Eskom 2010MW Project:Closeout report

S.Bhana

18 August 2010

Contents

• Journey to 2010

• 2010 Project Objective and Mandate

• Project Delivery and achievements

• Additional key 2010 facts and figures

• Key Lessons learnt

• Legacies and areas that could be hard wired/capitalised on

• Conclusion

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Journey to 2010

Intelligence gathering Planning

Testing

The event

Hosting

Learning

Understanding

Knowing

Curiosity

Managing

• Overall Project Objective: “Build public confidence in Eskom and the system” (system being the electrical network from the Power station to the customer point of supply).

• Project Mandate: “Ensure a reliable electricity delivery, Eskom preparedness and treatment of risks to enable a successful 2010 FIFA World Cup”.

2010 Project Objective and Mandate

Project Delivery Barometer: Overall project

  Comments

2010 World Cup Delivery

Reliability of supply ZERO INCIDENTS EFFECTING KEY 2010 SITES OVER MATCH TIMES

Eskom and ESI preparedness• Eskom Situational awareness centres operated 4 June 2010 to 16 July 2010 – preparations in place

• Collaborative 2010 RTT’s through 2010 ESI forum in place

Treatment of  risks

• Managed well. Issues: Labour action & 2010 FWC expenditure. • NO REPUTATIONAL RISKS MATERIALISED DUE TO LOSS OF SUPPLY

• NO LOSS OF SUPPLY TO CRITICAL SITES DURING MATCH TIMES• NO LOSS OF SUPPLY TO CRITICAL SITES DURING MATCH TIMES DUE TO SECURITY RISK

Barometer key:

Green: Delivered on mandate

Red: Did not deliver on mandate

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Overall Achievements

• Delivered for SA

• +36,000 Eskom & Municipal electricity department staff united to deliver for the 2010FWC

• Zero interruptions to supply to key 2010 installations during match times

• Delivery on mandate and achieved objective

Phase 1 (April 2007 to March 2008):

• Establishment of the Eskom 2010MW project, project platforms and focus areas

• Divisional deliverables identified and assigned. List of critical deliverables

developed for the Networks (Transmission and Distribution).

• Reliable and interruption free electricity supplies to various 2010 related events

• Identification of key stakeholders and initiation of relationship building and

strengthening activities.

• Establishment of the 2010 Electricity Supply Industry Forum (2010 ESI) as a key

information sharing and collaboration point by the Association of Municipal

Electricity Undertakings (AMEU) and Eskom.

• Greening 2010 initiatives in conjunction with DEAT

• Successful benchmarking and intelligence gathering exercises with key learning

incorporated into the project platforms

Key achievements over the four project phases:

Phase 2 (April 2008 to March 2009):

• Establishment of the regional electricity task teams for 4 (four) 2009FCC host

cities.

• Successful rollout of various operational plans and infrastructure projects to secure

supplies for the 2009 FCC

• 2010 command centre concept reformulated and refocused into concept of the

situational awareness centres

• Internal Eskom 2010 campaign initiated

• Pro-active assurance audit by Eskom forensics and assurance department Opinion

on Eskom preparations for 2009 FCC:

• Eskom is Ready, to deliver on the agreed mandate of providing a reliable,

adequate and secure electricity supply during the 2009 FCC

Key achievements over the four project phases:

Phase 3: (April 2009 to March 2010):

• A successful 2009 FCC:

• 16 days of live operation (12-28 June 2009), 16 matches, 0 electricity

incidents effecting matches

• Communication staff across Eskom trained on event and emergency

communication (1 day training exercise and application of the training through

manning of the communication function at the various Situational Awareness

centres setup)

• Technical staff trained on event monitoring, reporting and co-ordination

• Areas of success and enhancement identified

• An understanding created of the event electricity requirements, operational

considerations and communication considerations

Key achievements over the four project phases:

Phase 3: (April 2009 to March 2010):

• Nine (9) collaborative 2010 electricity task teams established for all 2010 host

cities, incl. Ekurhuleni (OR Tambo International Airport). Task Teams consisted of

Eskom, Municipal and Host city 2010 unit representatives

• Eskoms “New IRM way” approach adopted and implemented across the project.

• Marketing activations to unite, inspire and call Eskom staff to action in powering

the 2010 FWC rolled out across Eskom

• National, regional and division specific 2010 emergency preparedness simulations

and tests conducted across Eskom and in some cases with the respective

municipalities

• SAPP support and Pledge signed in 2009 for the 2010 FWC

• Forecast in place and production and outage planning optimised to cater for 2010

FWC – Adequate supplies to meet 2010 FWC load.

• Formal commitment of SAPP donation of green supplies to 2010 FWC

Key achievements over the four project phases:

Phase 4: (April 2010 to July 2010):• A successful audit of Eskoms 2010 FWC readiness by KEPCO

• A unified ESI wide delivery for the 2010 FWC:• 1 Goal: reliable and uninterrupted electricity delivery for the FWC• 1 United ESI: Eskom + Municipal electricity Departments + key 2010

stakeholders = 1 significant contribution to enhancing Brand SA

• 64 FWC matches were supplied with reliable and un-interrupted power• 0 (Zero) security related outages during 2010 FWC• A National and 9 Regional situational awareness centres (SAC’s) were

implemented from 4 June 2010 to 16 July 2010 and served to be the intelligence

gathering and information co-ordination hubs that allowed Eskom to pro-actively

manage various issues pertaining to delivery for the FWC and integrate with the

various Govt. 2010 structures, thereby allowing South Africans to experience and

watch the 2010FWC without any electricity related issues.

Key achievements over the four project phases:

Phase 4: (April 2010 to July 2010):• A consistent and uniform communication process and message aligned with the

various 2010FWC stakeholders. • The weekly electricity performance report proved to be an excellent medium to

update stakeholders – positive media coverage generated nationally and

internationally on Eskom’s technical performance.• Exposure to media management by identified regional spokespersons a positive

step in dealing with media and issues at a regional level• Strengthened relationships and collaborative efforts with the various stakeholders• Acknowledgement of Eskom as a contributor to the 2010 Local Organising

Committee’s Green Goal programme in November 2009.

Key achievements over the four project phases:

Additional key 2010 facts and figures

• Supply/Demand Balance:• The peak demand experienced during the FWC was 36,705 MW. • Over the course of the event, emergency generation (OCGT) was only required 6 times

(with a maximum of 4 units) and the use of Interruptible Load Shedding (ILS) was also

only required 6 times. (for meeting the system demand)• A total of 446MW and 155MW of supplemental and instantaneous Demand Market

Participation, respectively, was available over the FWC period.• Key Industrial Customers have assisted by reducing load, or carrying out their

maintenance during this period. The load reduced peaked in July 2010 with at least

370MW being reduced on a daily basis up to the end of July 2010.• There was no need to resort to the further contingency measures of requesting

additional load reduction; although this was available should it have been required.• Zero (0) generation related interruptions• Zero (0) interruptions were recorded on any of the water supply schemes or

infrastructure during the pre and post FWC period.

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Additional key 2010 facts and figures

• Supply/Demand Balance:• Power Alert - Match days during the FWC only:

• The average weekday performance (savings) in the evening peak of all flighted

days was 733 MW. • The average impact at the time of a red flighting is 915 MW (Red flightings only

occurred on match days).• Power Alert - Rest days during the FWC only (30 June 2010, 1, 5, 8 & 9 July 2010)

• The average weekday performance (savings) in the evening peak of all flighted

days was 176 MW. • There were no red flightings on rest days

• Networks:• A number of Dx projects specific to the FWC (direct costs) were undertaken as well as

Dx projects indirectly related to the FWC in terms of strengthening supplies to the

various host cities and networks to the host cities and key installations• Supply, installation, testing and commissioning of the UPS at Royal Bafokeng Stadium

done in 4 weeks• A total of 40 EPP exercises were conducted in preparation for FWC in Transmission

over a period of 2.5 years. These included joint task team and national exercises.

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Additional key 2010 facts and figures

• Security:• A total of 3,698 security staff were deployed purely for the 2010 FWC, of which 924

were Eskom employees and 2,774 were contractors.• Security personnel travelled a total distance of 166,159 km to secure and protect key

Eskom 2010 FWC related assets• 45 security personnel were trained in crowd control practices.

• Marketing and communications:• Eskom 2010 activations and 2010 key messaging rolled out throughout Eskom covering

+36,000 staff• All 6 of the Dx regional general managers including 2 senior managers in Northern

region as well as the 6 Dx communications managers received media training

specifically for the FWC.

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Additional key 2010 facts and figures

• Human Resources:• A total of 13,497 critical frontline staff members were identified across the Eskom Line

divisions and were key in supporting Eskoms initiatives for the FWC• Human Resources ensured, in co-operation with line management, that all critical

frontline staff’s driver permits, operating authorizations etc. were renewed and valid

before the tournament. Additional training interventions were scheduled to renew these

permits. In Distribution for example, 697 driver permits and 503 operating authorizations

were renewed in this process.• A total of 516 of the 603 positions identified as critical vacancies (frontline staff

environment) were sourced prior to the commencement of the FWC. The bulk of these

positions were in the Distribution Division

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Additional key 2010 facts and figures

• IT:• IT support services enhanced for critical IT systems to ensure delivery for the FWC.• Eskom and where possible Municipal electricity networks and key FWC site information

has been captured into a GIS system for all 9 of the host cities. Over 55 people (Eskom

and municipal staff) were trained on the use of this GIS software. • Greening 2010:

• HCB, LEC and SNEL issued letters highlighting that all green energy produced by them,

in terms of the PPA, will be dedicated to the FWC as their contribution – total green

energy contribution is in excess of 1540MW.

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Key lessons learnt over the 4 phases of the project were:

• Through common goals, anything is possible• Value of effective and timeous planning for events such as these• Keep the objective, mandate and scope of work simple, clearly define it and ensure that it is

understood by all involved.• Key to delivery is the focussed project management of deliverables with regular one on one

feedback sessions with key role-players• Projects / Events of this magnitude need dedicated team members with their key focus on the

project. Team members must have extensive knowledge of projects and the related

equipment, services, applications and strong people skills.• Relationships as a priority for success. The importance of engaging, involving and partnering

with all stakeholders in delivering on an important such as the FWC is critical. • The importance of simulations and EPP exercises in ensuring that the organisation is

prepared to deal with various scenarios• The significant value of focussing on risks and the treatment thereof early in the planning

process so as to enhance delivery• The benefit of processes such as the SACs relies strongly on accurate and timeously

available information. • Messaging to the public should be kept simple, clear and consistent.

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Post the 4 phases, the legacies and areas that could be hard wired/capitalised on:

• The FWC gave the ESI a common goal to work towards, working across traditional ESI

boundaries. Similar benefit could be obtained by identifying specific initiatives in the future

that could be rolled out in this manner.• The SAC structure added value, and under specific conditions in future could be re-utilised.• The new relationship forged between Eskom and municipalities at the Regional Task teams

and the 2010 Electrical Supply Industry Forum should continue. It has introduced a higher

level of trust, cooperation and sharing of best practices for the benefit of the electricity

industry.• The heightened level of escalation and monitoring of faults has shown to improve response

and restoration times. This function should continue.• The weekly report issued on the supply/demand status by the media desk should continue to

be issued beyond the FWC. This proved to be valuable to keep all stakeholders informed

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Conclusion

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Thank you ….. WE DID IT!