BANGLADESH POWER SECTOR REFORM-hossain ... - IsslerHall.org

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4 Δεκ 2013 (πριν από 3 χρόνια και 10 μήνες)

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POWER SECTOR REFORM


-
BANGLADESH

PRESENTED BY
:

A.S.M. HAFIZUL HOSSAIN

WORKING PRESIDENT

CEC, PGCBSKU, BNANGLADESH.

asmhafiz@gmail.com

BANGLADESH

General 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 of

East Pakistan Water & Power
Development Authority
-

EPWAPDA

in 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 WAPDA


Creation 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

1991

Distribution 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 Expenditure


Non Coordination among the entities


Corruption Increased


Increase 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
ELECTRIFICA
TION 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

EGCB

BPDB

RPCL

GENERATION

IPPs

TRANSMISSION

PGCB

SINGLE BYER

DISTRIBUTION

DESCO

WZPDCo

BPDB

DPDC

BPDB

PBs

REB

REGULETARY COMMISSION

REGULETARY COMMISSION

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 reform

ORGANIZATIONAL


Lack of coordination among the organizations


Increase of over head expenditure in every
organization



Increase of corruption


Creating moral & social difference among the
workers & executives
--
Unfriendly working
environment.


Financial indiscipline.


Ultimately handicapped organization.

Workers/ Employees Context


Weak Trade Union / No Trade Union


No 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 reducing


Existing 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 DEVELOPMENT



No 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 SITUTIONA

o
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.




THANK YOU

HAVE A GOOD DAY