Main Magnitudes of Change

Transcription

Regulated Business of Electricity in Moldo
11 years of positive evolution
Silvia Radu
President RED Unión Fenosa Moldova
Content
1. General Framework
2. Main Magnitudes of Change
3. Foreseeing the future with responsibility
1.General Framework
General Framework
Merger gasNatural + Union Fenosa
● Gas Distribution Lider
● Third energy company in Spain
● Forth LNG operator in Atlantic
● Present in gas sector
● Lider in gaz-energie transformation
● International presence
2010
Presence
25 countries
Personel
20.000 emploees
Cilents
20,7 mln
Installed Capacity
15.600 MW
EBITDA
€4 817 mln
Total assets
€45 634 mln
2009
General Framework
Spania
Integrated energy business
Puerto Rico
a
ană
254 MW
Portugalia
Gas and energy
Franţa
Gas
as
Belgia
c
stribution
MW CCC1
Gas
emala
Gas
ragua
Gas distr.
a Rica
Electricity Distr
Luxemburg
dstr.
Italia
distr
Moldova
hidro
Egipt
má
LNG
distr.
W hidro
Oman
LNG
mbia
d energy distr.
Australia
Eolic
ble
ntina
str.
Brazilia
Gas distr.
Maroc
Kenia
Gas transport
112 MW
Angola
Integrated business
Africa de Sud
Coal
General Framework
Country Background
Population: 4.320.748
Surface: (km2) – 33.843
Ethnical groups: 78,2 % Moldavians/Roumanian; 8,4% Ukrainians;
5,8% Russians; 4,4% Gagauz; 1,9% Bulgarians, others 1,3%.
Religion: Moldova is a state without official religion, even if more
than 70% of the population is ascribed to Russian Orthodox Church.
The rest of the population is Catholic, Protestant (4%) and
Pentecostal groups.
GNP per capita: 1.251 $
Increase GNP: 7 %
Ratio of unemployment: 5.1%
Curency: Leu (MDL): 16,5 MDL/€
Separatist disputes in Transnistria region:
Transnistria with a population of 350.000 citizens de jure is a part of
the Republic of Moldova, but de facto it has a separate government
with its curency, army and border, that declared its independence in
1990. There is dislocated the Russian Army nr.17, as well as there is
the major concentration of the country’s industry.
Trans
Gagausia
General Framework
Sector Structure
Government
Parliament
Ministry of Economy
National Agency of
Competition
NAER (Regulator)
System Operator
Generation/Trade
CET-1
54 MW
Energocom SA
(seller)
CET-2
240 MW
MGRES (Transnistria)
2.520 MW
CET-NORD
28,4 MW
Sugar Factory
74 MW
CHP-Costesti
16 MW
CHP-Dubăsari
48 MW
Others independ
Moldelectrica
(transport)
Distribution
RED UNION FENOSA
70%
RED Nord (20%)
RED Nord-Vest (10%)
.
Customers
Customers
General Framework
Infrastructure of the Sector
The Moldavian electric system operates
CHP-2
240 MW
HPPCostesti
16 MW
synchronously with Ukrainian one
CHP-1
66 MW
CHP-Nord
24 MW
MGRES
2520 MW
Interconnections Ukraine:
14 lines of 110 kV and
7 of 330 kV
Romania:
3 lines of 110 kV and 1 of 400 kV
New projects of interconnection :
400 kV Balti – Suceava (Romania)
330 kV Balti – DnHPP2 (Ukraine)
330 kV Balti – Straseni 2
330 kV Balti – Ribnita
330 kV Straseni - Chisinau
untry installed capacity 3008 MW - available 1326 MW of which more than 70% is imported from Transnist
with a possibility to receive 150MW from Ukraine and 250MW from Romania (in island)
General Framework
General information company Moldova
Number of Customers:
815.562
Energy Sales (GWh):
2.366
Tension levels:
0,4-110kV
Population GNF (millions):
2,3
Air Lines (km):
31.236
Cable Lines (km):
2.979
Transforming Centers (n):
7.476
Transforming Centers (MVA):
1.919
State 30%
Gas Natural Fen
70%
he enterprise has two licenses (distribution and commercialization) and is the gratest investor of the country distributing
2/3 of the Moldavian territory excepting Transnistria, in the North two public electric enterprises operate
General Framework
hronology relevant landmarks
2001
EBRD enters in the
shareholding with
18,6%
February of 2000
Privatization of 3 electricity
distribution enterprises
2006
The State certifies
the accomplishment
of compulsory
investments
2002
Credit EBRD and
IFC of 40 mln $
2009
New Loan
Agreement on 30
mln USD with
EBRD and IFC
2008
Merger of 3
electricity
distribution
enterprises
2011
EBRD outgoing
Gas Natural Fenosa –
100% of the shares
2009 - 2010
Obtaining of Quality Certificate
9001:2000
Obtaining of Quality Certificate
9001:2008 and
ISO 14001:2004
2. Main Magnitudes of Change
AIDI
SAIDI(h)
5000
4500
4710
4000
3500
3000
2500
2000
1500
1480
1000
500
268
18,1
15,7
16,7
20,3
16
11,7
11,4
0
1999*
2000*
2000‐2003*
2004
2005
2006
2007
2008
2009
2010
•1999-2003 represents the total number of hours of customers’ forced disconnection according to graphic of tensions limitation
2004 – 2010 represents SAIDI (annual average time of customers’ disconection)
he implementation of a new Operation Center of the Network, with SCADA system and installation of Telecontrol
quipments, as well as the investments contributed to improve the quality of the supply of the electric power to the
ustomers.
In 1999 the disconnections constituted 196 days per year
Collection / Losses / Efficiency
customers /employee
Collection (%)
Losses % 699
2010
40,0
- 59.7%
35,0
+27,9%
30,0
25,0
20,0
15,0
80,5
87,9
97,5
97,0
98,3
101,8
97,6
99,8
98,9
99,3
100,3
10,0
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
34,0
29,3
29,0
23,4
21,4
16,9
16,9
15,4
14,0
13,9
5,0
Cobro %
000
34,5
0,0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
243
customers / employee
Relevant increase of Collection %, considering that cash
collection was at the level of 26% in 2000 and the other
54% was barter, and accumulated balance debt at the
biguining of 2000 being of 12 mln USD.
Personnel training, new management sistems, meter
changes, outsoursing and total reorganisation of the
enerprise has increased work efficiency and the number
customers attended by an employee increases by 185%
More than 1000 employees made training courses abroad, nowadays there are dedicated more than 100 hours / employe
of training per year
The implementation of a new Operation Center of the Network, with SCADA system and installation of Telecontrol
equipments, as well as the investments contributed to improve the quality of the supply of the electric power to the
customers and imroove the work efficiency
EBITDA Evolution
EBITDA (Thousands Lei)
425.000
375.000
325.000
275.000
225.000
175.000
125.000
75.000
25.000
‐25.000
‐75.000
‐125.000
447.7
- 51.2
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
* 2008 first year of tariff deviations accounting
The sales has increased by more than 3 times,
because of collection % increase and losses
reduction as well as increase of customer
consumption
Increase of EBITDA due to Margin increase
and a good management of reduction of
Operation Costs
Main Magnitudes of Cahnge
Operational Costs
Operation Expenses (Thousands Lei)
Operation Net Unitary Expenses (Lei/MWh)
135%
500.000
Inflation
450.000
400.000
350.000
43%
300.000
+ 135%
310
210
110
10
250.000
200.000
Gastos operativos unitar
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
150.000
Costs Dec
100.000
2000
2001
2002
2003
Gastos operativos netos
2004
2005
2006
2007
2008
2009
- 8%
2010
Gastos Operativos Netos aplicado Inflacion
The good management of total operational costs allowed to
diminish the effect of the inflation (47% vs 135%),
equivalent to an economy of 184 MM Lei (11,5 mln Euro)
Gastos operativos unitarios
Gastos operativos unitarios aplicado inflación
The reduction of operational costs, together with the losse
% reduction made that the unitary cost per an invoiced KW
being reduced by 8% (vs inflation increase by 135%).
nvestments
Tax paiment
Budget contribution
200
180
172
Total 1.28 billion lei
160
168
140
120
105
100
123
129
97
86
80
60
114
59
54
40
20
millions lei
0
2000
The investment reaches more than 180 mln$USD, 160
mln in the tariff of wich 70% of the investments made
were in the electric infrastructure (43% in Distribution
and 27 % in Elements of Energy Control)
2001
2002
2003
2004
2005
2006
2007
2008
2009
With a contribution to the state budget of
more than 1,28 billion lei that is more than
110 mlns $ USD
RED Unión Fenosa has invested by more than 76% of total investments made by the distribution companies of the cou
all together
CSR Stakeholders
SOCIETY
AUTHORITIES
Corporate
Social
Responsibility
SHAREHODRES
EMPLOEES
MASS MEDIA
CSR Projects
Signing of Trade agreements:
9 2.3 mln USD of social benefits for employees
9Labour Security
9Salaries has increased by 186%
raining and Development:
aining Plan in Moldova
CUF – Training Plan in Spain/abroad
9
9
9
100.000 total hours of
training/year
80 - 100 hours of training/year
for each employee
80% of employees studded
abroad
Agreements with Universitie
Moldova
9Youth employment (50 probation
contracts per year)
9Modern Energy Laboratory at the
Technical University
CSR Projects
Suppliers of goods
and services to our
company
284
284
00 - 2002
516516
2010 - 2011

Encourage of new business
development in the energy sector

Special programs to support
education on all levels

Promotion of press freedom,
journalists training workshops

Cofounders of UN Global Compact

Employment of disabled workers

Collaboration with NGOs
CSR Projects
Yearly Solidarity Day Project:
Î 102.000 Euros
Î opening the first secondary school
In Moldova for blind children
Environment Protection
Campaigns for electrocution prevention:
Î collaboration with NGOs actions
in schools and 250 kinder gardens
3500 children/year 5-6 years old
Energy Efficiency Plan
ÎCenter for Energy Efficiency
ÎCustomer Website
ÎBuilding Energy Passports
ÎEquipment standards
Îaprox. 55.000 trees planted;
Î12 hectares of parks cleaned by employees
ÎPublic Campaigns
3. Foreseeing the Future with responsibility
Foreseeing the future
Business Plan
Energy
Energy Sales
Sales
2010
-
2014
2.366GWh
2.366GWh -- 2.677GWh
2.677GWh
Customers
Customers
815.582
815.582
-- 848.589
848.589
SAIDI
SAIDI
11.38
11.38 hh
-- 88 hh
Efficiency
Efficiency
13.68%
13.68%
-- 12%
12%
Accumulated
Accumulated investments
investments 2010-14:
2010-14: 1.166
1.166 bln.Lei
bln.Lei
A
D
Market liberalisation
I FASE – January 1st 2013
Non domestic customers
II FASE – January 1st 2015
Domestic customers
Functional
Functional separation
separation
Legal
Legal separation
separation
Assets
Assets separation
separation
Thank you!
Hvala!
Take care
BE ENERGY EFFICIENT !