1. Very Large Power System Operators in the World
S.P.Kumar
Chief Manager
Power System Operation Corporation Ltd.
NLDC

2. Indian Power System : Amongst the Largest in the World
National Grid (UK)
68GW
Capita: 65m
MidWest ISO (USA)
159GW
Capita: 40m
RTE (France)
93GW
PJM (USA)
165GW
Capita: 51m
Red Electrica (Spain)
Capita: 47m
ONS (Brazil)
100GW
Capita: 170m
SO - UPS (Russia)
146 GW
Capita: 144m
Tepco (Japan)
64GW
Capita: 45m
KPX (South Korea)
70GW
Capita: 49m
Terna (Italy)
57GW
Capita: 60m
SGCC (China)
900GW
Capita: 1000m
PGCIL (India)
163GW
Capita: 1200m
Eskom
(South Africa)
43.5GW
Source: VLPGO, 2010

3. Snapshot Of Indian Power System
April 15, 2017
Snapshot
Of Indian Power System
SLIDE-1: ALL INDIA POWER MAP
·       Sir, this picture shows the extra high voltage transmission network in India
·       Yellow colour depicts 765 kV lines
·       Red colour depicts 400 kV lines and
Purple colour shows plus-minus 500 kV HVDC lines
NRLDC 3

4. Typical Numbers for Indian Power System…
Demand :~ 110 GW
Generating Units :~ 1600
400kV & above Trans. Line :~ 700
Transformers :~ 2000
Busses :~ 5000
Control Areas :~ 100
Inter-State Metering Points :~ 3000
Schedule Matrix Elements :~ 96 X 100 X (~10)
~=100000
Open Access transactions typical daily :~ 100
Captives participating in market :~ 125

5. Peculiarities of Indian Power System
High Growth Rate
Shortage – both (MW & MU)
Federal Structure
Decentralized Scheduling & Despatch
Diversity
Floating Frequency
Large Hydro Variation
Large Demand Variation

6. How do we relate Internationally to the Other Grid Operators Worldwide ?
Associations Worldwide
Very Large Power Grid Operators (VLPGO)
TSO-Comparison Group (
CIGRE (INTERNATIONAL COUNCILON LARGE ELECTRIC SYSTEMS) - C2 and C5 committees
System Operation and Control
Electricity Markets and Regulation
(Conseil International des Grands Réseaux Electriques).
International Interconnections
SAARC

7. Very Large Power Grid Operators (VLPGO)

9. Formation of the VLPGO
A voluntary initiative of the world’s largest Power Grid Operators
Representing together more than 60% of the electricity demand in the world.
14 Largest power grid operators of the world
Created in 2004
Not-for-profit organization
Followed several blackouts across the world
To investigate fundamental issues of common interest to its members
To develop joint action plans addressing the improvement of power system security.
Formalized in 2009
Specific Focus
Issues related to Very Large Power Grids
Membership
Size > 50 GW

10. VLPGO : Role of Grid Operators Worldwide
Work constantly to plan, monitor, supervise and control the energy delivered as a continuous process 24 hours a day
Delivering the electricity that powers modern societies
Critical role of Grid Operators includes
acting on behalf of Consumers, to ensure quality while minimizing costs and recognizing economic and societal dependence on electricity;
a technical role in planning, designing, and managing the Power Systems;
an interface role with generators, market participants and distributors, which are the most direct users of the transmission grid;
a natural role of interlocutors with power exchanges, regulators and governments.

11. Common Challenges for VLPGO
Providing power system reliability and security
Smart Grid development
Integration of Renewables
Integration of Electric Vehicles
Capacity development and optimization including system renovation and development, equipment upgrading.
Reducing CO2 emissions
Improve productivity and energy efficiency
Power system visualization
Demand Side Management
Interconnections
Development of new technologies and HVDC
Establishment and coordination of new control centers 11

12. VLPGO Vision and Mission
“To be a leader and a catalyst in the transition of the electric power industry to the power grid of the 21st century”
Mission
Develop an international consensus on strategic issues which are unique to the very large power grid and market operators
Develop a common vision with respect to the technologies and best practices required to address those issues
Facilitate the implementation of the vision through information exchanges, collaborative projects and cooperation with other international organizations.

13. Objectives: Transition to Grid of 21st Century
Innovate Thinking
An international consensus on strategic issues challenging the very large power grid and market operators
Technology Advancement
A common vision with respect to the technologies and best practices required to address those issues in a framework of social and environmental responsibility of each member.
Industry Leadership
Through a common Communication Policy, the dissemination and implementation of a common vision through information exchange, collaborative projects and cooperation with other international organizations.

14. Expectation within VLPGO framework
Sharing worldwide experience and knowledge on best practices to improve the power system security and performance
Building a common vision on the transition towards a more modern power system (i.e. Smart Grids)
Being catalyst towards Manufacturers and Vendors to make available the best technologies to the Power Systems
Creating a industry voice on the transition to a more sustainable energy system and the journey to COP 17 and the enabling environments required to support the electricity supply industry worldwide.
Enhancement of transmission security: security must be a permanent concern of VLPGO
Communication Strategy: PGOs must have communication strategies for regular, risk and crisis situations. 14

15. VLPGO Delivering Value to its Members
Emerging Technology
Identify early trends
Assess common impacts
Develop common solution requirements
Shared Learning
Identify common key operational risks
Share after-the-fact analysis of major events
Common Approaches & Solutions
Develop common specifications across suppliers
Create new market mechanisms
Produce guidelines for common reliability issues
Best Practices
Share “best” Ideas and policies
Create methodologies for evaluation or analysis
Industry Influence
Develop common positions for industry stakeholders

16. Structure of VLPGO Activities
The VLPGO consists of:
Governing Board
5 Joint Projects
5 Working Groups
2 Workshops
Short-term collaboration on specific project by subset of members
One of exploration of topic area
Task
Task
Task
Task
Task
The Governing Board has:
Streamlined the working approach between different forums
Is writing guidance for conveyors – to improve performance (2010)
Focused on a smaller number of activities to deliver material progress & create a multi-year plan
A key aspect of the VLPGO mission is to act on issues of common interest to its members. This is accomplished in the following ways:
Working Groups addressing specific topics/themes of interest to all the members, as decided at the annual Meeting. Working Groups effort may span over several years, but they act on an annual work plan and set of deliverables.
Joint Projects where two or more of the Members decide to coordinate their activities and combine their resources to execute projects of common interest.
Workshops, where the majority of the members (typically Governing Board Member representatives) explore together specific themes of interest to all the members' and provide the Steering Board with high level summaries and conclusions/recommendations.

18. VLPGO 2011 Joint Activities
Working Groups
WG #1 – Wide Area Monitoring Applications (PJM)
WG #2 – Enhanced Security (Terna/ONS)
WG 2a – Security vs. Operation Costs (Terna/ONS)
WG 2b – Enhanced Network Restoration (Terna/ONS)
WG 2c – Equipment Overstressing (ONS)
WG 2d –Security of Supply to large metro areas (?)
WG #3 – Integration of Renewables (NG)
WG #4 – Load Forecasting (REE)
WG #5 – HVDC (ONS)
WG #6 – Electric Vehicles (PJM)
WG #7 – Storage (MISO)
Joint Projects
Visualization (SGCC)
Workshops
WS #1 – KPIs (SO UPS)
WS #2 – Smart Grid (KPX) 18

19. VLPGO Current Activities - mapped
Principle Drivers
Renewable
Smart
Security and Safety of Supply
WG #3: Integration of Renewable Technologies
WS #1: Smart Grids
WG #2a: Enhanced Security - Vulnerability
JP #3: Plug-in Hybrid Electric Vehicles
JP #2: HVDC in Synchronous Power Systems
JP #4: Monitoring and Automation
Enduring Drivers
New Technology
WG #1: SynchroPhasors (Wide Area Monitoring)
Efficient Operation
WG #2c: Equipment Overstresses
#5: Visualization
JP #1: Asset Management
WS #2 – Key Performance Indicators (KPIs)
WG #2b: Enhanced Security - Restoration

20. VLPGO Accomplishments thus far
SynchroPhasors:
WAMS Architecture
Requirements and PMU
Certification Test Methodology
Preliminary Report”, 2008
Capacity Markets:
“Market Mechanisms and
incentive Instrument to
Promote Generating Capacity
and Demand Response”, 2008
Self Healing Grid:
“Cascading Events and How to Prevent
Them – Restoration Process Prevention
Of Large-Scale Blackouts In The Large
Metropolitan Cities”, Application
Guide
“Self Healing Techniques to Prevent
Black Outs and Cascading Events”,
2008
EMS Architecture:
EMS Architectures for the 21st
Century (transferred this work
to CIGRE working group
D2.24) 20

21. VLPGO Workplan … Road Ahead
NLDC

22. VLPGO Future Drivers Principle Drivers
Connecting low carbon renewable sources of generation
Building SMARTer electricity networks of the future & the impact of SMART load changes
Ensuring the future Security and Safety of Supply of our networks
Enduring Drivers
Advancing and implementing new technology to the benefits of our customers
Developing network capacity & operating our electricity networks in the most efficient and economical way we can

23. TSO – Comparison Group The Group of International Comparison of Transmission System Operation Practice

24. Mission
To exchange information on Power System Operators current and future operating practices for the purpose of benchmarking.
An annual survey is undertaken to ascertain
Equivalent staffing requirements
Best practices
Performance measures
Areas
Transmission system operations including generation scheduling and dispatching,
Electricity market operation,
Operations planning,
Settlements,
Information technology, training, etc.
TSO is managed by a Steering Committee consisting of 6 elected members and supported by KEMA

25. Most important reasons for being a member
Performance Measures Database (> 50 data points)
Comparing with other TSOs (Benchmark Model)
Identification of peers (Company profiles / Activity Lists)
Learning from other TSOs (Best Practice)
Informal contacts and TSO Questionnaires (Networking)
Counter Benchmark to Regulatory Benchmark (Insurance policy) 25

26. Members Members Name Country ESKOM South Africa
Red Eléctrica de España* Spain
Landsnet Iceland
Fingrid* Finland
Amprion* Germany
Transpower NZ* New Zealand
Saudi Electricity Company Saudi Arabia
TenneT Netherlands
Statnett SF Norway
PJM Interconnection** PA, USA
National Grid Electricity Transmission* United Kingdom
CLP Power* Hong Kong
ESB NG Ireland
Transpower Germany
Swissgrid Switzerland
Rede Eléctrica Nacional Portugal
Hydro Québec Canada
Svenska Kraftnät Sweden
PSE Poland
EWA Bahrain
China Southern Power Grid China
Power Grid Corporation of India Ltd. India

27. Benchmarking Model
The TSO Comparison Group is using an advanced multidimensional Benchmark Model for comparing TSOs’ System Operation organization.
The Model’s “multidimensional approach” provides insight into the efficiency and effectiveness of each TSO with respect to both its own environment (size, structure, regulation et al) and to other TSO environments.
The Model’s output has demonstrated the capability of identifying generic differences (resulting in ad hoc peer-groups) as well as generic similarities.
The Model’s output has been utilized for mergers (in defining staff sizing requirements), and tested for self-analysis (in validating actual staff sizes).

28. Features of the benchmarking model
The model aids in highlighting the effects of non-traditional changes within peer groups.
As non-traditional changes, such as new Market initiatives are developed, the Model will display the areas of change.
Although the value of those changes will vary with corporate objectives, the magnitude and the areas impacted by the changes will be highlighted by the Model.
The key feature of the Model is that it does not focus on defining the “best” and the “worst” TSOs, but rather focuses on identifying differences between TSOs.
Whether differences are good or not will depend on many factors – the Model allows the user to make those value decisions based on the goals of the respective user.

29. Transmission Operation
For Benchmark purposes a ‘standard TSO’ with five key System Operation processes has been defined..
Market Operation
Transmission Operation
System Operation 29

30. ..and a process which takes into account the remaining differences between TSOs
Input Data
Data Definition
Data Collection, Verification, Validation
Bench mark
Benchmark Calculations
Evaluation of Benchmark Results
Results
Discussion of Differences
Identification of Learning Points
Company Profile
Activity List 30

31. Data Collected annually since 2000, validated by KEMA, verified by group
Example of data points:
Operations Planning (1 year to 2 weeks before day of operation)
Number of Planned Transmission Outages
Number of Planned Generating-unit Outages
Scheduling (2 weeks to 1 day before day of operation):
Accuracy of peak load forecast
Accuracy of minimum load forecast
Transmission congestion: Generation constrained "on".
Foreseen transmission concerns
Scheduled transmission outage requests
Scheduled generation outages
Real Time Operation (Day of Operation):
Frequency control performance
Average overall system deviation
Generation and load instructions
Personnel on shift
RTO transmission outages taken
Support
Operator training hours of teachers
Number of SCADA database points (Status points, Analog points, Control points)
Overall Performance:
Transmitted energy at risk
Response Time of Area Control Error or Frequency
Energy unsupplied due to 'unsupplied energy incidents'
Unsupplied energy incidents
Voltage excursions
Reference Data
Number of Staff in Full Time Equivalents, separately for each process
Costs, separately for each process and network losses
Network date, including e.g. Circuit Ends, Line lengths, Generators, Peak Load, Transmitted Energy, Interconnectors.
Support
All data are available for members 31

32. For each process, two benchmark models have been developed…
COST Based Model
PERFORMANCE Based Model
TSO Process
Input (staff, cost)
Output (uniform)
Environmental Factors (e.g. network size) 32

33. ..Here, an example of one of the 10 benchmark models is shown
Environmental Factors EF1: Network Size (circuit ends, generators, interconnectors)
EF2: Planned Outages (Transmission and Generation)
Operations Planning
Input FTE
Output (uniform)
Model parameters based on regression of TSO data 33

34. Real Time Operation FTE Model
At the Interim workshop it was decided to apply a fix constant of 6 for the RTO (FTE) model, which is considered to be to be the minimum staff required for 24 x7 operation in a control centre.
EF1= NTW3 + NTW3a *(NTW4 + NTW10a + NTW10b)
EF2= RTO5
FTE = ß1 EF1 + ß2 EF2 + 6 ± error
NTW3 = Circuit Ends NTW10a = AC Interconnectors
NTW3a = Switched circuit ends NTW10b = DC Interconnectors
NTW4 = Generation Units RTO5 = RTO Transmission outages taken

35. Operation Planning FTE Model
EF1= NTW3 + 5*(NTW4 + NTW10a + NTW10b)
EF2= OPL1 + OPL2 + SCH3
NTW3 = Circuit Ends OPL1 = Planned Transmission outage requests
NTW4 = Generation Units OPL2 = Planned Generation unit outages
NTW10a = AC Interconnectors SCH3 = Foreseen Transmission concerns
NTW10b = DC Interconnectors

36. Scheduling FTE Model EF1= SCH3 + SCH5 + SCH6
SCH3 = Foreseen Transmission concerns
SCH5 = Scheduled Transmission outages
SCH6 = Scheduled Generation outages

37. After the Fact FTE Model
Cost or FTE
EF1= NTW3 + 5*(NTW4 + NTW10a + NTW10b)
EF2= OAP4
NTW3 = Circuit Ends OAP4 = Unsupplied energy incidents
NTW4 = Generation Units
NTW10a = AC Interconnectors
NTW10b = DC Interconnectors

38. Support FTE Model EF1= NTW3 + 5*(NTW4 + NTW10a + NTW10b)
EF2= SCH5 + SCH6
NTW3 = Circuit Ends SCH5 = Scheduled Transmission outages
NTW4 = Generation Units SCH6 = Scheduled Generation outages
NTW10a = AC Interconnectors
NTW10b = DC Interconnectors

39. Which results in an assessment for each process for FTE and Cost
Example of Benchmark Results
Details are available to members only 39

40. Simultaneously differences between TSOs are being investigated…
Part of ‘Activity List for Operations Planning process’
Share in IT costs
Details are available for members 40

41. And summarized in management presentations
Data
Data Definition
Data Collection, Verification, Validation
Bench mark
Benchmark Calculations
Evaluation of Benchmark Results
Results
Discussion of Differences
Learning Points
Company Profile
Activity List
Sum of five benchmark results
Quality of System Operation (frequency, energy not supplied, Voltage) 41

42. Results of Annual Survey
An important basis for performance comparison and for improvement of operating practices.
Experience of Members of the Group discussed each year in one or two Workshops upon invitation of one of the participating companies
Membership of TSO is presently restricted to up to 30 companies / departments that qualify as an operator of a bulk transmission system

43. Issues to be Considered in International Interconnections

44. Guiding Attributes Spirit of regional cooperation
Approach towards long-term planning
Energy policy structure and goals
Adherence to international agreements
Encourage cross border trades

45. International Interconnections - Benefits
Improving Reliability and Pooling of Reserves
Reduced investment in generating capacity
Improving load factor and increasing load diversity
Economies of scale
Diversity of generation mix and supply security
Economic exchange
Environmentally benign dispatch and siting of new plant
Coordination of maintenance schedules

46. International Interconnections – Various Aspects
Technical
Commercial
Regulatory/Legal
Coordination

47. Technical Objectives Economy Security Reliability Efficiency
Minimal environmental impact
Quality

48. Coordination Working level coordination committee Technical Operation
Commercial
Protection

49. Weblink: http://www. un

50. International Interconnections
Nepal
Bhutan
Over 16 links of 132/33/11 KV
Radial links with Nepal
Net import by Nepal
Tala: MW
Chukha: 336 MW
Kurichu: 60 MW
Net import by India
India- Bhutan synchronous links
400 kV Tala-Binaguri D/C
400 kV Tala-Malbase-Binaguri
220 kV Chukha-Birpara D/C
220 kV Chukha-Malbase-Birpara
132 kV Kurichu-Bongaigaon
Bangladesh
400 KV AC line between Baharampur(India) and Bheramara(Bangladesh) with MW HVDC sub-station at Bheramara
Sri – Lanka Madurai(India) and  Anuradhapura(Sri-Lanka) through ±500 KV HVDC under sea cable
Maps not to scale

51. Survey Questionnaires
Questionnaire I – Present Power Supply Position
Questionnaire II
Organization of the Electricity Supply Industry
Power System Planning & Planning Criterion
Legal / Regulatory Issues
Load despatch function
Technical Issues
Balancing Supply – Demand
Electricity Market
Ancillary Services
Renewable Energy Resources
Transmission Pricing
Congestion Management
Grid discipline
Investments
Existing International Interconnections
Questionnaire III – Long term projections

52. Draft Template – Contents

53. Draft Template – Tables and Figures

54. CIGRE (INTERNATIONAL COUNCIL ON LARGE ELECTRIC SYSTEMS)

55. Aim
CIGRE (International Council on Large Electric Systems) is one of the leading worldwide Organizations on Electric Power Systems, covering their technical, economic, environmental, organisational and regulatory aspects.
A permanent, non-governmental and non-profit International Association, based in France, CIGRE was founded in 1921 and aims to:
Facilitate the exchange of information between engineering personnel and specialists in all countries and develop knowledge in power systems.
Add value to the knowledge and information exchanged by synthesizing state-of-the-art world practices.
Make managers, decision-makers and regulators aware of the synthesis of CIGRE's work, in the area of electric power.

56. CIGRE: Developing Technical Knowledge
CIGRE develops technical knowledge through 3 types of activities: - Organizing Conferences and meetings, where papers are discussed, - Carrying out Permanent studies by 16 Study Committees, each dealing with a specific technical field,  publishing reports and organizing Tutorials.  
- Making its publications available to members of CIGRE and others. 

57. Study Committee C2 - System Operation and Control
The Study Committee C2 serves within Cigré by forming a working concept for the functionalities, structures and competence needed to operate integrated power systems in a way that is in compliance with the social requirements for security of electricity supply.
The performance of power systems in real time depend on technical quality factors built into the systems through various activities and knowledge currently covered by the other Cigré Study Committees. SC C2 therefore needs to use and combine results provided within these committees.
An area which is unique for C2 is however the dependency on a good performance of human resources in real-time system operation activities.
In these respects SC C2 encircles a wide range of competence areas and interfaces to other disciplines.

58. Mission and Scope of CIGRE Study Committee C2
Mission of SC C2: To facilitate and promote the progress of engineering and the international exchange of information and knowledge in the field of system operation and control. To add value to this information and knowledge by means of synthesizing state-of-the-art practices and developing recommendations.
The Scope of SC C2: The scope of the SC covers the technical, human resource and institutional aspects and conditions for a secure and economic operation of existing power systems under security requirements against system disintegration, equipment damages and human injuries

59. Driving forces for future work
The priorities to important emerging factors that will influence and define new requirements on the System Operation performance.
Directions are:
Integration of regional and national grids into large open markets
Management of generation capacity and energy shortages
Management of capacity shortages
Impact from new sources of dispersed generation and related system requirements
Influence from customer needs and response
Interaction between open market trading mechanisms and power system operation in congestion and transit flow management
Integration of information and communication technology

60. Sub – Committees of C2

61. Study Committee C5 - Electricity Markets and Regulation
The Mission of Study Committee C5 is "to facilitate and promote the progress of engineering and the international exchange of information and knowledge in the field of electricity markets and regulations. To add value to this information and knowledge by means of synthesizing state-of-the-art practices and by developing recommendations."
SC C5 Strategic Goals
Development and changes in the Business of System Operations
Market Entities
Market Activities and Market Design
Market Regulations

62. Working Groups of C5 Committee
The six Working Groups and one Joint Working Group approved by Technical Committee are:
WG C5-3 Investments & Financing of new Transmission and Generation
Assets in a Deregulated Environment
WG C5-7 Market Design – Structure and Development of Electricity Markets
WG C5-8 Renewables and energy efficiency in a deregulated market
WG C5-9 Retail Market Competition – Customer Switching, Metering and
Load profiles
WG C5-10 Establishment of Effective and Sustainable Regulatory Incentives
for Capital Investments in Electricity Networks and Generation
WG C5-11 Market design for large scale integration of renewable energy
sources and demand side management
JWG C2/C5–5 Development and Changes in the Business of System Operators

63. CIGRE WG/Task Force/Study Committees
NLDC

64. CIGRE WG/Task Force/Study Committees

65. System Operation Models

66. Possible Models for Regulatory & Commercial Relationships
ISO: Independent System Operator
AO: Asset Owner

67. Scope of System Operation Activities

68. EUROPEAN & SOUTH AFRICAN MODELG G G G G
T SO D D D D D
This model is followed in UK by NGC, in Norway by Statenett, in Sweden by Svenska Kraftnet, in Finland by Fingrid, in Netherland by Tennet, in Denmark by Eltral/Elkrafts and in South Africa by Eskom.

69. G T + SO D RTE EdF FRENCH MODEL
This model is followed in France, wherein Transmission and System Operation functions have been delegated to RTE. EdF is responsible for the Generation and the Distribution.

70. MALAYSIAN AND KOREAN MODELSG G G
T SO + D
This model is followed in Korea by KEPCO and in Malaysia by TNB. These entities are now in the process of separating the distribution function from Transmission & SO functions.

71. G G G G T T T SO TA D D D D CANADIAN MODEL
This model is followed in Alberta of Canada. In this model, since, there are more than one main transmission companies, an independent System Operator and Transmission Administrator exist.

72. G G G G G G RTO SO T T T SO D D D D D D
AMERICAN MODEL G G G G G G
RTO SO T T T SO D D D D D D
This model is followed in USA. Based on their California experience, USA is now moving towards TSO model through RTO.

73. ORGANISATIONAL SET-UP OF POWERGRID
CTU FUNCTIONS
Inter-state
Transmission
Services
NON-CTU
FUNCTIONS
Telecom,
Consultancy,
Distribution
Ring Fenced
System Operation
Through
NLDC / RLDCs
LICENSEES

74. ISO Models: Balancing, Operational & Deep ISOs

75. Website of System Operators Worldwide
S.No.
Name of the TSO
Country
Web Presence 1
ESKOM
South Africa 2
Red Eléctrica de España*
Spain 3
Landsnet
Iceland 4
Fingrid*
Finland 5
Amprion*
Germany 6
Transpower NZ
Newzealand 7
Saudi Electricity Company
Saudi Arabia 8
TenneT
Netherlands 9
Statnett SF
Norway 10
PJM Interconnection**
PA,USA 11
National Grid Electricity Transmission* UK 12
CLP Power
Hong Kong 13
ESB NG
Ireland 14
Transpower 15
Swisssgrid
Switzerland 16
Rede Eléctrica Nacional
Portugal 17
Hydro Québec
Canada 18
Svenska Kraftnät
Sweden 19
PSE
Poland 20
EWA
Bahrain 21
China Southern Power Grid
China 22
Power Grid Corporation of India Ltd.
India /

80. Thank You !!