server, with 8 GB of RAM memory, 100 GB of free disk space and 64 bit operation system architecture. This should solve the infrastructure capacity issue for this stage of the project.

3.7.3 Procedures

Given the objectives of Pilot, processes and procedures will have a critical role for the success of the project. Within EDM, DPS is the directorate responsible for creating the processes and procedures for network and customer registration for the GIS software. It has developed the following documents related to processes, procedures, and standards relevant to the NCIS Pilot:

• Guide for codification of delivery points and customers;

• Job role profiles to implement GIS software (for both field and back office workers);

• Guide for procedures for maintaining and updating the geolocation database; and

• Procedures for using dpPower.

EDM uses the same codification standard for its nomenclature as Mozambique’s National Center for Cartography and Remote Sensing (CENACARTA), which is the official governmental standard.

The procedure for using dpPower aims to orient the field team at the ASC level to mark the correct GPS location in the field with the appropriate GPS device (i.e. a GARMIN device) and to delineate the steps needed to import that data into dpPower. This procedure involves different tools including Map Sources, Excel, and Note Pad to transform the information from the GPX format is collected into the XYZ16 format that dpPower recognizes.

The procedures for maintaining and updating the geolocation database defines the minimum requirements to register an asset in dpPower and outlines the responsibilities and actions of each directorate to ensure accurate information is uploaded to the database.

All of these procedure documents will need to be revised and updated by the project team, and approved by the sponsor of the project and EDM’s project committee. The table below lists some of the challenges EDM personnel have identified in using the current EDM procedures:

16 The difference, in meters, between two GPS readings for longitude, latitude and altitude.


Figure 26: NCIS Procedures and Challenges

Procedures for NCIS Challenges

Guide for codification of delivery points and customers

• Not specific enough and requires a few adjustments

• Not sufficiently followed by the technicians

Manual for professional profiles for users

• Not implemented.

Procedures for maintaining and updating the geolocation database

• Not implemented completely • Has limited visibility inside the company

Procedures for using dpPower

• Does not include a form to allow technicians to gather information in the field

• Does not specify the equipment that technicians must use to gather information in the field

In order to have these procedures properly and comprehensively implemented across the company, a rigorous training program will be necessary to train all the EDM personnel involved in the NCIS Pilot. The training program will have two training courses, one for the back office team oriented for system users and the second for the fieldwork oriented toward the processes and procedures that will help the teams can perform the network and customer registration.

3.8 Customer information and data quality The CMS centralizes all the customer information and is the central database in which EDM stores all its client information including: customer name, customer address, consumption data, billing date, etc.

EDM reorganized and implemented a new central CMS in August 2014, which consisted of consolidating its 26 distinct client databases into one core database for the company. During that consolidation process, EDM exported its customer data into the new central CMS using names and neighborhoods (addresses); the integration processes nevertheless resulted in losses of client data and affected data accuracy. This data accuracy gap is most significant in the current customer address information.

Neighborhoods are organized in blocks that can have around 40 installations each (more than 100 installations in some cases), but it is not possible to extract customer information based on the blocks currently from EDM’s systems.


Due to the underdevelopment of roads and lack of exact addresses throughout Mozambique, the “neighborhood” is the main address reference used to locate customers in the CMS. In many cases, neighborhood names reoccur in different provinces, which gives rise to the possibility of having the same neighborhood name in multiple provinces. The image below shows the customer address information in the CMS system.

Figure 27: CMS Input Screen Displaying Customer Information

As the CMS system can only filter the information at the neighborhood level of the customer, it is not possible to locate a set of customers on a block, let alone at a specific address. The customer registration would be managed on the GIS system, whereby the customer’s location coordinates would be displayed on a map, therefore allowing for a filter and visualization of the customer registered in a particular neighborhood, validation of the address registered for a particular customer, and an update of customers’ addresses in mass.


4 Key Performing Indicators for the Pilot The Pilot has established the following ten Key Performance Indicators (KPIs) to help measure the progress and impact of the NCIS pilot implementation. The following section elaborates on the indicators, what they will measure for the pilot, how the Team will undertake that measurement, and the units of measurement.

4.1 KPI Descriptions The Pilot project indicators have been disaggregated into four broader sub-sections.

Progress made on re-registering, mapping and linking customers – The primary directive of the pilot is to identify what will be needed to clean EDM’s data systems (3E and CMS), to use GPS to map customer locations, to connect those locations to their delivery point in the network database, and to develop an automatic interface process that will allow frequent updates of information from the network database over to the CMS and from the CMS over to the network database.

• Percentage of correct information in CMS – During the field work the team will collect customers’ information and compare with the information available in the system in order to identify the discrepancies of information and evaluate the quality of data

• Percentage of customers with GPS coordinates mapped – As a part of the re-registration process, the Team will help EDM to use one of their existing software tools (dpPower) to take GPS readings for customer supply points. By having GPS specifications, customers locations will be easier to find in the event of an outage, service interruption or suspected meter bypass. As a part of the re-registration process, a team from EDM will use current GPS tools to map customer locations.

• Percentage of customers linked through to the delivery point on the network database –In an effort to maximize the usefulness of the data collected from customers during re-registration, customer accounts in CMS will be linked with dpPower. This will link customer supply point (i.e. the customer GPS location) to the network delivery point (i.e. the network poles already mapped in DigPro). This will enable EDM to better visualize their system, better manage issues with their network, and better locate and engage with customers. Eventually, this will be extremely useful for the integration with the outage management system. Digpro and Indra (the CMS software company) have agreed to support development of the automatic transfer of data between dpPower and CMS for the pilot project.

Improving the ability of EDM personnel to do their jobs – Much of this pilot will be a capacity building exercise for EDM personnel. EDM staff want to do a good job, but lack the training, specific guidance, and leadership to operate their system effectively. With the addition of new tools, it will be important for the Team to train staff and develop standardized processes that will ensure the


sustainability of the work done under the pilot. The following indicators aim to measure that progress.

• Number of Staff Trained – As a part of process development, the Team will have to work with EDM to train EDM personnel that will be implementing the pilot. Trainings on operational efficiency, how to use the new tools, and community engagement will be both formal and in the form of on-the-job training for EDM personnel involved in the pilot when the Team’s subject matter experts and the software vendors are working directly with staff.

• Number of new standards/processes – During the initial assessment, the Team identified the lack of clearly defined, formal processes within the organization as a key constraint for the pilot and eventual company-wide roll out. Deliverable 2 (Baseline report) includes an overview of the processes currently in place at EDM. In Deliverable 3 (Report on Analysis & Design) the team will develop standardized processes, in line with international leading practice, for customer registration that will be used during the pilot and adapted for the company-wide rollout.

Loss Reduction – As a part of this pilot, the Team has been asked to work with EDM staff to assist in loss reduction and measurement of commercial losses. Once meters with hourly data logging capabilities are installed, consumption will be accurately measured within the pilot area. Since EDM only recently installed these meters, it will be difficult to measure loss reduction since the Team will not have a year of data for the service area. However, the new meters will give a more accurate load curve than what EDM is currently using.17 The following indicators aim to measure that progress.

• Energy losses (monthly) – Given EDM’s current lack of metering at the transformer level, the Team decided that it would only be useful to monitor losses on a monthly basis. The service area is predominantly prepaid meters which makes individual customer consumption trends difficult (if not impossible) to measure without historical data to estimate consumption trends. Newly installed meters (at the transformer level) with data recorders will enable load curves to be monitored going forward, but prepaid meters will make it difficult to identify cases of fraud in the short term.

• Number of Irregularities Identified – The Team chose to focus in irregularities found in the pilot area that lead to commercial losses. During the time stipulated for the pilot project, the team will not be able to resolve the irregularities identified on the energy balance exercise. The irregularities can be caused by fault meters, illegal connection, bypass, etc.. The Team do not want to incentivize legal action against residents of the pilot area. The Team aims to shift EDM’s mentality toward community engagement rather than punitive actions.

17 Current loss reduction measurements are taken at one point in time with an individual meter reader going to the field and comparing meters. No methodology was identified to account for prepaid meter consumption or estimating a load curve for a service area. Given the lack of meters at the transformer level, it is difficult to estimate what actual losses currently are. In conversations with EDM personnel, we were told that EDM facility consumption was accounted for as ‘technical losses’.


Customer Engagement –the Team plans to work with EDM leadership and its technical and field teams to generate an understanding of the importance of the customer within the organization. EDM leadership has acknowledged a need to become more customer-centric in order to improve operations and become more commercially oriented. The following indicators aim to measure that progress.

• Number of customers attending town halls, workshops, etc. – To measure SRUC’s impact on making EDM a more customer centric organization, the Team will be supporting several town halls and workshops for community members. These workshops will be important in getting the support of the community for the pilot, and ensuring long term durability of the outcomes of the pilot.

• Number of customers visited as part of the community engagement –the EDM field team will distribute light bulbs, door to door, whereby EDM will be able to talk to the customers about energy theft, the danger of illegal connections, and how to utilize energy more efficiently. The number of customers visited will help assess EDM’s progress in community engagement and improvements on how to relate more positively with their customers.

Energy Efficiency – USAID has asked Deloitte to incorporate an energy-efficient light bulbs distribution and replacement program within the pilot area. The goal of this will be to measure the impact of the more efficient light bulbs on consumption patterns as well as to improve EDM’s image with its customers.

• Energy Efficiency Realized – After energy-efficient light bulbs are distributed and replaced within the households, the Team will monitor energy consumption within the pilot area to estimate the impact of distributing the light bulbs. This will require baseline consumption and load information and post-distribution consumption and load information. Given the current metering configuration (prepaid) and lack of historical data, it will be challenging to accurately measure a reduction in energy consumption. However, the team will continue to monitor consumption at the transformer level, and make a determination as to how this can be estimated based on data collected when the pilot is under way.

4.2 KPI Indicator Targets The following table lays out the baseline and target indicators for the NCIS pilot.

Figure 28: NCIS Baseline and Target Indicators

SRUC EDM Loss Reduction Phase II Indicators

ID Indicator Description

Indicator Type Measurement Baseli

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KPI 1 Percentage of correct information in CMS

Customer Data Quality

# of customers with correct information on CMS

0% 100%





ne Target

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Percentage of pilot area female customers verified in the field.

Customer Data Quality

# of female customers 0% 100%

KPI 3 Total monthly energy losses in pilot area

Energy Losses

Energy delivered to area subtracting sales, tech. losses & admin. Losses

TBD TBD

KPI 4

Customers attending town halls, and other events, disaggregated by gender

Community Engagement

# of town halls and # participants (men & women)

n/a

2 town halls 30

residents

KPI 5

Number of customers visited as part of the community engagement

Community Engagement

# of customers visited

n/a 100%

KPI 6

Number of staff trained in loss reduction (Metering, community engagement, monitoring, etc.), disaggregated by gender

Organization # of staff trained (men & women)

0 20 staff

KPI 7

Percentage total of pilot area customers in the pilot region that EDM collected GPS coordinates

Customer Network Data

Customer Network Data 0 100%

KPI 8

Percentage of customers in the pilot region that will be linked through to the delivery point in the network database

Customer Data

Customer Data 0 100%

KPI 9 Number of new Standards & Processes Processes 0 5





ne Target

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Number of commercial loss cases identified & resolved

Energy Losses

Energy Losses N/A

KPI 11

Energy consumption reduced household

Energy Efficiency

kWh per household 0 TBD

5 Conclusions This Baseline Report intends to provide the Team, USAID, and EDM a clearer understanding of EDM’s current situation prior to the NCIS Pilot implementation, including an overview of the company’s systems, customer information, databases, processes, procedures, and the current state of its network infrastructure.

The Team’s analysis of all of this baseline information leads to the following conclusions and takeaways for the Pilot:

• Digpro’s dpPower is the GIS software currently used by EDM, and it does not have an interface with the CMS. DPS is the only EDM business unit that has the knowledge and skills to operate the dpPower system effectively.

• EDM does not have a coding standard for its infrastructure officially approved by the Board of Directors, and, as a result, EDM staff use two separate coding formats in the Pilot area to register customer and network assets.

• The norms and procedures to register customers and infrastructure assets to the network are not fully clear to EDM staff; for example, the ASC of Maputo City and the ASC of Maputo Province do these registration processes differently.

• EDM uses a system called Howard & Johnson for call center management; this system only stores outage information for a period of six months and cannot produce strong analytics because of this lack of data.

• The average number of incidents from the Pilot area reported to the call center between December 2016 and March 2017 was 298 per month.

• From December 2016 and March 2017, the call center closed 38 percent of the reported incidents from the pilot zone without an intervention from the piquete (i.e. the field force); outage information indicates that the most prevalent causes of identified outages are a breakdown in the MV


transmission, followed by meter failures, and, lastly, a burned neutral connector.

• EDM currently carries out its energy balance calculation in an Excel file on a monthly basis for losses across the whole company. Given that many customers are not properly registered on the network, it is difficult to extract customer consumption by network segment and the accuracy of its losses calculation is questionable.

• Since EDM currently carries out the energy balance for the company as a whole, it cannot identify specific geographic areas with high losses, which require tailored interventions.

• All the customers in the Pilot area have prepaid meters and none of those meters are smart meters, so the Team will have to create a methodology to estimate consumption at the household level based on energy purchase credits; this will make granularity to the household level difficult to ascertain from the Pilot.

• The Pilot area has to be completely ring fenced to verify the electricity supply and customer consumption in the Pilot area; EDM has procured and installed six power transformers, but has not yet installed bulk meters on the substations.

• The registration of new customers to the EDM network will require procuring new field equipment, GPS devices, plotter, bulk smart meters, etc.

• EDM does not have ability or granularity to estimate the number of split meters and integrated meters in the Pilot area from its internal systems; the field survey provided an initial estimate of 72 split and 848 integrated meters in the Pilot area.

• There is a serious deficiency in the quality of the data in the EDM systems; the data does not reflect the actual situation on the ground. The information the Team extracted from 3E system indicated that 2,258 customers existed in the Pilot area neighborhood; the CMS system’s query tool yielded information for 2,573 customers in that same Pilot area neighborhood. A detailed field survey carried about by EDM for the Pilot indicated 1,214 total customers in the Pilot area.

• The customer data that is available EDM’s CMS is not accurate. For instance, the data extraction for the Pilot targeted the customers registered in EDM’s CMS database as part of “Magoanine B.” The Team’s review of that extracted data confirmed that it included customers registered in “Magoanine B” who were actually physically located in a different neighborhood, and vice versa, there were customers physically located in “Magoanine B,” who were registered in the database as residents of another area.


• Available EDM system data shows that the “typical client” in the Pilot area purchases electricity, on average, three times per month, and that customers typically purchase 34 kWh each time they buy credit.

• The total energy purchased in the Pilot area in the past year was 2,789,753.40 kWh, which represents an average total monthly purchase of 232,470.45 kWh for all the customers in the Pilot zone.

• The field survey indicated that within the pilot area, households tend to have almost five people, most households purchase less than MZN 1,500 worth of electricity, and customers tend to purchase power about three times per month. The monthly amount of expenditures on electricity had little relationship with household size and the number of times a customer purchase energy credits a month. Finally, the most prevalent household appliance were TVs, with 1,253, followed by irons, with 923. There is almost an even split between incandescent and florescent light bulb usage in the Pilot area, with an average of 7.34 bulbs a household.

USAID SRUC | NCIS Pilot | Baseline Report | Annexes 42

ANNEX I – ADDITIONAL NETWORK AND CUSTOMER INFORMATION

1. Meter Reading Data EDM installed meters on all the power transformers that serve the pilot area in July 2017. This established a baseline for customer consumption in the Pilot area. EDM read the meters on a weekly basis from July to August. The table below lists the outputs of those meter readings:

Figure 29: Meter Reading Output Data in Pilot Area, July-August 2017

Measurement day

PT ID Active Energy KWh

Reactive Energy KVARh

Max Amp

12-July PT 43R 9852/33864 6475/31308 0.26/0.69

PT 44R 21571 8747 1.35

PT45R 22 10 1.58

PT 52R 9760 729 0.37

PT 125R 2471 804 1.27

PT 227R 142 91 0.37

19-July PT 43R 9900/34009 6496/31351 0.68/0.75

PT 44R 21692 8797 1.35

PT45R 158 73 1.59

PT 52R 10271 892 2.26

PT 125R 2645 860 1.97

PT 227R 175 110 0.41

25-July PT 43R 0 0 0

PT 44R 100 41 0

PT45R 110 50 0

PT 52R 135 45 0

PT 125R 143 48 0

PT 227R 110 44 0

9 – August PT 43R 212 72 1.43

PT 44R 509 208 1.38

PT45R 572 255 1.56

PT 52R 310 225 1.43

PT 125R 740 245 2.1


Measurement day

PT ID Active Energy KWh

Reactive Energy KVARh

Max Amp

PT 227R 576 238 1.68

16 - August PT 43R 288 98 1.43

PT 44R 585 240 1.38

PT45R 659 295 1.56

PT 52R 820 272 2.19

PT 125R 853 283 2.1

PT 227R 663 275 1.68

23 - August PT 43R 325 110 1.46

PT 44R 762 312 1.38

PT45R 866 388 1.56

PT 52R 1078 359 2.3

PT 125R 1128 372 2.19

PT 227R 878 363 1.38

2. Equipment Assets The registration of the customers to EDM network in the Pilot project will require the procurement of new equipment. The table below list the required equipment quantities for the Pilot, and eventually the national rollout, and the equipment currently available to the EDM team:

Figure 30: Equipment Requirements and Constraints

Equipment required Quantity required for the Pilot

Quantity available for the Pilot

GPS Device 20 6

Desktop 1 1

Fleet car 1 0

Plotter 1 0

Rechargeable batteries 40 0

Battery Recharger 1 0

3. Meters EDM currently has two types of meters in the Pilot area – integrated and split. An integrated meter is a standard combined meter installed on a customer’s


premises. The split meter consists of a unit that is split between the meter itself, which is normally set up on the distribution pole, and the customer interface unit (CIU), which is installed in the customer’s home. This configuration has been useful to deter theft.

Meters that EDM has not tested, calibrated, installed, or maintained properly create data anomalies, problems with the measurement systems, or other issues that cause energy losses. EDM’s systems currently do not have the capability to disaggregate the number of split meters and integrated meters in the Pilot area.

4. Planned Network Maintenance In the planning stage for the NCIS Pilot project, EDM decided to undertake maintenance work in Pilot area to ensure improved power quality and to upgrade the transmission and distribution infrastructure for the pilot project. This upgraded infrastructure will be critical for effective energy balancing, as it will underpin the quality of the data inputs that go into the balancing exercise.

The maintenance work includes maintenance on the four power transformers and installation of one new transformer in the area. The table below describes these interventions and their total costs.

Figure 32: Maintenance Interventions and Required Costs

PT id Transformer Capacity

State of the meter / Work needed Costs (MZN)

PT 125R 630 KVA Old PT structure

Shunt on Drop-Out

Replace the support of the Drop-Out

10,244.00

PT 45R 630 KVA Old PT structure.

Lack of mass on one of the distribution cabinets

It was necessary to install a bigger cabinet to fit all the cables, instead of using the existing two smaller

164,645.05

Figure 31: Figure 31: An EDM Split Meter


PT id Transformer Capacity

State of the meter / Work needed Costs (MZN)

cabinets.

PT 44R 500 KVA It is necessary to replace the LV switchboard with a distribution cabinet

Shunt on Drop-Out

Launch of 32m of VAV cable 4x95mm²

329,747.46

PT 52R 200 KVA Launch of 32m of VAV cable 4x95mm² It is necessary to connect the LV network to this PT with an extension of approx. 2 km of cable ABC 3x50 + 55 + 25mm²

Replacement of 34 LV pole and implantation of 44 new poles

1,766,797.60

To be Installed

315 KVA. Installation of a new PT

Replace 80 LV electric poles attached to the PT

Install 13 new LV electric poles and 1000 meter of ABC cable (3x50+55+25mm²).

Install 100m of cable VAV 4x95mm² Install 6 MV poles on the MV line, AAAC, across 1500m.

2,025,095.00

The PT44R and PT125R are overloaded and it will be necessary to install a new PT between them to reduce the energy flow on the line; without this intervention, the PTs may overload and fail.

Another component of the ongoing maintenance will be to ensure that EDM’s technicians are measuring the power load on all the transformers during the peak hours, as this will help detect when the PT becomes overloaded.


ANNEX II – SYSTEMS, ARCHITECTURE AND INFRASTRUCTURE DESCRIPTION 1. Systems

Four systems will be involved in the systems integration for the NCIS Pilot. The table below further describes each system:

Figure 33: NCIS Pilot Systems Descriptions

System Vendor Application Internal EDM usage owner

dpPower

DigPro The current GIS software solution adopted by EDM. This system is used to register network assets and map the network

DPS

CMS

Indra System used to management of customer’s contract/billing information and contact information

DIC

3E Itron Stores pre-paid customer’s consumption history

DIC

MDM Hawai Stores information collected from meter reading, specifically for the medium voltage, high voltage, and big customer on low voltage s

DGD

1.1 dpPower EDM purchased dpPower software in 2007 with the goal of initiating a registration process for its network using geolocation coordinates. dpPower was developed by DigPro and is divided into five modules with different functionalities:

• DP Power base module (Asset documentation), is web-based asset register, including maps, single line diagrams, topologies and asset data. Also includes functions for data entry, maps and schematics, printing and plotting, tracing, import and export, coordinate transformation and report management.

• dpPower Analyzer module, is a comprehensive electrical analytic toolbox fully integrated with the web-based mapping tool, it includes functions for


load-flow and fault analyzes, capacity optimization, load profiles from modern meters and automatic schematics generation.

• dpPower Designer module, is a project management tool for network planning and design that allows automatic costing and material management for maps and schematics. Includes functions for project planning, material planning and bill of material, GANTT schematics and work break down, work order management, integration to financial applications and workflow management.

dpPower Maintainer module, is a geographical maintenance tool for planning, execution and follow-up of inspections. Inspection plans are carried out directly in maps and topologies rather than on individual objects as in traditional maintenance planning tools.

• dpPower Operator module is a web-based Trouble Call Management (TCM) and Outage Management System (OMS) completely integrated with the central asset register. Includes functions for trouble call handling, outage management, AMR integration, switch-order management, public outage notification through web, SMS and email, and outage statistics with standard KPIs.

EDM currently has all modules activated, but only uses the basic module for asset management due the lack of information and integration with other systems. For the NCIS pilot, it will be necessary to upgrade the software to Version 8 and upgrade the Java to Version 8 in all stations where dpPower is installed.

It is important to note that dpPower have several functionalities divided into five modules (Asset documentation module, Analyzer module, Designer module, Maintainer module, Operator module). These capabilities can provide EDM with the capability to execute several operations, such as the calculation of the load profiles in distribution networks, which are all important for the planning, operation, and maintenance of EDM network. EDM currently only utilizes the basic module for asset documentation due the lack of quality information and integration with its other systems.

As an overview, EDM faces the following challenges using dpPower:

o dpPower does not have reliable information. The operation and maintenance sector often change the network configuration without informing the Statistical and Planning sector at ASC level, which are responsible for updating the data in the system.


o Lack of training on how to use the system. At ASC level this is mainly for maintenance of information and at the DPS level this is to centrally to manage the software.

o Lack of integration between dpPower and other EDM’s systems, which causes the lack of data needed for some modules and functionalities available as energy balance, load profile analyses, that requires customer information, costumer’s consumption, meter readings, etc.

1.2 3E system

The Prepaid Vending System (3E) is responsible for prepaid electricity sales. This system has an interface, the extended vending gateway (EVG), which links the 3E to the external vending channels using an XML file via web service to exchange information with endpoint sellers, such as banks and mobile operators.

The data the Team extracted from the 3E system indicated 2,258 customers in the pilot neighborhood from the March 2016 until March 2017 period. The field survey indicated 1,214 customers in the pilot area in August 2017.

The information extracted from 3E provided the following information per customer:

• PF (i.e. the energy supply point), • Date of purchase, • Amount of Energy purchased, • Address, • Name of the customer / entity, and • Payment method.

1.3 CMS

The Customer Management System (CMS) provided by Indra is EDM’s primary back-office system. It is used for installation, billing, customer maintenance, and client management. The CMS is the core database on which all customer information is stored.

The data the Team extracted from the CMS using “address” as the search criteria indicated 2,573 customers in the pilot neighborhood. The field survey indicated that there are only 1,214 customers in the pilot area in August 2017.

The search in the system retrieved the following information per customer:

• Agency, • PF (i.e. the energy supply point), • Tariff, • Customer name, • Old Address, and • New Address.


2. System architecture CMS has an interface with MDM and 3E that is used to exchange customer contract information from 3E. CMS receives the energy purchase data. Recently, EDM efforts repaired some integration issues between the CMS and 3E systems. The systems had almost three months of synchronization delay, but now have only a week of delay.

The image below illustrates current system architecture, illustrating that the GIS software solution does not have any interface with the other systems.

Figure 34: EDM System Architecture

3. dpPower Infrastructure

The Digpro dpPower infrastructure currently in place at EDM has the following technical infrastructure.

Figure 35: Existing dpPower Infrastructure

Server Operation System

RAM Memory

IP CPU Hard Disk Memory

Production Server (NISDID)

Windows server 2003 R2 Standard Edition, Service Pack 1

3584MB 172.16.128.5 Intel(R) Xeon(TM) CPU 3.20GHz (2CPUs), 3.2GHz

Local Disk(c:) Total 67.8GB, Free 26GB

Data(E) Total 203GB, Free 159GB

Test Server (NISTEST)

Windows server 2003 Standard Edition, Service Pack 2

2048MB

172.16.128.6 Intel(R) Xeon(TM) CPU 3.20GHz (2CPUs), 3.2GHz

Local Disk(c:) Total 67.8GB, Free 40GB

Backup Server (NISBACKUP)

Windows server 2003 Standard Edition, Service Pack

2048MB 172.16.128.7 Intel(R) Xeon(TM) CPU 3.20GHz (2CPUs),

Local Disk(c:) Total 67.8GB, Free

X

MDM CMS

GIS SolutionX

3E

X


Server Operation System

RAM Memory

IP CPU Hard Disk Memory

2 3.2GHz 8.67GB

EDM recently has modernized the infrastructure by acquiring a data center that enables the server virtualization; that data center will be used for Pilot implementation.

A national rollout of dpPower would require improved infrastructure, namely:

• Web Server (Production) with windows server (2012 or 2016), 8GB ram and disk space with at least 100 GB

• Database server (Production) with a Linux server (preferable Ubuntu server), 8GB ram and 300GB disk space

• Web Server (Test/backup) with windows server (2012 or 2016), 8GB ram and disk space with at least 100 GB

• Database server (Test/Backup) with a Linux server (preferable Ubuntu server), 8GB ram and 300GB disk space


ANNEX III – ILLUSTRATIVE ENERGY BALANCE FOR THE PILOT AREA

Based on information available from EDM’s systems, and descriptive characteristics of some of the infrastructure in the pilot area, the Team estimated an initial energy balance for the Pilot area with the calculations below and described in Section 3.6.1: Energy Balancing. These calculations are representative of the Pilot area given current information available from the 3E system. They will be refined as the pilot progresses and data quality improves, but establish the baseline for the type of energy balancing exercise EDM will be able to undertake at the outset of the Pilot project.

Figure 36: Initial Energy Balancing Estimates for the Pilot Area

Energy Balancing of the Pilot Area

Total customers 301 201 227 133 234 157 1 1 1

PT 43R PT 44R PT 45R PT 52R PT125R PT 227R PTP 45R PTP 44R PTP 172RPT Energy (a) 30,000 20,000 22,000 15,000 25,000 20,000

Energy Integrated Meters Large (b) 1500 1500 1500 1500 1500 1500# of Large integrated Meter 10 10 10 10 10 10 1 1 1Energy Integrated Small Meters (c) 1000 1000 1000 1000 1000 1000# of Small integrated Meter 24 24 24 24 24 24

# of "< 500 "KWH Res Split Meters 90 60 68 40 70 47Ave Use 21 21 21 21 21 21Res. Energy (Split Meters) (d) 1890 1260 1428 840 1470 987

# of "501-1500' Res Split Meters 121 81 91 53 94 63Ave Use 83 83 83 83 83 83Res. Energy (Split Meters) (d) 10043 6723 7553 4399 7802 5229




# of "> 4500" Res Split Meters 10 7 8 5 8 5Ave Use 542 542 542 542 542 542Res. Energy (Split Meters) (e) 5420 3794 4336 2710 4336 2710

Metered Company Use (f) 400 400 400 400 400 400

Estimated tech Loss (1%) (g) 300 200 220 150 250 200= (a* 1%)

Unaccounted for = (a-b-c-d-e-f-g) 3,474 1,335 1,104 1,393 3,698 4,778Percent of PT Energy 11.6% 6.7% 5.0% 9.3% 14.8% 23.9%


ANNEX IV – TARIFFS a) Social Tariff, Household, Agriculture and General (Low Voltage)

Recorded Consumption (kWh)

Sale Price Flat Rate (MTn/kWh)

Social Tariff (MTn/kWh)

Household Tariff (MTn/kWh)

Farming Tariff (MTn/kWh)

General Tariff (MTn/kWh)

From 0 to 100 1.07

From 0 to 200 2.34 2.36 2.61 75.26

From 201 to 500

3.11 3.36 3.74 75.26

Above a 500 3.27 3.68 4.09 75.26

Pre-Payment 1.07 2.98 3.27 3.75

b) Major Consumers of Low, Medium and High Voltage

Class of Consumers Sale Price Flat Rate (MTn)

(MTn/kWh) (MTn /kW)

Major Cons. LV (GCBT) 1.47 112.65 220.37

Medium Voltage (MV) 1.21 126.09 1.034.38

High Voltage (HV) 1.08 138.88 1.034.38

c) Connection Rate in Low Voltage (LV)

Meter Amount for Collection (No VAT) [MTn]

VAT (Mt)

Amount for Collection (VAT)[MTn]

Amount for Collection (No VAT) [MTn]

VAT (USD)

Amount for Collection (VAT - USD)

Single phase – Social Tariff

Exempt Exempt Exempt

Single phase

55.91 9.50 65.41 3.62 0.62 4.24

Three-phase

111.81 19.01 130.82 6.78 1.15 7.93


d) Penalties for Violation for Fraud LV Consumers

Meters Amount for Collection (MTn)

Single phase – Social Tariff

63.51

Single phase 215.12

Three-phase 336.57

Single phase - Credelec

215.12

Three-phase - Credelec

336.57

Current limiter 63.51

edm network customer information system (ncis) pilot

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