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POWER SECTOR REFORM -BANGLADESH
PRESENTED BY:
A.S.M. HAFIZUL HOSSAINWORKING PRESIDENT
CEC, PGCBSKU, BNANGLADESH.
BANGLADESHGeneral information
• Population 146.7 million
• Area 147570 Sq. Km.• Density of Population 904/ sq. km.• Active lobour force 53.3% with 38% women• Un employment rate 3.3%• Per capita GDP US $ 388• Literacy Rate 56%• Agriculture workers 62.3%• Idustrial Workers 7.6%
Formation ofEast Pakistan Water & Power
Development Authority- EPWAPDAin 1959
WATER WING
River Controll
Water management
SERVICE WING
Dredging & Mechanical Equipment
POWER WING
Power -Generation
-Transmission
-Distribution
Gen. Capacity -88 MW
1971 Liberation of BANGLADESH
1972 Bifurcation of EP WAPDACreation of Bangladesh Power Dev. Board
–BPDB a statutory body under Ministry.Integrated policy to develop electricity
sector to provide electricity to all citizen as it is the Constitutional provision.
Electricity declared as reserved Public Sector.
Reform Process Started
1978 Creation of Bangladesh Rural Electrification Board – REB.-with a view to provide electricity to the rural population.
1985 Liberalization in Govt. policy - Electricity excluded from Reserved sector - Creation scope for private participation
1991Distribution system of Dhaka Metropolitan City & surrounding urban areas were separated from BPDB & a new Public Sector Utility “Dhaka Electric Supply Authority-DESA” was created.
Later gradually the surrounding areas were handed over to REB.
IMPACT:
Increase of Over Head ExpenditureNon Coordination among the entitiesCorruption IncreasedIncrease tendency of violation of rules Financial indiscipline.Ultimately handicapped organization.Dismantled in 2008 – Taking the privilege
of Emergency
1995 Private Participation Legalized under a new “ENERGY POLICY”
* Vertical separation of existing utility in functional line i.e. Generation, Transmission & Distribution.* Private participation introduced* Commercialization
1996 Creation of Power Grid Company of Bangladesh Ltd.–PGCB Ltd.
A separate Electricity Transmission Utility (HT Lines) under Public Sector.
Unbundling from BPDB & Registered in Stock market. So far 20% share off loaded
IMPACT Top Heavy Style of Management Highly Increase in Over Head
Expenditure. Job is not secured Irrational Salary structure among the
workers & Executives. Number of Worker / Staff is less than
executives. Existing workers right & facilities (as per
labor law) –denied.
Continuation
Initially Management had no intention to allow TU – Workers managed to organize TU
Provision for Engaging New workers on Daily payment basis as part of policy. (Of course union became successful to change the attitude of the management to some extent).
Future service benefit like pension closed.
2001 Corporatization of BPDB owned Ashuganj Power Station as a public limited Company- APSCL.
2003 Corporatization of Distribution system
of 19 administrative District of Western area named " West Zone Power Distribution Company Ltd.”.
NEW EXPERIEMENT
2008 “Dhaka Electric Supply Authority-DESA” Converted into new Company “Dhaka Power Distribution Company –DPDC Ltd resulting job loss of about 700 workers.
PDB DESA DPDC WHAT NEXT ??
.
RURAL ELECTRIFICATION BOARD –REB 1978
NORTH WEST POWER GEN. CO
DHAKA ELEC. SUPPLUY AUTHORITY –DESA 1991
NORTH ZONE POWER DIST. CO
PRIVATE PARTICIPATIN –IPP 1995
POWER GRID CO. OF BANGLADESH LTD –PGCB 1996
? ??
ASHUGANJ POWER STN CO. LTD -APSCL 2001
BANGLADESH POWER DEV. BOARD -BPDB
DHAKA ELEC, SUPPLY CO-DESCO
WEST ZONE POWER DIST CO. -WZPDPCO 2003
ELECTRICITY GENERATING CO. LTD -EGCB
DHAKA POWER DIST CO. LTD ---DPDC 2008
SOUTH ZONE POWER DIST CO
FUNCTIONING
UNDER PROCESS
??PBS
RPCL
MPEMR (Ministry)
APSCL
EGCBBPDB
RPCLGENERATION
IPPs
TRANSMISSION
PGCB
SINGLE BYER
DISTRIBUTION
DESCO
WZPDCo
BPDB
DPDC
BPDB
PBs
REB
RE
GU
LE
TA
RY
CO
MM
ISS
ION
RE
GU
LE
TA
RY
CO
MM
ISS
ION
CONSUMERS
GENERATION
TRANSMISSION
DISTRIBUTION
STATU ATHO.
POWER FLOW
INCOME FLOW
IPP TENDERS POLICY
ISSU LICENCEES
SET TARRIFS & CODES
DESA
LET US TAKE THE CASE OF PGCB FOR STUDY.
BPDB PGCB One CE managed total
Transmission System.
7 GM managing the system –
some more posts are going to
be created.
Pyramid style Management. Top Heavy Management.
Staff Officer ratio was +7;1 863 workers working against
1069 officers –Ratio is 1:1.24
Job was secured. No job Security
Standard Service rule & Labor
law was followed properly.
No standard service code &
labor law violated frequently.
Regular appointment against
sanctioned set up.
Tendency to engage workers
on daily payment basis.
continuation Salary structure was rational. Salary structure is not rational.
Retirement in due time -at the
age of 57 for all.
Service extension only for top
officials after retirement is very
common (at the age of 60)
Satisfactory retirement benefit. Retirement benefit is not so
satisfactory
Risk benefit was available Risk benefit is absent
Attitude of the management
was sober – Friendly Working
Environment.
Attitude of the management is
hostile - Unfriendly Working
Environment.
Strong Trade Union Weak Trade Union / No TU
Out come
After so many project, loan, agreement, meetings, re structure, formation – reformation, TA & with all other activities what is the result or out come?
The most important out come is that people are not getting minimum electricity causing serious damage in their daily life & countries Development.
Result of reformORGANIZATIONALLack of coordination among the organizationsIncrease of over head expenditure in every
organization Increase of corruptionCreating moral & social difference among the
workers & executives --Unfriendly working environment.
Financial indiscipline.Ultimately handicapped organization.
Workers/ Employees Context
Weak Trade Union / No Trade UnionNo job security.Workers rights are being denied.Workers are being compelled to perform
jobs for which he is not appointed for.Number of workers is reducingExisting Workers are over burden.Demoralized workers / Employees
NATIONAL General people are not getting adequate & quality
electricity. Different tariff in different area Tariff is increasing Electricity is going out of reach of poor people National organization BPDB purchasing electricity in
higher price from IPPs & selling in lower price –Ultimately financially being looser
Generation is not increasing to meet the demand – resulting adverse effect to other industries.
Increasing un-employment & social unrest Self employed group are being job less & financilly
looser. Service is commercial oriented not welfare oriented.
CURRENT DEVELOPMENTNo trade Union scope as there is no worker in
Electricity Generating Company-EGCB – Introducing contract out / lease out system for workers as policy.
Could not organize any TU in DESCO /REB
Formation of TU is discouraged in DPDC – Practically those who are taking initiative are being threatened to loose job officially.
PRESENT SITUTIONAo Demand of Power 5050 MW
o Installed Generation Capacity 5200 MW
o Actual Generation is 3200-3400 MW
o Short in Generation 2000-1800 MW
o Transmission capacity (HT) 180% + of maximum demand
o Most of the fertilizer factories are forced to shut down so that the natural gas can be used as fuel in the power stations.