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2018 WEL Networks Asset Management Plan WEL Networks 2018 Asset Management Plan 0800 800 935 | wel.co.nz WEL Networks | 2018 Asset Management Plan 01 FOREWORD 29 March 2018 Dear Stakeholders, Thank you for taking the time to review the WEL Networks Limited Asset Management Plan (AMP) 2018. In essence the AMP is a snapshot of our intended capital expenditure on our network over the next ten years. It outlines the investment rationale and performance measurement of our assets and enables our community to thrive through the provision of a strong, safe, efficient and reliable supply for our customers. The AMP reflects our vision to create an innovative energy future. This vision is clearly demonstrated through projects focused on safety, continuous improvement and understanding new technologies and how they can benefit our network and our customers. Your feedback is essential for our business to progress and I’d invite you to comment on the initiatives outlined either by emailing me ([email protected]) or phoning 0800 800 935. Garth Dibley Chief Executive wel.co.nz WEL Networks | 2018 Asset Management Plan 033 EXECUTIVE SUMMARY 4 WEL Networks | 2018 Asset Management Plan EXECUTIVE SUMMARY The Asset Management Plan (AMP) describes the describing the relationship of the AMP with our nature and characteristics of our assets and investment strategic plans and its importance as a key requirements; it also provides an overview of our asset planning document. management planning, systems, procedures and practices. Where there is technical information in this AMP we aim to The Asset Management Plan provides a clear description explain it in a way that provides meaning and value to all of the objectives, measures, and targets we aim to our stakeholders. achieve on behalf of our stakeholders. It describes the investments we intend to make over the next 10 Period Covered by the AMP years and how these activities will be managed to deliver and This plan covers a ten year period from 1 April 2018 to meet the requirements of our current and future customers. 31 March 2027 (AMP period). As with any long-term plan, the integrity and accuracy of the details tend to be more PURPOSE accurate in the earlier years as it is easier to predict the The purpose of this AMP is to communicate with our near-term state of our assets and required actions, plans stakeholders by: and expenditure. providing readers with an appreciation of the nature Approval Date and characteristics of the assets we own and operate This plan was reviewed and approved by the WEL recording the investment requirements we Networks Limited Board of Directors on 21 December 2017. foresee over the AMP period so we can continue in accordance with our vision of “Creating an Scope of the AMP innovative energy future” This AMP covers the WEL Networks assets used in the delivery of electricity distribution services to the customers providing an overview of how stakeholder interests connected to our network. are incorporated into our asset management planning, systems, procedures and practices Intended Audience demonstrating the interaction between the plans, our The intended audience for this AMP includes: our corporate vision and our asset management objectives community, our customers, the Commerce Commission conveying our asset management and planning and the Electricity Authority, our staff and contractors, processes, which have been set in place to meet and other interested parties. our asset management objectives of safety, high quality customer experience, cost efficiency and asset performance OVERVIEW OF WEL NETWORKS (WEL) WEL Networks (WEL) is owned by the WEL Energy Trust subtransmission network connects the GXPs with zone (Trust). WEL supplies electricity to the northern Waikato substations which in turn supply our 11kV distribution and small networks in Cambridge and Auckland. Hamilton network. This network feeds our low voltage network is the main electrical load centre where customers enjoy supplying the majority of our customers. Our network is a high level of reliability. Outside of Hamilton the network more than 5,300km in length and consists of more than area is predominantly rural. WEL’s network area is 200,000 individual asset components. Within the network shown in page 18. Our network is supplied by three Grid we maintain and operate 25 zone substations and 17 Exit Points (GXP) owned by Transpower and two large switching stations (11kV) to enable a reliable supply of embedded generators at Te Rapa and Te Uku. Our 33kV electricity to our customers. EXECUTIVE SUMMARY EXECUTIVE WEL Networks | 2018 Asset Management Plan 5 The total electricity delivered in 2017 was 1,219GWh Directors. We have identified our customers’ expectations with a coincident peak demand of 273MW. We have nine through surveys and direct interaction to ensure we broad groups of stakeholders - our customers, retailers, continually focus on what is important to our customers. community, environment management, regulators, Our stakeholder requirements are discussed in detail in Transpower, service providers, staff, and our Board of Section 3.1, which drive our expenditure plans. KEY THEMES AND INITIATIVES Throughout this document we describe and explain our A work management roadmap was developed key themes and initiatives for the AMP period. They are: and has allowed WEL to balance resources and investment by shifting key responsibilities within Safety teams to meet the demands for work in the different WEL desires to be the ‘Best in Safety’. To put us on job categories on a risk-prioritised basis. the right path, we have developed a health and safety strategic road map and an annual health, safety and For Contract Management – WEL Networks has wellness plan. Further, we have undertaken safety established a preferred contractor relationship and initiatives to improve awareness of and our response through a collaborative approach by both companies, to potential harm to the public. These are: ‘Stop-for efficiency gains will benefit our customers. safety’ exercise, Incident Causation Analysis Method, We maintain Terms of Trade for all contractors to concentrated pillar inspection exercise and Health and ensure all parties have a clear understanding of Safety meetings with WEL contractors and WEL senior responsibilities for work engagement. management are held bi-monthly to discuss any safety Works management improvement is further issues that arise and to share industry safety information described in Chapter 4. Our primary measure for safety performance is Total Maintenance and renewal Recordable Injury Frequency Rate (TRIFR). This measures all injuries within a given period relative to the total Condition Base Risk Management (CBRM) models number of hours worked and we have set our annual have been implemented across the key asset fleets target to ≤3.5 throughout the AMP period. Details of our and the results are used for the renewal strategy. safety objectives, initiatives and measures are discussed Failure mode, effects and criticality analysis (FMECA) in section 5.2. are now integrated in our maintenance strategy. Standard Maintenance Procedures for plant Continuous Improvement maintenance and corrective works were developed WEL Networks operates on a Continuous Improvement to improve our delivery of maintenance works. framework and have invested in improvements as outlined Customer Initiated Work process in the following sections: A project is underway with a focus on lifting Works management improvement customer service within the Customer Initiated Works WEL Networks has engaged a specialist asset team. A consultant organisation was engaged to management consultancy to support Maintenance complete an initial review which included customer Strategy, Asset Planning, Works Programming and involvement through interviews and a series of Operations Scheduling to achieve a more robust workshops. A roadmap has been provided for WEL delivery work flow with improved and more stable Networks to work through. planning horizons. The same organisation is also completing a strategic level review of WEL Networks data management framework. EXECUTIVE SUMMARY EXECUTIVE wel.co.nz 6 WEL Networks | 2018 Asset Management Plan Establishing centre of excellence for smart EXPENDITURE FORECAST data analytics Our forecast expenditure for the 10 year AMP plan is Approximately 70% of WEL Networks ICPs shown below in nominal price terms. (Installation Control Point) have a WEL-owned smart meter installed. With the data from smart Capital Expenditure on Assets meters, WEL has developed data analytics that are The capital expenditure is up by $15M across the 10 year used for real time operation and planning activities. planning period compared to last year. Benefits are, but not limited to, proactive low In the previous year, we raised our customer connection voltage correction, improved fault detection and budget by $12M. This year we have increased the 10 management, improved network flexibility, reduction year budget by an additional $21M. Of this increase, in fault call outs, revenue assurance and reduction in $12M is expected across the three years from FY19-21. capital expenditure. WEL as a Metering Equipment This is driven by strong regional growth in all areas. Provider, shares these benefits and expertise The strong customer growth has affected our network with other EDB’s with similar systems. Chapter 7 development expenditure in two ways. Some network describes these benefits in detail. development is triggered and replaced by customer
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