Central Energy Fund; Council for Nuclear Safety; Energy Regulator: briefing
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Meeting report
MINERALS AND ENERGY PORTFOLIO COMMITTEE
18 February 2000
PRESENTATIONS FROM CEF, COUNCIL FOR NUCLEAR SAFETY (CNS) AND NATIONAL ELECTRICITY REGULATOR (NER)
Documents handed out:
1. National Electricity Regulator (NER) Presentation to Parliamentary Portfolio Committee (attached to end of minutes)
2. Transformation at the Council for Nuclear Safety (CNS); Presentation to the Portfolio Committee on Minerals and Energy.
3. Progress in the CEF Group; Report to Portfolio Committee.
SUMMARY National Electricity Regulator (NER)
Some of the highlights of NER's presentation included their explanation of the transition. NER suffered a setback when it was discovered that there had been a mismanagement of funds at the managerial level. They now have a new chairperson and CEO. In addition they created a new mission, vision and corporate strategy.
NER also promised that one of their priorities for 2000 and 2001 would include support for rural development. This includes:
- developing a framework for off-grid electrification
- managing the Electrification Fund under mandate from Minister
- allocation of funds to municipal suppliers
- bulk of funds earmarked for electrification
NER told the committee that some issues for the way forward include:
- achieve a common vision between DME, DPE, DoF, NER and Eskom
- remove transmission from Eskom into publicly owned "Trans-elec"
- monitor and adjust to create competitive electricity market
- REDs established, retail competition later
Council for Nuclear Safety (CNS)
Their presentation gave an overview of the funding and staffing of the CNS. The topics included affirmative action; employment equity; transformation policy; corporate culture; and financial resources.
Regarding Affirmative Action, CNS told the committee that they have made a great deal of progress but they acknowledge that there is still room for improvement especially in the areas of: diversity management; mentoring and communication and facilitation of interaction.
In order to improve employment equity, CNS has created several initiatives including: staff developmental bursary programme; employment equity survey and employment equity plan.
Finally, CNS looked at the costs associated with these transformations. The direct costs broke down as the following:
* Recruitment and Selection: R 200 000
* Bursars: 160 000
* Internal Training: 180 000
* Overseas Training: 142 000
* Assistance to Universities: 780 000
* Consultancy: 113 000
* Management- PIB: 163 000
TOTAL: 1 738 000
The indirect costs were estimated to be about R 2 525 000
Central Energy Fund (CEF)
CEF talked about the direction of their group. They told the committee that they are in line with the government policy which is established primarily in the White Paper on Energy Policy published in December 1998 and by direct interaction between Directors and the Minister of Minerals and Energy.
They also recognised elements of policy that have a direct bearing on CEF. These include:
- Restructuring of State assets in the oil industry
- Black Economic Empowerment
- Establishment of a natural gas industry
- More competition in and free market access to the oil industry
- Rural Development
- Regional Co-operation
Appendix 1:
NATIONAL ELECTRICITY REGULATOR (NER)
Presentation to Parliamentary Portfolio Committee (Minerals and Energy)
18 February 2000
Establishment of NER
- Regulatory authority over the electricity supply industry
- Established in terms of Electricity Act
- Chairperson, CEO, 7 board members Staff of 45
- Funded by levy on generation sales
Role of NER
- Approve tariffs
- Set and monitor quality of supply and service standards
- Mandate
- Powers in Electricity Act
- White Paper on Energy Policy
- Mandate from Minister of Minerals and Energy
Vision
To be a world class regulator providing leadership to the electricity supply industry in support of sustainable growth and development
Mission
To regulate the electricity supply industry in accordance with government policy and law, so as to meet the needs of existing and future electricity stakeholders in the most equitable, efficient, cost-effective and sustainable manner
Value Added by NER
Assisting government with ESI policy development and legislation
Investigations into the electricity distribution industry to accelerate rationalization
Approval of electricity price increases by suppliers
Managing the Electrification Fund
Value Added by NER
Establishment of National Tariff System and move towards cost reflective tariffs
Setting minimum standards of supply and service
Dispute resolution (Customers/Suppliers)
Data base and information resource
Allocation of electrification funds
Transition at NER
New beginning after set back
Separation of role of Chairperson and CEO
Corporate governance enhanced
Corporate Governance Handbook
Role clarity
New Mission, Vision and Corporate Strategy
Priorities for 2000 and 2001 Strategic issues
Introduction of integrated resource planning
Investigation into electricity market structure and regulatory framework
Regulation of independent power producers and co-generators
Development of wholesale electricity tariff
Priorities for 2000 and 2001 Strategic issues (contd.)
Regulatory framework for special deals
Regulatory framework for Regional Electricity Distributors
Implementation of 'Regulation of Electricity Supply Industry Bill'
Priorities for 2000 and 2001 Routine Regulatory Activities
Licensing framework
Tariff approvals
Handling disputes and customer complaints
Monitoring quality of service and supply
Maintaining database on information collected
Information resource to government
Priorities for 2000 and 2001 Support for Rural Development
Developing framework for off-grid electrification
Managing the Electrification Fund under mandate from Minister
Allocation of funds to municipal suppliers
Strong support for rural electrification
Bulk of funds earmarked for rural development
Integral part of rural development
Includes support for 'off-grid' electrification in rural areas
NER Budget
NER rebuilding to optimum size
Budget reflects full staff complement for first time
Budget last year included surplus income carried over
Levy of R0,0121 c/kWh
Increase of 45% over last year
Budget = R22.6 million for 2000
1998 White Paper on Energy Policy
Introduce competition to the industry, especially the generation sector
Give customers the right to choose their electricity supplier
Permit open, non-discriminatory access to the transmission system
Encourage private sector participation in the industry
Eskom will have to be restructured into separate generation and transmission companies
Government intends to separate power stations into a number of companies
Possible Future Market Structure
In line with White Paper and government policy
Need to find value in Eskom generation
Possible 'Pro-competitive Reform Programme' for generation and transmission
Restructure from vertically integrated structure into competitive wholesale market structure
Put in place appropriate regulatory and tariff environment capable of supporting future developments
Present situation
Drawbacks of single-buyer model with IPPs
No real competition: Eskom has market power
Monopoly: difficult to regulate
Expensive, stranded Power Purchase Agreements (PPA)
Non-optimal investments
Poor incentives for efficiency improvements
Temptation to (partly) privatise a monopoly
Bad for consumers
Bad for national and regional economic growth
Drivers for change
Maximise financial and economic returns to the state
Fiscal revenue, debt reduction
The need to demonstrate economic efficiency
Allocative efficiency, next investment in generation capacity
Driving operational costs down
Widened resource availability and technological change
Competitive imports from SAPP
Natural gas from Namibia and Mozambique and CCGTs
Information and computer technologies
Opportunity for black economic empowerment
International environmental concerns
Need for improved customer service and choice
But protect…
Electrification programme
Cross-subsidies for poor (but more transparent)
Internationally competitive electricity prices
Management, technical and R&D competencies in ESI
Security of supply
Potential for demand-side management and energy efficiency investments
National regulatory oversight and control
Globally competitive business for the African Renaissance
What not to do
DO NOT PRIVATISE OR SELL A STRATEGIC EQUITY STAKE BEFORE INTRODUCING COMPETITION!
Entrenched monopoly
Poor incentives for efficiency in either investments or operations
Higher prices
Difficult to regulate
Bad for consumers
Bad for the economy
Globally uncompetitive business
Bad for the African Renaissance
Way forward
Achieve common vision between DME, DPE, DoF, NER and Eskom
Remove Transmission from Eskom into publicly owned "Trans-elec"
System operation remains for time being with Transmission
Establish South African Power Exchange
Build on experience of Eskom pool
Wholesale generation bidding; also demand side bids
Put design and establishment of exchange out to tender
Parallel financial derivative private market
Establish Eskom Holdings
Cluster 4 or 5 groupings of power stations into subsidiary Genco's
Monitor and adjust to create competitive electricity market
Consider sale of part or whole of Genco's
Reform regulatory system
REDs established, retail competition later
Conclusion
NER will assist government in examining recommendations on market structure
Ensure competent regulator, with consistent regulatory framework, to give assurance to government when decision made
Work programme of NER focussed on government priorities
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