Corporate Evaluation Division Policy and Strategy Departments Performance Report 2018.pdf ·...

Corporate Evaluation Division Policy and Strategy Department

Preface

Performance report according to the operation plan of PEA is intended to collect and summarize the various aspects of the operation of the PEA to senior management and related parties to use as information for decision making. With the essence divided into 4 parts according to the BSC system :

Goal (Financial Social Environment : FSE) Customer Value Proposition Internal Process Learning and Growth

Corporate Evaluation Division Hope that the PEA's performance report will be useful to

users. And if there are any errors Please notify. In order improve and correct.



Content

Page

1. Vision, mission and strategy 1

2. Area of responsibility of the Provincial Electricity Authority 3

3. Provincial Electricity Authority Structure 4

4. Performance according to BSC 5

Year 2018 Quarter 1-4 Goal (Financial Social Environment : FSE) 6 Customer Value Proposition 10 Internal Process 18 Learning and Growth 24

5. PEA’s performance according to Performance Agreement in 2017 29

- 1 - Vision Mission and Strategies

Vision Provincial Electricity Authority (PEA) is a leading organization in region, which focused on

providing efficient, reliable electricity services, related business for developing quality of life, sustainability of economics and society.

Mission PEA is responsible for the provision of standardized electricity services and related business to

attain the customer’s satisfaction on products and services through PEA’s continual corporate development plan with the recognition of social and environmental responsibility.

Strategies Strategy 1 : Promote sustainable organization growth according to SDGs guidelines and good practice

guidelines within the DJSI framework with a focus on analysis and designation of driving factors toward sustainability within the organization, including communications and the use of the aforementioned driving factors to specify work plans leading to sustainability in the organization. Major goals include goal achievement in three dimensions. Economic dimension goals are aimed at responding to government policies, focus on energy strategies to support the country’s growth while maintaining the ability to generate economic wealth. Social dimension goals are aimed at creating good stakeholder relations with every party, good quality of life and social well-being. Environmental dimension goals pay attention to and accept responsibility for environmental wellness. Furthermore, this strategy focuses on developing Provincial Electricity Authority into an organization with sustainable development by applying good guidelines from international standards as practice guidelines for operations including ISO 26001, UN SDGs and DJSI in order to promote participation in corporate social responsibility activities for society, communities and the environment.

Strategy 2 : Place importance on stakeholders and respond to stakeholders by emphasizing building good relations with every stakeholder party to create a foundation of sustainable growth for the organization. This is done by focusing on meeting the needs of stakeholders inside and outside the organization in order to improve satisfaction and attachment for every stakeholder group.

Strategy 3 : Leading regional electricity distribution quality with emphasis on improving fective electricity distribution capacity limits and coverage. Provincial Electricity Authority will develop the electricity system and construct substations to adequately distribute electricity with security, reliability, ability to support increasing electricity needs, reduce operating and maintenance problems, minimize losses in the distribution system, improve and link electricity distribution systems in business areas, industries, industrial estates and vital areas in addition to expanding the country’s economic and strategic areas for electricity infrastructure with coverage, sufficiency, and reliable quality.

Strategy 4 : Manage assets, allocate assets and create financial security by becoming an organization with fully effective asset management and allocation. This strategy will focus on developing an asset management system to boost the efficiency of asset use and the organization’s operations in addition to reducing operating costs, maintenance costs and increasing the organization’s financial returns.

Strategy 5 : Modify work processes to meet business needs and the organization’s direction by placing importance on streamlining the organization’s work process with digital technology to make operations more flexible, faster and better able to meet customer needs and expectations. This is to be achieved by analyzing the organization’s business operation model in addition to business structure analysis


- 2 - Vision Mission and Strategies

to design and develop the organization’s work systems/work processes to be flexible and consistent with the organization’s vision, trategy and goals.

Strategy 6 : Build customer attachment by focusing on studying the factors, levels of needs and expectations of customer groups influencing customer satisfaction. This involves analyzing information from surveys to learn about customers and markets, then summarizing recommendations to improve the organization’s operations. The aforementioned information will be used to plan products and services, markets, modify work systems and processes, develop associated business opportunities and create appropriate relationships with each customer group.

Strategy 7 : Seek investment opportunities in connected business with focus on investment promotion/joint ventures and business development to adapt in support of changes in the electricity business due to current changes in electricity system technology and industry models in addition to placing importance on increasing revenue from the organization’s additional businesses to increase the ratio of income from supporting businesses on the organization’s overall income. Provincial Electricity Authority will focus on operating electricity businesses and connected businesses (highest market shares) at the national level with emphasis on building the PEA brand and electricity system standards in order to gain regional acceptance.

Strategy 8 : Improve human capital management and capacity with a strategy focused on more strategic human resource management. Provincial Electricity Authority will develop effective human resource management to achieve goals by emphasizing the development of competency systems as a key instrument for linking the organization’s vision, obligations and strategies to human resource management in order to analyze necessary characteristics for employees in each work position in addition to preparing personnel to support the organization’s main business, including connected businesses in the future. This is to enable employees in each position to function effectively in line with operating directions.

Strategy 9 : Promote and develop capacity with digital technology for digital transformation. This strategy focuses on developing digital technology capacity to transform the organization into a digital utility as Provincial Electricity Authority’s strategic position in 2022 with modifications in three major issues consisting of the following:

• Digital Service – Develop digital technology to improve customer service efficiency. • Digital Operational Excellence – Modernization of electricity system with a smart grid. • Digital Business – Use of digital technology to boost the effectiveness of current products

and service provision. Strategy 10 : Promote the security, safety and stability of sustainable and secured digital technology

by focusing on creating operational security, safety and confidence with digital technology for stakeholders from every sector. This is a basic factor aimed at driving the organization to become a digital utility with coverage of standards, privacy and personal data protection and cyber security, which will focus on creating information and communication system security and safety to create confidence in online communications and transactions.

Strategy 11: Promote and create cooperation in research and development of innovations in developing the main business and related businesses. Focus on research and innovation development by improving effectiveness in the entire process and innovation output. Innovation will focus on reinforcing electricity systems to be secure, effective and modern while improving customer service efficiency and modifying major processes of the organization to be consistent and up-to-date with technological changes and changing electricity industry models.


- 3 - Areas of Respons ib i l i t y of Prov inc ia l E lec t r ic i ty Author i t y

Areas of Responsibility of Provincial Electricity Authority

Area of Responsibility

Provincial Electricity Authority is responsible for

power distribution to 74 provinces, except for Bangkok,

Nonthaburi, and Samutprakarn (in the Metropolitan

Electricity Authority’s area of responsibility), or 99 percent

of Thailand, or an area of 510,000 square kilometers with

19,360,799 power users.

Head Office

Bangkok

200 Ngam Wong Wan Rd., Lad Yao, Chatuchak,

Bangkok, 10900

Corporate Evaluation Division (CPE) Policy and Strategy Department (PSD)

- 4 -

Organizational Structure

- 5 -

Performance according to BSC

Year 2018

QUARTER 1-4

1 January - 31 December


- 6 - Goal

Financial

The goal is to provide PEA with a stable financial position, liquidity and profitability which will increase value to the organization. The financial performance of PEA between 1 Jan - 31 Dec 2018, the operating profit is 21,846 million Baht, compared to previous year performance in the same period which was 27,945 million Baht, 21.83 percent decrease. Net profit is 20,636 million Baht, compared to previous year performance in the same period which was 26,669 million Baht, 22.62 percent

decrease, because the increase of electricity purchasing cost is higher than the increase of sales by 6,045 million Baht. Operating expenses increased by 649 million Baht compared to the previous year performance in the same period.

Unit Plan Performance (Jan-Dec) % increase 2018 2018 2017 (decrease)

Sales of electricity energy (Million Baht) 478,320 483,477 467,486 3.42

Other operating revenues (Million Baht) 13,705 13,942 13,347 4.46

Other revenues (Million Baht) 1,633 1,800 2,130 (15.49)

Total Revenues (Million Baht) 493,658 499,219 482,963 3.37

Cost of electricity (Million Baht) 410,784 418,100 396,064 5.56

Operating Expenses

(Excluding the purchase of electricity)

(Million Baht) 60,489 57,473 56,824 1.14

Other expenses (Million Baht) 3,259 3,049 3,394 (10.16)

Total Expenses (Million Baht) 474,532 478,622 456,282 4.90

Operating profit (Million Baht) 20,752 21,846 27,945 (21.83)

EBITDA (Million Baht) 37,957 38,078 43,755 (12.97)

Profit/(loss) from exchange rate (Million Baht) 41 39 (12) 425.00

Net profit (Million Baht) 19,167 20,636 26,669 (22.62)

Loan amount withdrawn within

the year

(Million Baht) 3,000 3,000 3,300 (9.09)

Total assets (Million Baht) 405,081 413,682 398,305* 3.86

Total liabilities (Million Baht) 231,422 240,135 234,170* 2.54

Remark : * Performance as of 31 Dec 2017

Source : Information from the Financial Analysis and Capital Management Division as of 31 January 2019


- 7 - Goal

Unit Plan Performance (Jan-Dec) % increase

2018 2018 2017 (decrease)

Current Ratio

(Times)

1.57

1.47

1.67

(11.98)

Collection Period (Days) 27 28 27 3.70

Debt Ratio (Times) 0.57 0.58 0.59 (1.69)

Debt to Equity Ratio : DER (Times) 0.43 0.43 0.48 (10.42)

Debt Service Coverage Ratio : DSCR (Times) 2.56 2.64 3.89 (32.13)

Net Profit Margin (%) 4.01 4.27 5.66 (1.39)

Return On Assets : ROA

Return On Invested Capital : ROIC

(%)

(%)

4.77

5.41

5.09

5.71

6.82

7.50

(1.73)

(1.79)

Economic Profit : EP (Million Baht) (2,041.09) (996.68) 2,531.35 (139.37)

Total Assets Turnover (Turns) 1.22 1.23 1.24 (0.81)

source : Information from the Financial Analysis and Capital Management Division as of 31 January 2019


- 8 - Goal

Payment of Investing Activities Unit : Million Baht

Budget

Year 2018

Jan-Dec 2018 % of Plan Balance (1)-(2)

List Plan Actual Disbursed (1) (2) (2)/(1) Investment budget For normal operation

- Binding statement 37,174.808 11,815.922 9,131.624 77.28 2,684.298 - Investment budget 18,247.231 4,529.042 3,607.589 79.65 921.453 Total 55,422.039 16,344.964 12,739.213 77.94 3,605.751 Investment budget For projects

- Binding statement 28,502.371 7,119.403 9,122.135 128.13 (2,002.732)

- Investment budget 23,851.153 8,981.198 9,347.340 104.08 (366.142) Total 52,353.524 16,100.601 18,469.475 114.71 (2,368.874) Overall

- Binding statement 65,677.179 18,935.325 18,253.759 96.40 681.566

- Investment budget 42,098.384 13,510.240 12,954.929 95.89 555.311 Total 107,775.563 32,445.565 31,208.688 96.19* 1,236.877

Note : * In 2018, the creation of a cost saving contract that was calculated to reduce the disbursement target of 1,248.256 million Baht, causing the disbursement target to decrease from 32,445.565 million Baht to 31,197.309 million Baht. So the calculation according to the measurement criteria makes the disbursement percentage increase to 100 percent.

source : Information from the Budget Evaluation Division as of 7 Jan 2019

0

10,000

20,000

30,000

40,000

16,344.964 16,100.601

32,445.565

12,739.213

18,469.475

31,208.688

Million Baht Disbursement (1 Jan - 31 Dec 2018)

เปาหมายการเบิกจาย

จายจริง

Investment budget for normal operations

Investment budget for projects

Overall

Plan Actual


- 9 - Goal

Revenue from supplementary business In 2018 (Jan-Dec 2018), the revenue from PEA supplementary business is 6,153.49

million Baht, increased by 9 percent compared to previous year performance.

Unit : Million Baht

PEA Operating Region Performance in Quarter 1-4

2017 2018 % Diff

Increase / (Decrease)

Northern Region 1-3 1,193.99 1,250.00 4.69

Northeastern Region 1-3 1,419.81 1,195.80 (15.78)

Central Region 1-3 1,697.75 2,005.26 18.11 Southern Region 1-3 1,115.54 1,200.22 7.59 Head Quarter 218.28 502.21 130.08

Total 5,645.37 6,153.49 9.00

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

NorthernRegion

NortheasternRegion

Central Region SouthernRegion

Head Quarter Total

Quarter 1-4 in 2017

Quarter 1-4 in 2018

Million Baht


- 10 - Customer Value Proposition

Customer Value Proposition

The standardized quality and electricity services

Indicator Target 2019

Quarter 1-4 2019

Quarter 1-4 2018

1. The System Average Interruption Frequency Index

(SAIFI) (times/person/year)

4.50

3.81

4.50

2. The System Average Interruption Duration Index (SAIDI)

(minutes/person/year)

118.70 89.82 118.70

3. Sending electricity bill montly (Percentage) > 95 99.95 99.70

4. Reading Energy sales (Percentage)

- Reading Unit montly (Suburb area) >98 99.96 99.96

- Reading Unit montly ( Urban area) 100 100 100

5. Turn on the power back after power blackout

(Percentage)

- Turn on the power back within 4 hours after power

backout

> 90 99.82 99.63

- Turn on electric current back within 24 hours for

customers in municipal area or industrial area which

use transformer over 300 KVA except emergency

100 100 100

6. Listen to customer complain about voltage

(Percentage)

- Able to solve the complain about Voltage drop within

4 month

>95 100 100

- Check complain about voltage drop and voltage dip by

meeting customers within 5 days

100 100 100

7. Reply customer’s complain (Percentage)

- Reply customer’s complain after receive the

complain within 30 working days

>100 100 100

- Check customer complain about reading meter 100 100 100

8. Announced power outage notification before

maintenance and develop the electricity distribution

for transformer over 300 KVA except emergency case

(Percentage)



Indicator Target 2019

Quarter 1-4 2019

Quarter 1-4 2018

- Announced power outage notification at least 3 days 100 100 100

- Maintain the electricity distribution within notification

period

100 100 100

9. Period of new electricity request (start counting from

new customer payment date and complete condition)

(Percentage)

- Low voltage system (380/220 v.) (Percentage)

New customer of meter installation request under 30 Ampere/3 phase

• Urban area 100 100 100

• Suburb area 100 100 100

New customer of meter installation request over 30 Ampere/3 phase

• Urban area 100 100 100

• Suburb area 100 100 100

- High voltage system (22/33 Kv) (Percentage)

New customer of transformer installation request

under 250 KVA

100 100 100

New customer of transformer installation request

between 250 KVA and 2,000 Kva

100 100 100

10. Period of resume to normal operation in case of

power (start counting from customer payment date

and overall condition complete) (Percentage)

- Small general service

Urban area resume to normal operation within 1

working day

100 100 100

Suburb area resume to normal operation within 3

working days

100 100 100

- Small general service resume to normal operation

within 2 working days

100 100 100

11. Pay a fine by guaranteed within 10 working days

(Percentage)

> 85 100 100



0.0000

0.0335

0.0873 0.0994

0.0150

0.0415

0.0756

0.1140

0.0000

0.0200

0.0400

0.0600

0.0800

0.1000

0.1200

Quarter 1 Quarter 2 Quarter 3 Quarter 4

2018 2017

Disabling Injury Index



Customer Services

Indicator Quarter 1-4 Quarter 1-4

Increase (Decrease)

2018 2017 (Percent)

1. Number of Electricity Users (Cases) Seperated by SEPA customers

19,766,030 19,360,779 2.09

- Residential Homes 17,450,080 17,101,498 2.04

- Commercial Users 1,699,324 1,667,818 1.89

- Industrial Users 37,370 35,695 4.69

- Other Users 579,256 555,768 4.23

2. Energy sales include free electricity Separated by SEPA customers (Million Unit)

134,661.55 132,400.86 1.71

- Residential Homes

32,072.71

31,332.93

2.36

- Commercial Users 34,540.61 32,095.07 7.62

- Industrial Users 63,933.95 65,013.51 (1.66)

- Other Users 4,114.28 3,959.35 3.91

3. Free Electricity (Million Unit) 2,737.02 2,618.06 4.54

4. Mean Units Sales (Unit/User) 3.5700 3.4700 2.88

5. Mean Units Purchased (Unit/User) 2.0167 2.8234 (28.57)

6. Purchased (Million Unit) 142,191.99 139,443.48 1.97

- Purchased from EGAT (Million Unit) 131,861.40 130,252.19 1.24

- Purchased from DAEDE (Million Unit) 103.26 112.46 (8.18)

- Purchased from Vspps (Million Unit) 10,131.44 8,980.72 12.81

- Purchased Solar Rooftop (Million Unit) 95.89 98.11 (2.26)

7. Generated (Million Unit) 104.97 104.53 0.42

8. Total Maximum Demand (MW) 19,139.44 19,721.00 (2.95)

9. Loss (Percentage) 5.37 5.12 4.88



The Customers Unit : Users

The Customers Quarter 1-4 December Increase

(Decrease) (Percent) 2018 2017

1. Number of Electricity Users (Cases)

- Residential Homes (< 150 Unit) 10,073,216 9,982,438 0.91

- Residential Homes (> 150 Unit) 7,376,864 7,119,077 3.62

- Small General Service 1,639,643 1,610,008 1.84

- Medium General Service 77,255 74,266 4.02

- Large General Service 6,815 6,625 2.87

- Specific Business Service 12,895 12,530 2.91

- Non-Profit Organization 1,132 1,305 (13.26)

- Agricultural Pumping 5,478 5,046 8.56

- Temporary Service 330,833 312,699 5.80

- Reserve Electricity 82 64 28.13

- Interruptible Power Supply 4 3 33.33

The total Number of Electricity Users (Cases) By Electricity Rate

19,524,217 19,124,061 2.09

- Free Electricity 241,813 236,718 2.15

The total Number of Electricity Users (Cases) By SEPA customers

19,766,030 19,360,779 2.09

02,000,0004,000,0006,000,0008,000,000

10,000,00012,000,000

Quarter 1-4 2018

December 2017

Users



Energy Sales By Electricity Rate (Not Including Free Electricity) Unit : Million Unit

Category Quarter 1-4 December

Increase (Decrease)

2018 2017 (Percent)

2. Energy sales (Not Including free Electricity)

- Residential Homes (< 150 Unit) 8,108.18 8,141.29 (0.41)

- Residential Homes (> 150 Unit) 23,964.52 23,191.64 3.33

- Small General Service 13,344.02 13,034.92 2.37

- Medium General Service 21,755.12 21,157.49 2.82

- Large General Service 57,018.25 56,728.62 0.51

- Specific Business Service 4,308.25 4,182.72 3.00

- Non-Profit Organization 70.71 66.45 6.41

- Agricultural Pumping 364.94 298.24 22.36

- Temporary Service 941.61 976.60 (3.58)

- Reserve Electricity 112.43 79.68 41.10

- Interruptible Power Supply 1,936.49 1,925.17 0.59

The Total of Energy sales By Electricity Rate 131,924.53 129,782.80 1.65

- Free Electricity 2,737.02 2,618.06 4.54

The Total of Energy sales By SEPA customers 134,661.55 132,400.86 1.71

010,00020,00030,00040,00050,00060,000

Quarter 1-4 2018

Quarter 1-4 2017

Million unit



The Customers Unit : Users

The customers Quarter 1-4 December

Increase (Decrease)

2018 2017 (Percent)

1. Number of Electricity Users (Cases)

- N.1 1,896,839 1,862,804 1.83

- N.2 1,529,433 1,509,429 1.33

- N.3 1,208,008 1,191,294 1.40

- NE.1 2,208,413 2,161,138 2.19

- NE.2 2,360,207 2,309,475 2.20

- NE.3 1,960,734 1,921,958 2.02

- C.1 1,563,053 1,523,496 2.60

- C.2 1,720,763 1,663,711 3.43

- C.3 1,185,483 1,158,916 2.29

- S.1 1,007,821 986,617 2.15

- S.2 1,587,657 1,562,260 1.63

- S.3 1,295,806 1,272,963 1.79

Total 19,524,217 19,124,061 2.09

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

- N.1 - N.2 - N.3 - NE.1 - NE.2 - NE.3 - C.1 - C.2 - C.3 - S.1 - S.2 - S.3

Quarter 1-4 2018

December 2017

Users



Energy sales (Not Including Free Electricity) Unit : Million Unit

รายการ Quarter 1-4 Quarter 1-4

Increase (Decrease)

2018 2017 (Percent)

2. Energy sales (Not Including Free Electricity)

- N.1 7,320.65 7,188.98 1.83

- N.2 5,248.99 5,134.21 2.24

- N.3 6,204.56 6,179.64 0.40

- NE.1 6,373.51 6,228.62 2.33

- NE.2 5,527.97 5,447.17 1.48

- NE.3 8,917.71 8,647.56 3.12

- C.1 23,382.97 23,519.27 (0.58)

- C.2 29,798.76 29,417.45 1.30

- C.3 16,648.00 16,245.12 2.48

- S.1 6,875.02 6,620.76 3.84

- S.2 9,921.87 9,602.41 3.33

- S.3 5,704.52 5,551.59 2.75

Total 131,924.53 129,782.80 1.65

0.00

5,000.00

10,000.00

15,000.00

20,000.00

25,000.00

30,000.00

35,000.00

- N.1 - N.2 - N.3 - NE.1 - NE.2 - NE.3 - C.1 - C.2 - C.3 - S.1 - S.2 - S.3

Quarter 1-4 2018

Quarter 1-4 2017

Million Unit


- 18 - Internal Process

Internal Process

PEA emphasizes the importance of providing services to customers thoroughly. With fast, modern quality with a goal to reduce the number of times and period of power outages (SAIFI and SAIDI) expand the scope of services and meet the needs of customers

หมายเหตุ : The resulting of SAIFI, SAIDI (not including 3 southern provinces )

3.81

0.86 1.47

2.21

3.68 4.36 4.50

0.94

1.98 2.79

4.21

5.09

0.00

1.00

2.00

3.00

4.00

5.00

6.00

Total PEA Industrialestate and

Industrial Zone

City andMunicipality orSpecific Area

Urban Rural Remote

2018 2017

times/person/year

The System Average Interruption Frequency Index (SAIFI)

89.82

15.83 27.38

44.09

81.67

106.38 118.70

18.34

37.34 55.22

103.98

142.53

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

Total PEA Industrialestate and

Industrial Zone

City andMunicipality orSpecific Area

Urban Rural Remote

2018 2017

Minute/person/year The System Average Interruption Duration Index (SAIDI)



PEA delivered electricity to 74,297 villages in rural area, representing 99.99 percent of the

number of villages throughout the country.

All villages

(Villages)

Northern 18,615 18,615 100

Northeastern 33,143 33,143 100

Central 11,661 11,654 99.94

Southern 10,885 10,885 100

Total / Average 74,304 74,297 99.99

RegionPercent of villages

with electricity usage

Villages with

electricity usage

(Villages)

Remarks : * Information in December 2017 ** Information in September 2018

Delivered electricity to rural households at a total of 21.744 million households. Accounted for 99.78 percent of the total number of households throughout the country.

All households

(Households)

Northern 5,222,628 5,205,060 99.66

Northeastern 6,945,730 6,933,122 99.82

Central 5,263,829 5,259,143 99.91

Southern 4,361,420 4,347,480 99.68

Total / Average 21,793,607 21,744,805 99.78

Region

Percentage of

households with

electricity usage

Households with

electricity usage

(Households)



PEA Smart Grid and Advanced Metering Infrastructure: AMI

1) PEA Smart Grid project in Pattaya city (Chonburi Province) Project Group 1: AMI/MWMS and IT Integration PEA governor has granted permission to “A.I. Consortium” to be a contractor for Smart Grid project in Pattaya city since 19 March 2018. Accordingly, the contract was signed on 4 June 2018 by Deputy Governor, Planning and System Development. In collaboration with the consultant, PEA has set up a workshop to design AMI system & Infrastructure before running FAT (Factory Acceptance Test) at the manufacturer site. Project Group 2: Substation Automation “ITALTHAI Engineering Co.Ltd” was assigned to design SCPS system and perform FAT (Factory Acceptance Test) once the technical speculation has been approved by PEA.

2) Business development for Micro Grid System and Energy Trading Platform The Energy Policy and Planning Office (EPPO) has approved a project of business development for Micro Grid System and Energy Trading Platform on 1 December 2017 which PEA, MEA and EGAT have been mutually designated to implement the project. Consequently, the joint working committee has been formed which considered to be an adequate performance indicator of the project that measured by the Ministry of Energy.

The Geographic Information System Development Project, 2nd Stage : GISP.2 Currently, Geographic Information System is being used nationwide where operating data is daily updated by related working officers. Also, the system supplies accurate data to support OMS and SCADA with the wholeness information rate of 99.41 (status in December 2018).

The Geographic Information System Development Plan, 3rd Stage: GISP.3

A sale contract of Geographic Information System Development software and application was signed by Deputy Governor, Planning and System Development on 30 April 2018. The Ministry of Interior’s administration and procurement committee has approved the principle for computer and software procurement for Geographic Information System Development Project on 17 June 2018. PEA’s board of directors approved the procurement and installation of Geographic Information System Development Project on 19 September 2018. Later on, the contract was signed by Deputy Governor, Planning and System Development on 1 November 2018. The first consignment was due on 30 November 2018 and the assessment meeting was held on 6 December 2018. The second consignment is still in process.



Major Cities Underground Cable System Construction

In major cities, PEA improved the distribution system by switching overhead cable system to underground cable system to increase the stability of the electrical system, saving the environment and preserving the scenery according to government policy. The following operations areas are Chiang Mai, Phitsanulok, Udon Thani, Nakhon Ratchasima, Chon Buri, Nakhon Pathom, Petchaburi, Phuket, Songkhla, Khon Kaen, Mukdahan, Nakhon Phanom, Surat Thani and Trang.

Operation result is 75.82%, details are as followings:

The municipality requested to delay the project because of the lag of budget. The projects were delayed as follows:

1. Udon Dusadee Road and Phosri Road, Udon Thani. 2. Anusawari Road, Nakhon Ratchasima.

Canceled projects are as follows:

1. Bangsaen Beach Road, Chon Buri. 2. Cha Am Beach Road, Petchaburi.

Ongoing projects are as follows:

1. Na Chom Thian Sai 2 Road, Chon Buri : Already purchased cable, Waiting for the municipality fix civil works according to the PEA standards.

2. Thaweewong Road, Phuket : TOR and Cost Appraisal were announced on the 2nd Auction. This project is considering the appeal of the Tender Result.

Green Office Project PEA sent 30 PEA Offices to join the Green Office Project of 2018, organized by the

Department of Environmental Quality Promotion. Finally, PEA won 29 Gold level awards and 1 Silver level award as follows:

Gold Level

1. PEA Mea Hong Son 2. PEA Lamphun 3. PEA Chiang Mai 1 4. PEA Pichit 5. PEA Chai Nat 6. PEA Khanu Woralaksaburi, Kamphaeng phet 7. PEA Uthai Thani 8. PEA Khon Kean 9. PEA SiKhio, Nakhon Ratchasima 10. PEA Nong Khai 11. PEA Si Sa Ket 12. PEA Yasothon 13. PEA Amnat Charoen 14. PEA Loei 15. PEA Nakhon Ratchasima 3 (Sura Nari) 16. PEA Region 1 (Central) 17. PEA Nakhon nayok 18. PEA Om Noi Nakhon Pathom 19. PEA Pathum Thani 20. PEA Chon Buri 21. PEA Samut Sakhon 2 (Ban Phaeo) 22. PEA Nong Ya Sai, Suphanburi 23. PEA Sa Kaeo 24. PEA Ban Pong, Ratchaburi 25. PEA Chumphon 26. PEA Thalang, Phuket 27. PEA Phunpin, Surat Thani 28. PEA Satun 29. PEA Betong, Yala

Silver Level

1. PEA Ranong



The SLA and QA Implementation and Improvement Plan According to the PEA’s Supply

Chain

PEA focuses on the development of standardization of its internal processes and the

improvement of its work processes for effectiveness covering supply chains at all department,

division, group and regional levels. The approaches and implementation plan for the SLA & QA for

SLA had been formulated. All relevant departments had been informed, communicated and

educated thereof so that service level agreements could have been made.

The governor of PEA approved the Service Level Agreement: SLA at divisional level on 3rd

October 2018. The responsible units were duly informed and take further relevant actions.

The implementation results of the SLA (according to the QA guidelines for the SLA) were

reported together with the summary of the improvement opportunities to the PEA’s Committee

on Supervision of Service Quality Assurance System on 11th December 2018. And the reports on

the implementation and improvement of the SLA plans and QA for the SLA in accordance with the

PEA’s supply chains at all organizational levels were made together with the evaluation system for

satisfaction of the SLA stakeholders on 13th December 2018.



Progress of the Electrical System Development Project

Projects performance are as followings:

Projects Progress percentage

1. Nationwide Transmission System and Substation Development Project, 8th stage, phase 1 (2005 - 2020)






7. Nationwide Power Distribution System Reinforcement Project, 7th stage (2008 - 2018)

8. Nationwide Distribution System Reliability Improvement Project, 3rd stage (2011 – 2020)

9. The 115 kV Submarine Cable Extension to Samui Island, 3rd Circuit (2011 - 2020)

10. Nationwide New Rural Household Electrification Project (2014 - 2018)

11. Nationwide Major Cities Underground Cable System Construction Project (2003 - 2020)

100

100

100

100

100

100

100

100

100

100

100

98.50

91.43

67.12

46.60

75.83

56.80

100

78.00

96.00

75.82

Jan,

200

5Ja

n, 2

006

Jan,

201

1Ja

n, 2

011

Jan,

201

1Ja

n, 2

011

Jan,

200

8Ja

n, 2

011

Jan,

201

1Ja

n, 2

014

Jan,

200

3

Plan (%) Dec, 2018 Performance

Dec, 2020

Dec, 2020

Dec, 2020

Dec, 2020

Dec, 2022

Dec, 2020

Dec, 2018

Dec, 2020

Dec, 2020

Dec, 2018

Dec, 2020

103.30


- 24 - Learning and Growth

Learning and Growth

Data Center

The inspection and assessment meeting for PEA data center building project, the 20th

consignment, was held on 29 October 2018 to summarize the progress of project. The participants

were project management committee, construction assessment committee, construction

supervision assessment committee, Italian-Thai Development Public Company Limited and

Aurecon Consulting (Thailand) Co., Ltd. Currently, the project is in the process of construction as

the following;

1. The architecture for 1st – 5th floor (floor and wall painting) 2. The electrical System for 1st – 5th floor (duct bank for light and fire alarm system),

equipment and supplies installation (lantern and socket) 3. The sanitation and fire alarm system for 1st- 5th floor with piping system 4. The air handing unit for 1st- 5th floor with piping system 5. The other construction works consist of fences and level of road and floor 6. The main building equipment testing 7. The facilities installment



Supplies management for Core Business Software phase 2 (CBS2)

1. Acquisition for CBS2 The approval of appointing Terms of Reference (TOR) arrangement committees was

asked to replace the former committees which were due by the retirement. The responsibilities are the TOR drafting, medium price specifying and CBS2 design, acquisition, development, installment and maintenance.

The approval was also asked in order to adjust the project management committees of CBS2 project (CBS2 Project Management Office : PMO CBS2).

ICT Deputy approved the action plan for change management of CBS2 on 14 December 2018.

2. Integrity Pact CBS2 implementation report for December 2018 were presented to the comptroller

General’s Department (CGD).

3. The deployment as the Prime Minister Command PEA arranged the document to Super Board ,who regulated the procurement, was held on

19 June 2018 to ensure CBS2 project according to PEA’s Board of directors resolutions will be implemented and continued the usage as the core business software for 5 years and the approaches will be reviewed for the continuity after 5 years.

ICT Deputy governor attended the meeting with Super Board on 12 December 2018 to answer the questions as following;

1) How PEA would deploy after 5 years of CBS2 usage. 2) Would it be possible if CBS2 were used for only 3 years then reconsider the plan? 3) Would the cost be reduced if the administration system employment were for 3 years? The solution and appointment for meeting were not made.



The PEA employee’s satisfaction and engagement survey project

The workshop meeting was organized on 15 and 29 November 2018 in order to make the PEA employee’s satisfaction and engagement plan in 2019 for each office. The average of PEA employee’s satisfaction and engagement Score in 2018 is 4.49.

The HR Competency Enhancement Plan

The average employee competency score for each field are as follows: - Core Competency = 95.22 percent - Managerial Competency = 96.52 percent - Functional Competency = 83 percent - 5 Digitals Competency as follows

1. Digital Use and Problem Solving = 80 percent

2. Information Handing = 72 percent

3. Digital Intelligence Communication = 85 percent

4. Digital Content Creation = 67 percent

5. Digital Safety = 84 percent The human resource office aims to exceed the score of Core Competency and Managerial Competency at 80 percent which the results above show that the goals were achieved at 95.22 and 96.52 percent respectively.



Succession Plan and Talent Management Project

Succession Plan

PEA executive development program in 2018 was held on 10 – 11 July 2018 by implementing Assessment Center to analyze the information from depth interview and focus group which led to the improvement of appraisal criteria that affect the leadership system.

Personal Development Division organized the Smart Leadership Program Training to improve and develop the successor leadership on 6 – 8 December 2018.

The progress of successor development is regularly followed-up, evaluated and the performance is reported completely.

Talent Management

Personal Development Division collaborated with external lecturer held a meeting to clarify the objectives and overview in order to conduct a research on positive psychology and innovation creativeness behavior by doing a focus group with representatives from talent group.

The principle of the Talent Management Program is approved and ready to be implemented in 2019.



The Development and Integration of Knowledge Management for PEA’s Sustainable Development

In 2018, the development and integration of knowledge management for PEA’s sustainable development was implemented as followings;

1. “Knowledge management appraisal of PEA seminar” for knowledge management committee in all departments was held on 19 – 20 November 2018 to evaluate the knowledge management (2nd phase) in 2018.

2. The KM system was implemented in order to integrate all processes – the implementation was complete as planned.

3. The knowledge sharing methods were identified – all departments were informed on 4 October 2018 in order to implement the PEA’s knowledge management system to all management level, to cover all stakeholders which leads to developing jobs and innovations.

4. The information systems supporting KM system were developed – Human resource development division asked for the approval and publicly informed the PEA Pro/Gurus. The system will be launched on 2 January 2019. Also, the organization best practices can be accessed in Knowledge management system (KMS).

5. The development and review of effectiveness indicator - Human resource development division had a meeting with the SEPA committees in Section 4 in order to revise organizational performance and self-evaluation reports on 25 July 2018 and 31 July 2018.

6. The connection of reward, compensation system to the KM system – In PEA Quality Contest 2018, knowledge management was used to enhance organizational operation in QC-activity, “co-topics” type. Human resource development division developed the PEA’s specialist system in order to support the reward and compensation system connecting to the KM system for the experts.

7. The knowledge sharing culture was developed – the workshop of Knowledge Management Class 6 – 10, was conducted in October 2018.

8. Relevant activities were conducted – Deputy Governor of Human Resource on 31 January 2018 approved to appoint committees who are responsible for the internal lecturer registration.

9. Communications and public relations – the knowledge management plan in 2018 were distributed for the knowledge management committees in all departments in order to prepare for knowledge management planning of each department.


- 29 - Performance Agreement

PEA’s performance according to Performance Agreement in 2017

PEA’s performance according to Performance Agreement in 2017 is 4.8680.

PEA’s performance for each section in 2017 comparing to other state enterprises is as following.

Comparing to other 19 “A-group” state enterprises in 2017, PEA achieves the 2nd highest total performance.

3.50

3.75

4.00

4.25

4.50

4.75

5.00

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

4.6156 4.7142 4.7337 4.7220 4.7209

4.4571

4.7107 4.6846

4.9331 4.8680

PEA’s Performance in 2008 – 2017

Total Performance

Information as on 15 Nov 2018


3.00

3.50

4.00

4.50

5.004.9800

4.8680 4.8621 4.7660

4.5641 4.5561 4.5516 4.4837 4.3877 4.3835

4.1652 4.1021 4.0738 4.0497 4.0302 4.0043 3.9251


Comparing to other 19 “A-group” state enterprises in 2017, PEA achieves the 3rd highest performance for Process section.

Comparing to other 19 “A-group” state enterprises in 2017, PEA achieves the 2nd highest performance for Result section.

Section 1 : Process

Section 2 : Result



Remark : ThaiAirway and TOT are not evaluated in process section because they are restoring state enterprise group.


3.00

3.50

4.00

4.50

5.005.0000 5.0000 4.9500

4.9000

4.6500

4.4500 4.4500 4.4000 4.3000

4.2500 4.2000 4.2000 4.1000 4.1000 4.1000 4.0333 4.0000

1.00

2.00

3.00

4.00

5.004.9600

4.7860 4.7242 4.6621 4.6532 4.6320 4.5754 4.5674 4.5169 4.4782

4.0994 4.0476 4.0304 4.0043 3.9752 3.9605

3.7501

2.8640

1.8498


Comparing PEA and MEA performance in 2017

MEA PEA

SAIFI (times/person/year) 1.234 1.225*

SAIDI (minutes/person/year) 36.551 16.566*

EBITDA (million Baht) 10,771 28,727

Net Profit (million Baht) 10,855 27,243

Net Profit Margin (%) 5.70 5.87 Number of Power Users/Manpower (cases/person)

447 544**

Remarks : * Reliability of electricity supplying system of 4 big cities

** Manpower includes employees and 2-year hired workers.

Reference of MEA information : - MEA Annual Report of 2017 from www.mea.or.th on 24 July 2018 - Electricity reliability indices of 2017 from www.mea.or.th on 24 July 2018 จํานวนผูใชไฟฟา กฟน. ป 2560 = 3703312 ราย จํานวนพนกังาน กฟน. ป 2560 = 8290 คน


Corporate Evaluation Division Policy and Strategy Departments Performance Report 2018.pdf ·...

Documents

Transcript of Corporate Evaluation Division Policy and Strategy Departments Performance Report 2018.pdf ·...