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Asset Management Plan (AMP)

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Asset Management Plan (AMP) Asset Management2013 Plan www.topenergy.co.nz INTRODUCTION Introduction It gives me great pleasure to present Top Energy’s 2013-2023 Network Asset Management Plan (AMP). The 2013 plan follows on from the 2012 plan, addressing the key issues of reliability, security of supply and capacity. In this plan, we detail our reliability improvement programme as well as a significant transmission and sub-transmission investment plan over the next decade. This AMP is the core asset management planning and operations document for Top Energy and details inspection, maintenance and capital replacement strategies, as well as the service level targets that we intend to deliver to our customers. The Commerce Commission requires that electricity distribution businesses (EDBs) publicly disclose an AMP each year that provides information on how the EDB intends to manage its network assets to meet the requirements of its consumers. In compiling this plan, emphasis has been given to ensuring compliance with the Commerce Commission’s Disclosure Requirements, whilst also providing detailed information about Top Energy’s asset management and planning processes. In 2009, we introduced a major reliability programme which has targeted the clearance of trees near lines, the installation of automated switches and re-closers in strategic locations, and the use of specialised equipment to reduce the impacts of lightning strikes. This programme resulted in a significant improvement in the performance of the network in the last two years. At the time of writing, customers in the Far North have experienced 254 SAIDI minutes without power (on average) since the beginning of April 2012; a 28% improvement on the performance for the same period last year. It is planned that reliability improvement will continue and deliver an average reliability of less than 200 SAIDI minutes by the year 2020. The 2010 Top Energy AMP announced a 10-year sub-transmission development plan aimed at improving quality of supply by providing more points of injection into the distribution network. Building upon those plans, the 2011 AMP announced Top Energy’s plan to supplement the sub-transmission development plan with a transmission development plan, designed to address the 110kV security of supply issues to the Kaitaia region. I am pleased to report that we assumed ownership of the majority of the Transpower transmission assets in the Far North from 1st April 2012. The investment in the region’s 110kV assets is critical to our network expansion and reliability plans, between now and 2022. It includes ownership of both the substations in Kaikohe and Kaitaia and more than 50km of connecting 110kV line between them; it is Top Energy’s largest network asset acquisition to date. This AMP details our plans for managing these newly acquired assets over the next decade. We believe that having the entire local lines network operated by just one company will result in savings and efficiencies worth $10 million, helping to keep power bills down in the long-term. In addition, the investment increases security of supply and long-term electricity capacity for the whole of the Far North. The purchase of Transpower’s Far North assets puts all maintenance and investment decisions into the hands of people who live and work in our own community. It’s a really positive move for the Far North. Top Energy also has a number of other projects underway to help improve the reliability and security of the local electricity supply. These include: • modernising infrastructure to improve reliability; • doubling the size and capacity of the existing 33kV network by 2020; including new lines to Kerikeri and Waipapa • building a back-up 110kV line to Kaitaia to enhance security of supply to East Coast communities (including Kerikeri and Taipa); • substation construction right across the region to reduce the number and duration of outages; • back-up infrastructure to reduce the number of outages even further; including short-term back-up diesel generation in Taipa, and • trialling a new solar power project. 1 INTRODUCTION A more stable and widespread electricity supply has financial benefits for the region. It makes the Far North a more attractive place to do business and will attract new investment, creating opportunities for employment and economic prosperity; we believe that’s good for everyone. Implementation of the plans described in this AMP will see Top Energy invest a total of almost $190 million on network capital expenditure and almost $54 million in network maintenance expenditure over the ten-year period of this AMP. The Board is confident that this expenditure will improve service outcomes to levels comparable to that experienced by consumers supplied by comparable rural networks within New Zealand and that this expenditure is necessary if the long term economic development of the Far North community is to be assured. Nevertheless, it also recognises the potential pricing impact of expenditure on this scale and will focus on achieving a price-quality balance that is affordable and in the best interests of the communities that it serves. In addition to the technical development of the network assets, we also continue to develop the safety and asset management culture within Top Energy. In 2010, we received the Electricity Engineer’s Association (EEA) Public Safety Award for our Close Approach Consent Process, which provides on-site safety advice and guidance for contractors and members of the public, when working within 4 metres of our lines. In 2011, we beat six other companies to win the industry’s top award for workplace safety. The EEA Workplace Safety Award recognised our safety-focused culture and significant reduction of lost time injuries (LTI’s) from a historical high of 16 LTI’s in 2004 to just one in the last twelve months. We followed this up in 2012 jointly winning the EEA Workplace Safety Award for an educational video for employees on the dangers of drugs and alcohol in the workplace. This featured members of staff from the participating businesses and was completed in partnership with the EPMU. We also jointly won the EEA Engineering Excellence Award with Transpower for the transfer of the Far North transmission assets, which is the largest asset transfer of its type. And most importantly we were the recipient of the Deloitte Lines Company of the Year for 2012, the premier award for lines companies in the energy sector. These awards provide external recognition of the excellent work the staff at Top Energy have undertaken. We are extremely proud of our staff and their achievements. To improve our asset management processes, we have chosen to develop a framework approach that aligns to the UK Publicly Available Specification for Asset Management (PAS55), which was adopted by the UK electricity supply industry in 2004. We have been steadily improving our processes over the past three years, including our alignment with the PAS55 asset management standard. We have now embarked on formal certification to demonstrate continual improvement and comparability against international best practice, as part of our annual disclosures. Certification to PAS55 will provide assurance to our stakeholders that the asset management processes within Top Energy meet international best-practice and are continuously monitored and improved. We hope that you find this Asset Management Plan both informative and comprehensive. We welcome your feedback on the plan or any other aspect of Top Energy’s business and performance. Feedback can be provided through the Top Energy website at http://www.topenergy.co.nz/contact-us-feedback.shtml or emailed to [email protected]. Russell Shaw Chief Executive, Top Energy Ltd 2 TABLE OF CONTENTS Table of Contents Table of Contents 3 1 Executive Summary 7 1.1 Company Background ...................................................................................................................... 7 1.2 Network Description ........................................................................................................................ 7 1.3 Value of Network ............................................................................................................................. 8 1.4 Areas of Uneconomic Supply ........................................................................................................... 9 1.5 Asset Management Strategy ......................................................................................................... 10 1.6 Reliability ....................................................................................................................................... 11 1.7 Network Development Plan .......................................................................................................... 13 1.8 Maintenance Expenditure ............................................................................................................. 16 1.9 Conclusion ..................................................................................................................................... 17 2 Background and Objectives 20 2.1 Overview ........................................................................................................................................ 20 2.2 Purpose of this Plan ....................................................................................................................... 21 2.3 Asset Management Objectives .....................................................................................................
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