ban

Sos

y am FY 93/94 : A Year In Review

CONTENTS

A Highlights
A Chairman's Message.

A Board of Directors

A Organizational Chart

A Managing Director's Report
Introduction

छै FY 93/94 : A Year In Review

Total Revenue (M. NRs)

Net Sale of Electricity (M. NRs)

Income from Other Services (M. NRs)
Operating Expenses,

Including Depreciation (M. NRs)
Depreciation (M. NRs) ++

Net Income, after interest befor tax (M. NRs)
Interest on Long-Terms Loans (M. NRs)
Long-Term Loans (M. NRs)

Net Fixed Assets (M. NRs)

Number of Customers

Total Sales Of Electricity (GWh)

Internal Sale (GWh)

Average Customer's Consumption (KWh)*
Average Price Of Electricity (NRs/KWh)*

Peak Load Interconnected System (MW)
Total Available Electric Energy (GWh)
Hydro Generation (GWh)

Purchased Energy (GWh)

Exported Energy (GWh)

Thermal (GWh)

Note:
* Figures for 1994 are provisional.
+ Internal
++ On revalued assets

Highlights of 1993 j 94

Description Increase/Decrease
Amount Percent

26.5
26.3
29.5

504.5
469.8
34.7

1904.4
1786.8
117.6

2408.9
2256.6
152.3

18.6
15.2
245.3
7.4
22.7
11.5

344.0
156.1
260.5
46.3
2,643.8
2,764.2

1853.5
1026.0
106.2
625.5
11,649.6
24,126.2

2197.5
1182.1
366.7
671.8
14,293.4
26,890.4

9.04
7.96
4.75
(3.9)
18.92

4,26,350
765.875
694.754
1629.5
3.08

3,91,000
709.385
663.248
1696.3
2.59

7.92
7.35
4.43
18.1
54.2
31.5

214.04
963.314
804.05
111.974
46.137
47.290

231
1034.163
839.711
132.25
71.121
62.203

FY 93/94: A Year In। 2

बकप

Senin'
RS
Bs

Saeco

os
raat

Message

From The Chairman

I am happy to note that Nepal Electricity Authority will be entering its tenth
year of service on Bhadra 1, 2051

Adequate, reliable and economically affordable supply of electricity is a
prerequisite for the development of any nation. In the case of Nepal,
harnessing her abundantly available water resources is the preferred means
of generating electricity. This task essentially requires an appropriate
institutional arrangement. In this regard, NEA is striving to be an institution
of repute dedicated to render efficient services to the nation.

Despite resource constraints, human as well as financial, considerable
headway has been made by NEA in promoting power generation, transmission
and its distribution to Nepali consumers as well as managing the mutually
beneficial exchange of power between Nepal and India. The revenue generated
by NEA's commercial structure has greatly contributed to the national
exchequer.

Viewing the performance of NEA in retrospect, Sunkosi, Marsyangdi, Kulekhani
and Trishuli-Devighat power plants are outstanding achievements of NEA.
NEA has also proved its mettle at crisis management as demonstrated by its
ability to rehabilitate in record time the Kulekhani Hydropower Plants
following the severe disaster of 1993.

NEA has been trying to prove itself as a capable institution in coping with the
new policy guidelines of the elected democratic Government by adapting itself
within the framework of HMG objectives aimed at liberalisation of the
economy anda transition toa market oriented economy based on competition :
and efficiency. The initiatives towards commercialization should ensure that
the utility will adapt itself resiliently to the new environs and contribute
towards creating a competitive environment for the development of power
sector in the country.

eee
ce.

Seite sar cae

RIO

NEA has contemplated and initiated the implementation of plans to augment
its generation capacity to overcome the present load shedding and remove the
discontent of the public.। am confident about the succes$ful completion and
materialization of the plans undertaken by NEA. HMG is committed to the
strengthening and improvement of the organization.

Finally,। express my appreciation for the professionalism and diligence that
the management and staff of NEA have put into their work. I also express my
thanks to the Members of the Board of Directors of NEA for their sagacity in
guiding the Authority in the right direction. I wish NEA every success in its
future endeavour to contribute its best to the appropriate and effective growth
of the power sector of Nepal.

WW ive 4.09।
By Mn 2१

(Laxman Prasad Ghimire)

Minister of State for Water Resources

and Chairman, Nepal Electricity Authority

FY 93/94 : A Year In Review

Board of Directors

f
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Chairman
Mr L.P. Ghimire
Hon'ble Minister of State
Water Resources

Dr. T.N. Pant Mr S.N. Upadhyaya Mr / S.J.B. Rana
Secretary Secretary Chairman
Ministry of Finance Ministry of Water Resources Himalayan Bank Ltd.

Mr S.N. Pradhan Dr. T.P. Pokharel Member Secretay
Advisor Member Secretary
National Planning Commission Social Welfare Council Managing Director, NEA

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छै FY 93/94: A Year In Review $ छ समा

Chief Executives

Mr S.B. Pun Mr R.S. Pandey
Deputy Managing Director Deputy Managing Director
Development Operation

Mr N.T. Bhutia
Director-in-Chief
Operations & Maintenance Directorate

Mr A.B. Shrestha
Director-in-Chief
Engineering Directorate

Dr J.L. Karmacharya
Director-in-Chief
Arun Il) H.E.P.

Mr B.B. Dhungana
Director-in-Chief
Rural Electrification & Small Hydro

Mr 8.8. Maila
Director-in-Chief
Construction Directorate

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Chief
Finance & Accounts Directorate

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ONEROUS TAS

बहर

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Dr. M.R. Tuladhar Mr. G.M. Kadaria
Director-in-Chief Director-in-Chief
Planning Directorate Distribution & Consumer Services Directorate

FY 93/94: A Year In Review

बा जा
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no a ste S68 १७7 6०७०७०७०
नय

Mr. V.N. Upreti Mr 0.8. Thapa Dr N. Kapalli Mr P.M.S. Pradhan Mr Govinda K.C.
Secretariat Investigation Large Project Medium Project Gens. Cons.
Preparation Development -

é

Mr. G.B. Shrestha Mr. R.P. Shah Mr. B.R. Shrestha Mr. S.B. Shrestha Mr. J.K. Pradhan
Trisuli-Devighat Monitoring & Evaluation System Planning Corporate Planning . Hydro.Gen.

Mr. A.P. Rijal Mr. M.S. Budiyal Mr.S.P. Upadhyaya Mr.M.R. Upadhyaya Mr. B.C. Thakuri
Thermal Gen. Small Hydro. Easten Region Central Region Western Region

Mr. M.P.Upadhyaya Mr. M:P. Pyakuryal Mr. D.R. Bhattarai Mr. J.N. Nayak Mr. O.M.S. Swar
Bagmati East Region Bagmati West Region Seventh Power Project Technical Services/ Deputation to WECS
Commercial

Mr. U.K. Shrestha
Finance

दरपक हो मन हर्न हित ०7

Saas a aR Ea

न

A The Power Environment

:। A The Year in Perspective

Managing Director's Report

A Introduction

As NEA steps on the threshold of its first decade of service, it gives me great
pleasure to report on the activities of its ninth year. The fiscal year 1993 /94
will be remembered as a year when we accepted unprecedented challenges
and we succeeded in meeting them. This has given us the impetus to face even
greater challenges in the future.

Our successful tackling of events over the year have made us bold and
confident, and! firmly believe that we have the personnel, the competency and
the enthusiasm to achieve what we must. I am, therefore, confident that we
can enter our tenth year as a mature institution which has been organised,
reinforced and strengthened to achieve world class performance.

The process of improving our operational efficiency and achieving productivity
norms comparable to international power utilities must be undertaken as a
continuous process. Over the past years, we have deliberated on our targets,
our capabilities, our shortcomings and options available to achieve these
targets. We have started this process during the fledging years of institution
building and have found the encouraging acceptance within our organisation.

We have also spent considerable time in earnest soul-searching to assess our
position in the ever changing environs and have oriented our targets through
the analysis of a maze of concepts and studies and corporate strategies. We
have now reached a stage where we must think of quality improvement and
productivity enhancements. We now need to give more attention to important
corporate components such as establishing an MIS, introducing sound
financial and administrative management techniques, deepening human
resources development at all levels, intensifying effective communication
within the organisation and without, and improving public relations, our
corporate image and consumer appreciation.

The changing socio-economic development and HMG policies in the power
sector requires us to co-exist with the private enterprises in this sector. In
other words, NEA has no longer the monopoly of power generation, transmission
and distribution. The entry of Australia's Snowy Mountain Engineering
Corporation with their venture to design and implement the 360 MW West
Seti, Butwal Power Company's enterprise with the 60 MW Khimti, and the
possible joint venture of HARZA Engineering of the USA with a local group to
promote the 36 MW Bhote Koshi HEP are examples of the gradual mushrooming
of the private enterprise in large, medium and small hydro electric projects.

In order to meet the challenges of the future and to meet our goals, we will be
required to mobilise and develop our own resources in terms of finance and
expertise. This is the only long term option.

I am firmly of the opinion that the — has been very encouraging in terms
of achievements. It has instilled a great deal of optimism into our institution.

5

< SN
SRR

गर १3/94 : A Year In Review

This is a good feeling to have on Bhadra 1 - the day NEA was formed nine years
ago.

An example of our capability to undertake tasks under very constrained
situations was the rehabilitation of the flash-flood devastated KulekhaniI and
II. The mid-July 1993 catastrophe occurred by the ripping away of the
penstock pipe across Jurikhet river and the virtual washing away of the KLII
headworks at Mandu. In a work that has received unanimous acclamation,
the entire repair works were completed within a period of four months against
initial estimates which ranged from eight months to a full year. We have
se expressed our appreciation for the efforts made by rewarding deserving
personnel from NEA, the Consultant's team and the Contractor's crew, albeit
modestly.

०202:

Senta'

Focus was also given towards strengthening the administrative machinery
with the bringing into effect the Employees Service Rules and Regulations
(2050) and, later in the year, the introduction of the restructured NEA
organisation with two Deputy Managing Director overseeing the sectors of
Operations and Development respectively. The supporting functions of
Administration and Finance were also upgraded to the level of Directorates.
After approval of the revised organisation, we made a rapid series of corporate
promotions commencing from the top level positions. We will continue the
staff promotions over the current financial year to cover all staff levels. I firmly
believe that the promotions will provide the motivation to deserving candidates
for boosting production and productivity.

During the year 1993/94, we witnessed our financial position strengthen
considerably, We now have the resources to make modest but critical
investments without going to the Government or Donor Agencies. In future,
NEA is expected to gradually increase its share of self-financing in the
investment programme. We were able to pay off all dues to the Government
arising from subsidiary loan agreements (SLA). Our revenue collection has
improved over the year and it is now at three months of billing. Even with all
interests paid, we produced profits - a relief after a period in the financial
doldrums. With the improvement in our resources, we are optimistic of
financing, to some extent, small generation projects such as the Puwa Khola
and the Modi Khola. We will also promote with the private sector other such
feasible projects like Upper Modi and Chilime HEPs.

Although the past year saw no appreciable addition to the system generation
capacity, we analyzed our system to optimise on the available run-of-river
(ROR) projects, the thermals and the storage plant at Kulelshani and obtained
a creditable result with minimum resort to contingency plans and loading
shedding.

We also took a fresh initiative to improve our services to the consumers and
went closer to areas of consumer concentration with the opening of several
new collection and no-light offices. To provide swifter service to consumers
wanting to pay their electricity bills, the cash collection counters at some
centres within Kathmandu opened for business from eight o'clock in the
morning during rush days. Along with our services we continued to solicit the
consumers cooperation to conserve energy.

NEA also undertook a number of steps to reduce system losses through the
strengthening of distribution systems, installation ofnew meters and miniature
circuit breakers (MCB) and also deputing inspection squads to detect
pilferage. This has resulted in good dividends and we were able to reduce
losses and bring it down to the current level of 23.96 percent.

E FY 93/94: A Year In Review उ

On the more disturbing side, we were उ with a number of deaths by
electrocution. These incidents have pointed to the need to adhere to adequate
safety standards in our erection and maintenance works. We have since taken
steps to channel funds to systematically eliminate deficiencies from our
installation. We have also decided to observe the financial year 1994/95 as the
Year of Safety. We wish to get across a clear message within NEA : we cannot
comprise with safety, and we have to do everything within our means to
provide safe and reliable electricity.

We remained the country's most capital intensive institution and our
requirement for external financing continued. The interest shown by the
international donor community in power development is appreciated. The

22:27

ye

a detailed engineering for the Kali Gandakti 'A' will be completed by October 1994
न and the negotiations with the World Bank on Arun III, which remains our
ee candidate project to tide us through our energy problems by the early years

of the twenty-first century was completed in July. The construction of Arun
Ill is expected to commence in January 1995, and if financing is available, Kali
Gandaki 'A' will take off in January 1996.

CRO
SRNR a ४४४४ ="

A Performance In the following paragraphs। wish to present asummary of NEA's performance
figures for the financial year 1993/94. I believe the other sections of this
Review will give greater depth of information on NEA's activities :

ही Generated and Purchased Energy

The extensive monsoon rains of the last year resulted in high water level in the
Kulekhani reservoir leading to good energy generating capability of Kulekhani
Hydro Power Stations. This has reduced load shedding measures and is now
limited to two hours, twice a week. The electric energy production capability #2
of other hydroelectric power plants was also generally good. गा

The electrical energy available for use within Nepal totalled 1034.163 GWh
which was an increase of 70.849 GWh (7.35 percent) from the previous year's
figure of 963.314 GWh. This comprised of 835.511 GWh (81.20 percent)
obtained from NEA hydro generation and 62.203 GWh (6.01 percent) obtained
form NEA thermal generation. A total of 132.250,GWh was purchased from
other utilities comprising of 101.520 GWh (9.82 percent) purchased from
electrical utilities in India and 30.730 GWh (2.97 percent) from Butwal Power
Company in the Nepalese private sector.

The system peak of the interconnected system was recorded at 231 MW which
is greater than that of the previous year by 16.96 MW implying a significant
increase of 7.92 percent made possible by thermal generators being pressed
into service and additional power imported from India.

B® Electricity Sales

Electricity sales which totalled 765.875 GWh was an increase of about 56.49
GWh (7.96 percent) over last year's sales. Internal sales within Nepal
increased to 694.754 GWh and accounted for 90.71 percent of the total sales
and registered an increase of 31.51 GWh (4.75 percent) over the last year's
figures. Exports to India, also increased to 71.121 GWh, which is 24.98 GWh
(54.14 percent) higher than that of the previous year.

हा Consumers
Over the past financial year, the number of new consumers grew by 35,350

or 9.04 percent, over last year, toreach a total of 426,350. Domestic consumer
formed 95.15 percent of consumers and accounted for 39.61of internal sales

1 Seg at area ae Ri Madd cde nab Nhl nde

FY : A Year In Review 2

SERS

१2,
er

with 38.58 percent of internal revenue. The industrial consumers formed only

/ 2.53 percent of the total number but consumed 41.94 percent of internal sales
Be and accounted for 38.13 percent of internal revenue. The commercial
क consumers formed 0.57 percent of the total number but consumed 6.86
ee percent of internal sales and accounted for 10.30 percent of internal revenue.
ee @ Financial Performance

aes

NEA's total revenue of NRs 2,273.317 million incorporated an increase of
about NRs 479.298 million, or 26.72 percent over the previous year's figure.
The growth in revenue was also the result of the overall tariff increase effective
from the billing for the month of Chaitra 2050 (March 14, 1994).

a

NEA's operating expenses, including depreciation on revalued assets, was
estimated to be।NRs 2,197.562 million and the operating surplus for the year
1993/94 showed a profit of about NRs 211.417 million. —

The interest on long-term loans amounted to NRs 671.881 million and
transfer from revaluation surplus was NRs 827.140 million. The resulting net
profit is estimated to be NRs 366.676 million.

4 Development Activities। Avery important event of the past year was the negotiations held at the World
and Prospects : Bank, Washington, for the financing of the 201 MW Arun III HEP. Submission

to the World Bank Board for the project financing is scheduled now for

September/October, 1994. Tenders for the construction of the access road

and civil works of Lot C1/C3 of Arun III HEP have since been approved and ae
negotiations completed with the approved contractor. .
The detailed engineering design of the 140 MW Kali Gandaki'A' HEP is nearing छ
completion and prospects of financing for the project continued to be i

encouraging both from the donor community as well as the private
enterpreneurs..-

The past year saw the continuation of development works to extend NEA's
infrastructure to meet forecasted growth. Some of these projects aim to
reinforce or rehabilitate existing facilities to obtain enhanced performance.
For instance, the Trisuli-Devighat Upgradation Project aims to improve the
energy generation of the plants by 95 GWh and the Kathmandu High Voltage
Reinforcement Project plans to improve the 66 kV and 132 kV grid within the
Kathmandu valley to obtain better regulation and distribution system handling
capabilities. Similarly, the Duhabi-Bhantabari 132 kV transmission line
project will make it possible for the import or export of additional power.
Similar works to enhance generation are also planned for plants at Gandak,
Devighat, Tinau and the Multifuel plant at Duhabi.

Transmission and distribution line projects such as the Seventh Power
Project, the Dumre-Besisahar and Tulsipur-Salyan 33 kV Transmission Lines
and the Atariya-Dipayal 66 kV transmission line projects continued to be
implemented. The first phase of the Kathmandu Valley power System
Reinforcement Project was completed. Several small hydro projects continued
construction and the Computerised Billing Project with its capabillity to boost
consumer services, streamline revenue accounting and provide a large
percent of the MIS at the corporate level finally got implemented.

Continuing the feasibility studies of viable hydropower projects within the
country, studies were conducted for the Upper Modi Khola, Middle Marsyangdi
and the Chilime Khola HEPs.। am confident that these projects will also find
financing for early design and implementation along the lines of the Upper
Bhote Koshi, Modi Khola and Khimti HEPs.

= FY 93/94: A Year In Review रै

A Acknowledgement I wish to express my appreciation 1 the perseverance and diligence
shown by my collegeagues at all levels of NEA. They have made it
possible to qualify fiscal year, 1993/94, as the year of optimism and
success. My special thanks to those engaged in the rehabilitation
works at Kulekhani for their selfless and untiring efforts to put back
the Kulekhani generation in - line in a record time.

I also wish to thank the Chairman and Members of the Board of
Directors for steering NEAskilfully towards achieving success. Finally,
I wish to thank His Majesty's Government for its continued help in the
running of this institution and also the members of the Donor
Community for providing generous support to develop the power
sector in Nepal.

2

Ak .S. Thapa)
Managing Director
Nepal Electricity Authority

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हा नाना

Son Seas FY 93/94 : A Year In Review &

Introduction

Nepal Electricity Authority (NEA) was created in 1985 under the
NEA Act 2041 as an entirely HMG-owned undertaking in the power
sector. The Act delegated NEA with the responsibility to undertake
all planning, construction, operation and maintenance ofall electrical
services such as generation, transmission and distribution
throughout the country. Performance along these lines over the
years, complemented by NEA's burly 7000-strong staff strength,
created the image of NEA being the the largest and a very important
corporate institution in the country- a factor much in favour of NEA.

The latter part of the nine years saw the advent of HMG's policy to
encourage private sector participation in the power sector. To allow
NEA to orient itself to the changing scenario, the NEA Act was
amended by involving greater participation of the private sector in
the NEA Board and introducing provisions to allow NEA to function
with greater autonomy.

On August 17, 1994, NEAcompletes its ninth year of operations and
enters into the tenth, and the last before reaching its first decade.
Over this time span, NEAhas matured considerably in its operational
strategy and understanding that it is required to perform its
functions with technical and managerial efficiency and provide
returns on the investment made by the Government for NEA's
capital operations. Self-sustainability, efficiency, autonomy,
commercialisation and transparency in management have thus
become phrases that underscore the intense soul-searching that
NEA has resorted to during the last year.

The financial year 1993/94 has been a very memorable and
successful year for NEA. It has met engineering challenges posed by
even the worst natural catastrophe and succeeded with flying
colours. In a period of generation deficiency, it has minutely
analyzed its generation capabilities, capacities and consumer
characteristics to provide services with minimum, disruptions to
the consumer. Positive steps have also been taken to improve
consumer services and create a more favourable corporate image.

The year also saw NEA emerge stronger in corporate strength with
a new organisation structure that renewed staff motivation with
prospects of promotions. The past year also saw financial performance
of NEA emerge with a profit after a number of years of operations in :
the red.

In the following pages of this Review, attempts are made to provide
an insight of the important corporate events that patterned the past
financial year. This is followed by brief description of projects and
studies NEA has in hand and the outputs that they will have in
NEA's operations. Graphical and pictorial exhibits of NEA's
performance have been appended to give a ready reckoning of the
year's achievements.

= FY 93/94: A Year In Review

4 Planning

The correct approach NEA must make to adjust itself
to the changing demands of market forces has been
the subject of critical deliberation within the Planning
Directorate. Major determining factors that have
been identified are NEA's relations with the
Government, the extent of autonomy required for its
smooth operations and the degree of
commercialisation NEA must operate with tointeract
competitively with its consumers and with other
power companies that are gradually mushrooming
in the private sector. For an institution steadily
gaining efficiency, it has also been considered timely
to inject into the system the correct management
techniques to channel operations and procedures
along accepted modes.

During the past year, the Planning Directorate steered
the institution towards a well structured corporate
strategy and organisation. To achieve its ends, it
used the expertise available inside NEA and also
commissioned indigenous think-tanks such as the
Nepal Administrative Staff College (NASC). Outputs
achieved included the NEA Corporate Plan for a
three year period and the structure of NEA's upper
level organisation along with the manpower
requirements. Studies continue to the lower level
structures and assessment of staff numbers.
Preparation the job descriptions of posts suitable for
their place in the organisation also comprises an
important work ahead in corporate planning. Job
descriptions will assist in the effective evaluation of
an employee in terms of the job assigned to him.

The Directorate also undertook the required ground-
work for the introduction of the new electricity tariff
rates that went into effect from mid-March 1994. The
tariff structure brings the electricity prices closer to
the studied marginal cost of electrical energy and
power in the country and will help NEA emerge
profitable after an interval in financial doldrums.

A Personnel Administration.

The Administration Department was much in the
focus of interest the past year with the major effort
being taken to introduce the Empioyee's Service
Rules and Regulations as provisioned under Art. 35

tates
00०5

= =

sane atatans eaters OAR TAR OOS RS

Sectoral Review

of the NEA Act (2041). The Rules and Regulations छ

(2050) initially came into effect in October 1993 and
have since been followed by two minor amendments.

After the introduction of the newly approved
organisation structure, NEA's Personnel and General
Administration functioned at an upgraded level under
the broader framework of the Human Resources and
Administration Directorate which is headed by a
Director-in- Chief (DIC).

After approval of the revised NEA organisation and the
posts required for the structure, the Administration
Department made dynamic headway with a rapid
series of corporate promotions commencing from the
top level positions. The financial year ended with the
promotion of two Deputy Managing Directors (DMD),
seven DICs and twenty Directors with work well in
hand for early promotions to the mid-level posts of
Manager, Deputy Manager and Assistant Manager, or
equivalent. The same efforts in staff promotions will
continue to the lower staff levels.

4 Human Resources Development

The much needed aspect of development of human
resources within NEA continued to be provided by the
Human Resources Department and its NEA Training
Centre. As in previous years, the development efforts
took the form of management-oriented classes/
seminars and workshops for mid and top level
managers, and skill-oriented programs for supervisory
level staffin the technical, administration and accounts
sector. In addition to the regular topics of generation

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reading, loss elimination, and computers, training
efforts the past year included novel areas such as
administration and financial management, audit,
protection systems and maintenance of transformers
and Bradma cash register machines.

In addition, specialised subjects of topical interest
were addressed through seminars and talk programs
in affiliation with the Tribhuban University (TU), the
Nepal Administrative Staff College (NASC),
Kathmandu University and institutions in India.
Such programs included very interesting workshops
on Industrial Trade Relations, Financial Management
and Analysis and Critical Path/ PERT methodology
in project planning. Similarly, a lecture program on
Power System Reliability was conducted for NEA
Engineers in association with Tribhuban University
and the Canadian University. A very timely in-house
symposium on Safety within NEA was organised at
Panauti and was attended by most senior level
officers of NEA.

Apart from initiations within the country, the Human
Resources Department also continued to encourage
NEA's participation in seminars and workshops held
on a regional or international level and nominate
competent staff from within NEA for higher academic
or professional study opportunities abroad.

Aunit of the Training Centre at Panauti, housing the
pedological equipment to simulate desired training
aspects of hydro generation, transmission and
distribution was commissioned on June 10, 1994.
The past year also saw plans to construct the NEA
Training Centre's own complex come closer to
realisation with the acquisition ofland for the complex.
The acquired land is located on the outskirts of
Kathmandu, on the way to scenic Nagarkot. Financing
for the Centre will hopefully be arranged soon to
meet the realisation of this important component to
NEA's development.

A Material Management

Material management, comprising of the processes
of procurement, stores and inventory management
has received due recognition with the establishment
of a Materials Management Department in NEA's
new organisational structure. The new Department
will hopefully improve the process of procurement by
introducing standardisation of equipment and help
in the limiting costs through quantity concessions
obtained with bulk purchases. Other expectations
are effective inventory control in stores throughout
NEA, streamlining of essential supplies to all NEA
outlets and the timely disposal from NEA stores of
obsolete and unserviceable items which have

=e FY 93/94: A Year In Review

unrealistically increased NEA's asset value in its
books of accounts.

A Public Relations

For an institution entering into the commercial world,
public relations are of prime important for effective
communication within and without and for the creation
ofa proper corporate image amongst the sector related
authorities and consumers amongst whom it must
work.

Public Relation activities within NEA received additional
support the past year with the active participation
from the Managing Director's Secretariat. Apart from
creating a focal point where the press and the general
public can expect to obtain NEA's viewpoints on
topical events, internal communications were also
bolstered with the revival of the monthly NEA News
Bulletin in the Nepalilanguage. Another effort initiated
the past year was the preparation of a video
documentary on NEA's activities in affiliation with
Nepal Television (NTV)

A Finance

As with the Administration Department, NEA's new
structure saw the upgrading of the Financial functions
to the level ofa Directorate. The restructuring has also
seen the creation of a Central Account Department.

Over the past year, the Finance Dipartment made
considerable headway in the realisation of effective
financial management. Noteworthy events included
the completion of the special audit for the financial
year 1992/93 and initiation of audit for the year
1993/94. The Finance Department has also progressed
with the undertaking of several institutional studies
including the documentation ofan accounting manual
and the formulation of a Master Plan for accounts
management within NEA.

Anotable event for the past year in the area of finance
was the payment ofall interests owing to His Majesty's
Government arising from subsidiary loans to NEA.
The amount of debt so cleared amounted to NRs
1,004.642 million. Also of considerable importance in
financial management was the concerted effort to
achieve reconciliation of consumer accounts which
had been a glaring weakness for some years in the
past. Such a _ reconciliation will also greatly assist
computerisation of consumer accounts in the near
future .

A Distribution and Consumer Services.

In NEA's corporate restructuring, the DCS Directorate,
headed by a Director-in-Chief (DIC), falls under the

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ie FY 93/94 : A Year In Review :

direction of the Deputy Managing Director
(Operations). Extending the Directorate's functions
over the country are six Regional Offices with
jurisdiction as shown in the table below.

Regional Office Jurisdiction

Office Location

Eastern Biratnagar Jhapa, Morang,Sunsari,

Regional Dhankuta, Siraha,

Office Udayapur

Central Janakpur  Dhanusa, Mahottari,

Regional Sindhuli, Sarlahi,

Office Rautahat, Bara, Parsa,
Makwanpur, Chitwan

Bagamati Kathmandu Kathmandu, Rasua,

(West) Nuwakot, Dhading

Regional Office

Bagamalti Lalitpur Kavrepalanchok,

(East) Bhaktapur, Lalitpur,

Regional Office Ramechhap, Dolakha,
Sindhupalchowk

Western Butwal Nawalparasi,

Regional Rupandehi, Kapilbastu,
Palpa, Gulmi,
Arghakhanchi, Syangja,
Kaski, Tanahu, Gorkha

Far West Nepalgunj Dang, Banke, Bardiya,

Regional Surkhet, Kailali,

Office Kanchanpur

During the past year, DCS initiated the policy to split
the functions ofa branch once the consumer number
' served exceeds 25,000. To provide more effective and
- convenient services to its consumer, DCS also went
: Closer to areas of consumer concentration with the
' opening of several new offices. Examples within
: Kathmandu valley include collection centres opened
: at Naxal, Chabahil, Budanilkantha and Luvu. To
' provide swifter service 10 consumers wanting to pay
their electricity bills, the cash collection counters at
some centres within Kathmandu opened for business
from eight o'clock in the morning during rush days.

In the near : DCS intends to adopt a one-
window system to cater to consumer enquiries and
provide prompt consumer services without
unwarranted follow-up by the consumer.

DCS initiated attempts to rationalise its meter reading
services by introducing tri-monthly meter reading in
rural areas where consumption is relatively low and
the sales do not justify the work load of meter reading
on a monthly basis. Action was also initiated to
consolidate its existing metering systems by organising
work teams to check LT/HT meters and multiplying
factor of the meters installed in larger consumer
premises in Kathmandu. This exercise was very
effective in assuring the consumer that he will be
billed in accordance with his consumption.

Identified as the sector with the potential to be the
"major profit centre in a commercialised NEA, the
DCS Directorate also maintained its priority to provide
more efficient services by computerising its billing
and revenue accounting system. Such a
computerisation will make available useful
management reports and control procedures for use
within DCS and generate almost half the data required
for a corporate-wide MIS system.

During the past year, DCS' also maintained its
continued efforts to reduce line losses, both technical
and those involving pilferage. Activities were continued
to install aerial bundled cables (ABC) cables,
rehabilitate and seal meters and provide meters in
sub-stations as measures to curb losses. The past
year also Saw commencement of meter testing in the
newly equipped laboratory at Swayambhu,
Kathmandu. To aid in its efforts, the NEA Board
approved the Electricity Loss Control Rules and
Regulations (2050) . These will provide guidelines for
actions to be taken and norms to be followed in cases
of electricity theft.

On the darker side, the DCS Directorate was the focus
of public resentment in a number of distressing
accidents that lead to death by electrocution, thereby
accentualing the need to adhere to adequate safety
standards in erection and maintenance works. The
accidents were identified as resulting essentially from
sub-standard or over-loaded installations that have
reached their vulnerable state from inadequacy of
funds for rehabilitation. Steps have since been taken
to channel funds to gradually eliminate such
deficiencies from NEA installations. Aspects of safety
were addressed during a seminar organised by the
Human Resources Department at Panauti. To
demonstrate NEA's concern, it was decided to observe
the financial year 1994/95 as the Year of Safety. To
commemorate the spirit of Safety, DCS Directorate
plans to organise an important seminar in the early
part of the coming financial year.

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In terms of statistics, over the past financial year, the
number of new consumers grew by 35,350 or 9.04
percent, over last year, to reach a total of 4,26,350.
Domestic consumers represented 95.15 percent of
NEA consumers and accounted for 39.61 percent of
internal sales with 38.58 percent of internal revenue.
The industrial consumers formed only 2.53 percent
of the total number but consumed 41.94 percent of
internal sales and accounted for 38.13 percent of
internal revenue. Commercial and non-commercial
categories constituted 2.01 percent of the
consumenrs.

A Generation

With no appreciable addition to the system generation
capacity over the past year, system control can be
credited with doing a creditable job making the best
of the available generation options- the run-of-river
(ROR) projects, the thermals and the storage plant at
Kulekhani-to provide optimised supply with the
minimum resort to contingency plans and load
shedding.

A number of projects to obtain energy and capacity
additions from existing plants proceeded as planned.
Under the World Bank financed Power Sector
Efficiency Project, (PSEP), construction works
progressed at Trisuli Devighat HEP to obtain an
additional 95.3 GWh by redesign of civil structures.
Because of limited contribution from the Project,
additional finance is being sought to undertake a
greater overhaul of the electro-mechanical equipment
at the Devighat Plant. Plans were also made to boost
energy production of the Gandak Plant from its
present figure of 35 MWh to 107 MWh by replacing
aging electro-mechanical components. With financial
assistance from the British Government, works also
progressed to rejuvenate the Ruston and English
Electric diesel plants at Hetauda to achieve a
generation of 90 percent ofits rated capacity from the
33 percent generated.

With no appreciable hydro-generation additions

Sanat EA a a SS NT SO PROT Ei SIR SR a eres Sees: 0000-00-40
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expected in the near future, NEA made plans to take
advantage of the short gestation period of thermal
plants as the short- term measure to meet the rising
system peak. Proposals were invited from private
entrepreneurs for the establishment of thermal plants
in Nepal under various financing and management
options. Proposals will be opened for evaluation early
next year.

Efforts were also made to rectify all faults seen in the
operation of the 26 MW multifuel unit at Duhabi and
increase its capcacity by a further 13 MW, financing
for the works being expected from FINNIDA., and the
Nordic Development Fund.

Electrical energy available for use within Nepal totalled
1034. 163 GWh which was an increase of 70.849 GWh
(7.35 percent) from the previous year's figure of 963.314
GWh. This comprised of 835.51 1 GWh (81.20 percent)
obtained form NEA hydro generation and 62.203 GWh
(6.01 percent) obtained form NEA thermal generation.
A total of 132.250 GWh was purchased from other
ulilities comprising of 101.520 GWh (9.82 percent)
purchased from electrical utilities in India and 30.730
GWh (2.97 percent) from Butwal Power Company in
the Nepalese private sector.

A Operations and Maintenance

The most memorable achievement of the past year in
the 0 & M and Construction sectors is no doubt the
rehabilitation works at Kulekhani I and II. Serious
damage to the plants resulted form unprecedented
flash-floods after a cloudburst during the mid-July
monsoon rains of 1993, the most dramatic incidents
being the ripping away of a 100 meter section of the
KLI penstock pipe over Jurikhet Khola and the
destruction of the KLII headworks at Mandu. The
catastrophe resulted in the loss ofalmost half of NEA's
generation capacity and was tantamount toa national
crisis. In a very successful project, which has been
widely acclaimed, the entire rehabilitation work was
completed with in a record period of four months and
a few days ahead of schedule.

३ FY 93/94: A Year In Review 22s

Asa step towards preventive maintenance, theO&M
Directorate intends to undertake a complete overhaul
of electro-mechanical equipment in Kulekhani I and
Il, an agreement having been signed on October 15,
1993 between HMG and JICA within a program
called Special Assistance for Project Sustainability
(SAPS). The overhauling works, scheduled so as not
to effect the supply and demand situation,
commenced in June 1994 and will be completed by
September 15, 1994

The O&M directorate also under took a notable
capacity enhancement work at Bharatpur 132/11
KV sub-station using entirely in-house expertise. The
capacity enhancement was effected by repairing
unused single phase 10 MVA, 132/66 KV
transformers from Hetauda and redundant 6MVA,
66/11KV transformers from Patan and installing
these at the Bharatpur substation to obtain a 132/
66/11 KV voltage transformation. The reinforced
sub station was charged on June 7, 1994 and went
into successful operation soon after.

A similar achievement credited entirely to NEA's
expertise was the overhaul of a 23 MW turbine
generator (Machine No. 2) at Marsyangdi HEP the
works being completed within a record 40 days. The
overhauling of the machine augmented by the
cleaning of the bed level of the tailrace and repair
works to the sluice and radial gates at the weir
resulted in the record post-commissioning generation
of 1737.7 MWh from the plant on May 29, 1994. Yet
another assignment completed was the repairs to
civil structures at Sunkoshi HEP that stopped water
seepage and improved the plant generation capacily.

The past year also saw the organisation of a
Symposium on Optimisation jn Electricity Generation
and Transmission in the Present Context at
Kulekhani which ended with a number of topical
recommendations to the management.

A Rural Electrification

During the past year, the newly created Rural
Electrification Directorate consolidated its functions
that incorporates areas where NEA is required to play
a more service oriented role to serve the economically
less privileged rural populace-resorting to subsidy
financing from HMG under specific conditions.

Awelcome step towards involving private entrepreneurs
as attempted by the Small Hydro Power Department
(SHPD), consisted of leasing out the operation of five
small hydropower projects (SHPR) at Jomosom (240
KW), Khandbari (250 KW), Darchula (300 KW), Bhojpur
(250 KW), and Bajhang (200 KW) to private operators,
thereby alleviating the maintenance obligations NEA
had continued to bear, without returns, on the
operation and maintenance of these plants. The leased
SHP were reported to be operating well and generating
financial profits for the entrepreneurs. A few more
years of observation will, however, be necessary to
qualify the success of the arrangement.

In the same spirit, the management of the 600 KW
SHPP constructed at Thame, Syangboche, with grant
assistance from the Austrian Government has been
entrusted a consumer owned company called OKO
Himal, setup with NEA holding 15 percent of the

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equity shares and a membership in the Board of
Directors. Yet another local consumer ownership
company is being formed to manage the electrical
distribution and consumer services at Besishahar,
Lamjung, after electrification becomes possible with
the construction of the 30 KM Dumre-Besishahar
33 KV transmission line.

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: The past year also saw the continuation of
reconnaissance and feasibility studies in the
preparation ofa Master Plan of SHPPs in the country
and the laying of the foundation stone for the 160 KW
Dolpa SHPP by the State Minister, Mr. L.P. Ghimire,
on June 7,1993

A Engineering

Contrary to the comment that in the past the
Engineering Directorate was virtually the dumping
ground for engineering expertise in NEA, recent
enhancements in management techniques and
introduction of work-related incentives have proved
that the in-house expertise available in the Directorate
is in fact, a veritable 'profit centre' within NEA.

This rich engineering expertise has been the prime
reason for solicitation from promoters, Power
Development (Nepal) of the Modi Khola HEP, that
NEA accept the role of a lead technical partner in
their undertaking of the private venture.

In fact, expertise and facilities available in the
Directorate's Soil, Stone and Concrete Laboratory
has commenced to earn handsome dividends for
NEA. During the past year, clear management rules
and regulations were drawn up and approved by the
NEA Board for the autonomous operation of the
Laboratory under an Executive Committee chaired
by the Managing Director of NEA. The rules stipulate
a revolving fun of Rs30,00,000 to cover its operating
funds. Earnings in excess of the amount would be
handed over to NEA. The Laboratory is seen as a
pioneering effort from NEA to branch out into
providing Consulting services.

joes FY 93/94: A Year In Review #

Noteworthy assignments undertaken by the
Engineering Directorate using entirely in-house
expertise include the completion of the exemplary
feasibility study of the Upper Bhote Kosi HEP (36 MW)
which has found ready acceptance for development by
private entrepreneurs in the USA. Other feasibility
studies of hydro power projects currently being
undertaken are the Middle Marsyangdi (42MW), Upper
Modi Khola (14 MW) and Chilime (17 MW) . The
Directorate intends to follow up the feasibility study of
the 6.2 MW Puwa Khola HEP, undertaken with
Japanese expertise, with an in-house venture of the
detailed design and subsequently, the entire
implementation.

A Other Power Companies

The past year saw power companies gradually
shaping up in the private sector, signalling NEA of the
assertive strategy it must adopt to co-exist with these
ventures. An energy 'buy-back' agreement, the first
significant one of its kind, was reached with Butwal
Power Company (BPC) to become effective after the
completion the 60 MW Khimti HEP, which BPC is
promoting. Smaller hydropower projects, such as the
36MW Bhote Koshi, also continued to create interest
for development by private entrepreneur, HIPCO in
association with HAZRA of the USA. The 14 MW Modi
Khola HEP is another venture in the pipeline that
should pull off once the problem with equity shares is
solved by promoter, Power Development (Nepal).

A very significant step in foreign investment in the
power sector come towards the end of the financial
year with the Snowy Mountain Engineering
Corporation (SMEC) of Australia entering into
agreement with HMG for the detailed design and
development of the 360 MW West Seti storage
hydroplant. It will be recalled that NEA had undertaken
the feasibility study of the project using financial and
technical expertise from France."

NEA also continued to participate as a shareholder
and member of the Board of Directors in the Salleri
Chialsa Electricity Company (SCECO) which increased
its generating capacity by a further 200 KW. NEA will
assume a Similar role as shareholder (15 percent
equity) and a Member Board of Directors member in
a company called OKO Himal that will run the 600 KW
small hydro power project at Thame, the project being
constructed by NEA with grant assistance from the
Austrian Government.NEA also continued to purchase
power and energy from BPC through their 5.1 MW
Andhi Khola Hydroelectric Project (AHREP); and NEA
will need to prepare for another purchase agreement
with the coming on-line of the 12 MW Jhimruk HEP
early next financial year.

serv

3 FY 93/94 -A Year In Review #8 So as Se eons

& Power Exchange with India

Power exchange at several points along the Nepal-
India border continued under cordial terms with
the Bihar and Uttar Pradesh State Electricity
Boards (BSEB and UPSEP) under a governmental
agreement that allows for an exchange of up to 50
MW of power between the two countries.

The intra governmental Power Exchange Committee
met in Kathmandu last year to deliberate on topics

The World Bank

Asian Development Bank

KfWw, Germany Arun 111]

OECF, Japan

FINNIDA, Finland
BITS, Sweden

DANIDA, Denmark
NORDIC Dev. Fund
ODA, UK
JICA, Japan

KOICA, South Korea

Govt of France

Govt. of Austria

AREAS OF INTEREST

Arun Il], PESP

Kali Gandaki A, Arun HI, Power Projects VII, VI And
V (Computerised Billing)

Kulekhani Disaster Prevention, Kulekhani
Rehabilitation, Arun II

Multifuel, Expansion of Multifuel, Arun III
Hetauda-Kusaha 132 kV TL; Training, Arun III
Wind Power Development

Dumre-Besisahar 33 kV TL, Expansion of Multifuel
Hetauda Thermals

Kathmandu Distribution Reinforcement, SAPS, Puwa
Khola SHPP feasibility study

Modi Khola detailed design
Arun III transmission line

Thame Small Hydro Project and Management

of mutual interest. The talks also sought to
expedite the construction of about three
kilometres of 132 kV transmission line within
Indian territory that would interconnecti 132 kV
facilities at Duhabi in Nepal and Katajiya in India
and allow greater magnitude of power exchange.

A The Donors

NEA remained the country's most capital
intensive institution and saw the continued
requirement to depend on external financing
made available through subsidiary loan
agreements (SLAs) with HMG. Among the mullti-
lateral financiers, the World Bank, the Asian
Development Bank, the OECF and the K{W were
the principal donors offering soft loans, while the
Governments of France and Austria, ODA,
FINNIDA, DANIDA, JICA, KOICA, Nordic
Development Fund were principal among the bi-
lateral donors offering assistance in the form of
grants and soft loans. In general, the interest
shown by the international donor community
was very encouraging. The areas of interest are
summarised below :

NSO RO

222: ' 244:

€
Kaligandaki "A" Hydroelectric Project

The 140 MW Kaligandaki "A" HEP is a run-of-river
scheme located on the Kali Gandaki River in the
Western Development Region. Estimated to cost a
total of US$ 316 million, the project will provide the
power system annually with an additional average
energy of 840 GWh .The power generated will be
evacuated to the central grid through 132 kV
transmission lines to Pokhara and Butwal.

Detail Engineering Design and preparation oftender
documents for the project is nearing its completion
and civil contracters have been invited to prequalify
for different works. A 28.5 km long fair weather
road, connecting Siddhartha highway with the
proposed dam and powerhouse sites, is already in
place and strengthening of this access road is in
progress. The Asian Development Bank has
reiterated its commitment to provide US$ 125
million for implementation of this project. ABB
Generation and Kvaerner, manufacturers ofelectro-
mechanical equipment, recently expressed their
support and offered assistance to arrange additional
funding from Nordic countries. The project is
expected to be in service by the end of 1999.

Being a run-of-river scheme the environmental
impacts of the project will be minimal and
manageable . Considerable efforts have been given
to incorporate various measures to minimize these
impacts in the planning and design stage itself.

J
Kulekhani I & II Rehabilitation Project

Electro-mechanical components of the Kulekhani I
and Kulekhani II Power Stations are being completely
overhauled under a grant assistance of the Japanese
Government through the Special Assistance for
Project Sustainability (SAPS). Major overhauling of
the electro-mechanical parts and components was
initiated from June 10, 1994 and is scheduled for
completion by September 15, 1994. The overall
project shall be complete by the end of March 1995.
Overhauling works are currently being implemented
on one machine of each power station and have
been so planned so as not to effect the supply to the

न सा सा न म शा छ SR। FY 93/94: A Year In Review 7:

$e q
fs

power system . The total cost of this project is
estimated at Japanese Yen 748 million.

C3

Trishuli-Devighat Hydropower
Upgrading Project

Implemented with the primary objective of increasing
the dependable intake discharge from 31.15 to 45.6
cumecs' to produce an additional 95.3 GWh of
energy, considerable progress was achieved in the
civil construction works of the Trishuli-Devighat
Hydropower Upgrading Project. Both power stations
were shut down for a period of about two months
from April 4, 1994 to June 5,1994 to facilitate major
civil works at the barrage, water conducting system
and the desilting basin by the contractor, Larsen
and Toubro Ltd., of India. The power stations are
scheduled for a second shutdown from September
15, 1994 for a period of about three months.

The year saw the completion of the access road at the
balancing reservoir,the erection of additional gates

उ in the enhanced Head Regulator, the raising of the

92m long weir, removal of sediment from the forebay .

of the Devighat Power Station and the availability of
all project support facilities.

Contract for the elctro-mechanical works was
awarded to Multipower Hydroelectric Development
Corporation of China. Except for the turbine parts,
: fabrication of electro-mechanical equipment is
: complete and some of them such as transformers,
: circuit breakers and switchgear cubicals have
: already arrived at the Trishuli site.

: Construction management and supervision of the
: project is being carried out by Canadian
International Water and Energy Consultant.

Financed under a loan agreement with IDA the
project is estimated to cost a total of US$ 30.74
million and is scheduled for completion by July
1995.

®

Kathmandu Valley Power System
Reinforcement Project

With the objective of improving the transmission
and distribution system in the Kathmandu valley a
Master Plan and Feasibility Study was prepared by
Japan International Cooperation Agency (JICA) in। satan ponr se rnaat nana

1991. Based on this report the Government of Japan &
has been extending assistance for the reinforcement त.
of the transmission and distribution system in the

Kathmandu Valley in a phasewise manner. Consisting
of two phases with each phase having two stages, the
year saw the completion of Phase-I, Stage I works.
Under this scheme some 11 kV and 0.4 kV lines and
distribution transformers were added to the system.
Double circuit 11 kV underground cables were also
laid from Lainchaur substation to K2 switching station
via the Royal Palace Substation.

Construction works under Phase-I, Stage-II will
commence from September 1994 and is expected to
be complete by March 1995. Under this Stage new
11kV panels shall be installed in three substations.
Addition of some 11kV feeders, 0.4kV distribution
lines and distribution transformers are also additional
features of this stage.

The Basic Design Report of Phase-II is ready and #

Stage-I of this phase is to begin in the current year
and is scheduled for completion by March 1996. In
this stage apart from the addition of 11 kV feeders,
0.4 kV distribution lines and distribution transformers
the Maharajgunj Switching Station will be completely
renewed by installing 11 kV panels for the existing as
well as well as proposed additional feeders. Similarly
Baneswor substation will be equipped with four new
11 KV feeders.

€
Dolpa Small Hydropower Project

Undertaken with the financial assistance of HMG,
construction of the Dolpa Small Hydropower Project
was initiated by Minister of State for Water Resources,
Mr. Laxman Prasad Ghimire in a foundation stone
laying ceremony on June 7, 1994. This project, located
near Dunai, the district headquarter of Dolpa District,
will utilize the waters of the Jairi Khola througha 1.1
km headrace canal, a forebay and a penstock witha
drop of 48m, to generate 160. kW of electricity,
discharging it finally into the Bheri River. The proposed &
30 km of transmission and 10 km of distribution #
lines will electrify Dunai, Shahartara, Tarakot and 5३
Juphal, directly benefitting about 4000 people. The %
possibility of the development of herbal processing #
and lift irrigation schemes is promising and the 5३
project is expected to have a strong impact in the @
development of agro-based industries. Estimated to &
cost a total of NRs 60.7 million the project is slated for #
completion by 1996/97. es

[.
Kalikot Small Hydropower Project

The year saw the initiation of the civil construction
works of the Kalikot Small Hydropower Project which

sees

222
4

is located in Mumra village Development committee
of Kalikot District. Undertaken with the financial
assistance of HMG, the project comprises of an
intake structure on the Sanigad River, a 11.7km
long headrace canal, a forebay, a penstock with a
drop of 100m anda powerhouse having an installed
capacity of 500 kW. It aims to electrify Manma, the
district headquarter along with adjoining villages of
Khadgachakra, Mehalmudi,Mumra, Rakhu, Regil,
Sipkham and Fukot by 20 km transmission and 8
km distribution lines. Additional load centers such
as Kotbana, Mumargaon, Ruma, Malgaon, Lalu
and Nanikot requiring an extensive distribution
network are currently under study. The project is
estimated to cost a total of NRs 70.4 million and is
scheduled for completion by 1996/97.

[.
Tatopani Small Hydropower Project (Phase II)

wn

PEALE OCT ee

20:22
कक

छ

raters

The 1 MW Tatopani SHEP (Phase ]) located at Gerap
village of Myagdi District is serving more than 2600
consumers of Myagdi, Baglung and Parbat Districts
through a 71 km, 33 kV transmission line since
1991. Construction works of the second phase of
the project, to increase the installed capacity of the
plant by an additional 1 MW, is in progress.
Undertaken with a loan assistance of ADB the
scheme also aims to interconnect and rehabilitate
the 175 kW Baglung HEP, enhancing its capacity to
200 kW, interconnect the Jomsom HEP''s isolated
system to its network and supply the national grid
i a3 MVA, 33/11 kV substation at Pokhara.
This Second Stage will add 124 km of 33 kV
transmission lines, 5 km of 11 kV, 83 km of 0.4 kV
distribution lines and install 51 distribution
transformers to electrify about 51 villages enroute.
Most of the concreting of the equipment foundations
and procurement and delivery at site of equipment
and material is complete. Estimated to cost a total
of NRs 180 million the project is targeted for
completion by 1994/95.

CJ
Computerised Billing Project

The Computerised Billing Project, undertaken with
a US$ 1.76 million loan assistance from the
ADB, seeks to computerise the billing and accounting
system in 28 different branches of NEA in a
phasewise manner. Although delayed considerably
during its initial stages, the progress of the project
# over the year was heartening. The entire cycle of
procedures in selecting a consultant in accordance
with ADB guidelines was finally completed and the
Consulting Firm comprising of Tata Consulting
: Engineers, India, in association with EDF
'= International, France, was awarded the contract for
# the consulting works.

The Consultants reviewed the project specifications
developed by NEA and prepared bid documents for
five short-listed suppliers of hardware and software
for the Pilot Computerised Billing Project at
Kathmandu West Division. The bids received have
been evaluated and the award of contract is in its
final shape.

The project is expected to have considerable impact
on the effective management of revenue accounts,
consumers billing and formation of reliable consumer
and meter database.

C4
Arun-III Hydro Electric Project

In connection with the project processing of the
Arun-llI HEP, the Joint Donors' Mission appraised
the project in May/June 1993. The mission comprised
of representatives of IDA, ADB, BITS (Sweden), KFW
and Government of Finland with observers from GTZ
and the Govenment of Japan. The donors reviewed
the technical, procurement and environmental
aspects of the project preparation and acknowledged
that major progress had been made in these aspects
of project preparation.

During ADB's General Board Meeting, held in France
in the first week of May, 1994, a bilateral meeting was
also held between the representatives of the French
Government and the high level delegation of HMG/N.
The French Government decided to provide US$ 20
million for financing some portions of the transmission
line package of the project. Representatives of the
project also interacted with different International
Non Governmental Organizations and the Bank
members on various issues related to the project.

HMG/N and IDA have concluded negotiation for the
construction of access road, dam, desanding basins,
headrace tunnel and NEA camp, which IDA will
finance jointly with ADB and the Government of
Germany. ADB and KFW participated in the
negotiations as observers.

Contract negotiations with the lowest evaluated
contractor for the civil works, Cogefar Joint Venture,
and negotiation with construction supervision

consultant, JV Arun III are complete. Letter of intent _

for both parties await the effectiveness of financial
loan/grant.

€

Seventh Power Project

Undertaken with the financial assistance of ADB, the
Seventh Power Project basically comprises of rural
electrification, rehabilitation and extension of existing

tens FY 93/94: A Year In Review #

= FY 93/94 : A Year In Review झैँ

substation and construction of '।
lines and distribution network in ten different
district of Nepal. Estimated to cost US$ 64 million
the completion of this project will connect an
estimated 83,500 new rural consumers to the NEA
system. The main features of the project are

a rehabilitation and extension ofsub-transmission
and_ distribution networks in the towns of
Hetauda, Birgunj,Butwal,Bhairahawa and
Dharan and in load centers between Hetauda
and Birgunj and between Butwal and
Bhairahawa.

a rural electrification of Ilam / Damak, Dharan,
Siraha,Malangawa/ Gaur, Bharatpur / Parasi,
Tamghas / Sandhikharka areas by the extension
of sub-transmission and distribution networks.

s provision of facilities, equipment, plants and
materi including a pole manufacturing plant.

Almost all tenders under International Competitive
bidding have been awarded and the pole
manufacturing plant at Amlekhgunj is at the
completion stage. Contractors for the construction
of substations and 33 kV transmission lines have
started preliminary works and initial consignments
of distribution materials are being received.

CJ
Duhabi-Bhantabari 132 kV TL Project

SSS

Construction of this transmission line project was
finally launched under the Power Sector Efficiency
Project, after an IDA loan assistance was declared
effective on January 15, 1993. It provides for
improved power exchange facilities at the 132 kV
level between Nepal and India in the eastern region.
Construction contractors of the project is Indian
Railway Construction Company Ltd. of India and
consultancy services are being provided by Tata
Consulting Engineers of India. The project involves
the

cose

w stringing of 27 km of 132 kV second circuit
overhead line from DuhabtSubstation to Kusaha
on existing double circuit towers of the
Dhalkebar-Duhabi line, positioned with only
one circuit at present

erection of 1.5 km of 132 kV double circuit line
from tower no. 759 to Kusaha

erection of 14 km of 132 kV single circuit
overhead line from Kusaha to Bhantabari on
the Nepal-India border. Construction ofa 3 km
stretch of line on the Indian side of the border
shall be undertaken by the Government of India.

Stringing of the 27 km second circuit and soil
investigation of tower foundations is complete.
Estimated to cost a total of NRs 63 million the project
is scheduled for completion by November 1995

€

Kathmandu Valley Network
Reinforcement Project

Financed 'under an IDA loan assistance declared
effective on January 15 1993, this Kathmandu Valley
Network Reinforcement Project is a component ofthe
Power Sector Efficiency Project. It aims to improve
the power system stability, increase the network
capacity, improve technical and operational efficiency
of the power system and provide support for
interconnection facilities at 132 kV and 66 kV levels.

The project is divided into two major lots. Lot 1
involves the extension and_ reinforcement of nine
existing substations located in or close to Kathmandu
Valley, the extention and reinforcement of Duhabi
substation in Eastern Nepal and construction of two
new 66/11 kV substations in Kathmandu Valley.
Construction contract for this portion was awarded
to CWE of China. Lot 2 which was awarded to CNEEC
of China, comprises of the construction of 15.24 km
and 4km of 132 kV double circuit overhead lines in
the suburban and urban areas of Kathmandu Valley
respectively.

The year saw the completion of conceptual design
works for new and existing substations, soil testing
and preliminary civil works. The project is scheduled
for completion by December 1995.

Mase
०22

2 Middle Marsyangdi

os Se

rf

Hydroelectric Project

[_ 2 222072702 गा नन साना साना क १ 00000000:22000000000022)

क

Project Studies

A reconnaissance study of Middle Marsyangdi hydroelectric schemes,
carried out by NEA in early 1993, revealed that simple diversion and
ponding of the Marsyangdi river could produce nearly 42 MW of power
with a 62 m net head. As it was found to be suitable for peaking power
during the lean season, the year saw the completion of a feasibility study
of the Middle Marsyangdi HEP which is upstream of the existing Marsyangdi
Hydropower Plant. Easy and short access to the project area from the
Kathmandu-Pokhara highway and the Dumre-Besi Sahar seasonal road
along with proximity to the national grid were additional plus points of
this scheme.

The Middle Marsyangdi HEP is a run-of-river scheme located at Phaliya

Sangu near the confluence of the Marsyangdi and DordiriversinLamjung #

District of western Nepal. The Marsyangdi River is one of the tributaries
of the Sapta Gandaki and its catchment area is 2729 sq km at the

proposed intake site. The weir is proposed at 36 km from the town of
Dumre on the Kathmandu-Pokhara highway and the powerhouse near

the roadhead at the Marsyanngdi-Dordi confluence 106 km from -

Kathmandu.

The proposed headworks consists of a 36 m long 46 m high gated dam,
a 360 m long diversion tunnel and intake structure. The scheme also has
three underground desanders, a 3.3 km headrace tunnel with a diameter

of 5.7 m, a single 325 m long penstock and a powerhouse on the right §

bank of the Marsyangdi River. With an installed capacity of 42 MW ata
design discharge of 78 cumecs, it is estimated to generate an average
annual energy of 255 GWh.The power will be evacuated bya 45 km single
circuit 132 kV transmission line to the existing switchyard of the

a FY 93/94: A Year In Review $

I EE

es

रे

Project

4 Upper Modi Khola
Hydroelectric Project

0227 oe SERRE SSDS SRR NUS aoe

Marsyangdi Power Plant. The total cost of the project is estimated at US$
109 million at 1994 prices.

The Chilime River, a tributary of the Bhote Kosi (Trishul), originates from
the eastern slopes of Salasungi Himal, a part of the Himalayan range in
the southern region of the Tibetian highland.

According to a feasibility study conducted by NEA, this run-of-river
scheme with a four hour peaking capacity will have a 10 m long 3.3 m
high diversion weir along with twin surface desanders, a 3.5 km long
headrace tunnel with a diameter of 2 m, a 460 m long penstock and an
underground powerhouse. Having an installed capacity of 17 MW the

project will generate an estimated average annual energy of 98 GWh at
a design discharge of 6 cumecs and net head of 346 m. Power will be
evacuated by a 32 km 33 kV double circuit transmission line to Devighat
on the national grid. The total cost of the project is estimated at US$ 28
million at current prices.

The year saw the completion by NEA of a Feasibility Study Report of the
Upper Modi Khola HEP. This scheme envisages to harness the hydropower
potential of the Modi River, a tributary of the eKaligandaki, with a
catchmentareaat the proposed intake site of 385 sq km. Easy accessibility,
proximity to the NEA transmission grid along with a requirement of
moderately sized structures are additional plus points of this scheme.

The Upper Modi HEP is located in Kaski District of Gandaki Zone about
8 km north of Nayapool at 36 km from Pokhara on the Pokhara-Baglung &
highway. It is basically a run-of-river scheme with a two hour daily. &
peaking storage. The proposed headworks at Kimche Besi consists ofa
30 m long 10 m high diversion weir and the powerhouse 15 located at
Birenthanti near the confluence of Bhuringdi and Modi rivers. It will also
have twin dufour type surface desanders, a 3.3 km headrace tunnel with
a diameter of 3 m and 255m long penstock. With an installed capacity
of 14 MW at 17 cumecs design discharge, the estimated average annual
energy is 87.3 GWh which will be evacuated by a 11 km 33 kV
transmission line to the switchyard of the Modi Khola HEP. being
implemented further downstream in the private sector. The total cost of
the project is estimated at US$ 30.27 million at current price levels.

a नमम

mat FY 93/94 : A Year In Review #

TARIFF RATES

(effective March 14, 1993 )। RY A : DOMESTIC CONSUMERS

A.1 Minimum Monthly Charges: Minimum Charge Exempt
METER CAPACITY (NRs) (KWh)
Upto 5 ampere 50 20
6-30 ampere 130 40
31-60 ampere 290 80
: Three phase supply 770 200

७" ae"

A.2 Energy charge:

Upto 20 units Rs. 2.50 per unit
21-250 units Rs. 4.00 per unit
Over 251 units Rs. 6.20 per unit
CATEGORY B : TEMPLES
Energy charge Rs. 2.80 per unit
CATEGORY C : INDUSTRIAL
Sub-category Demand fee Energy charge
(Rs/kVA) (Rs./unit)

C.1_ Low voltage (400/220 volt)

Rural and cottage 16.00 3.30
Small industry 32.00 4.00
C.2 Medium voltage (11 & 22kV) 72.00 3.50
C.3__ High voltage (> 66 kV) 64.00 2.80
CATEGORY D : COMMERCIAL
D.1 Low voltage 88.00 4.70
D.2 Medium voltage 80.00 4.60
CATEGORY E : NON-COMMERCIAL
E.1 Low voltage 56.00 4.70
E.2 Medium voltage 64.00 4.60

CATEGORY F : IRRIGATION
ए.] 10५ voltage

Upto 10 KVA 8.00 2.00

Above 10 KVA 12.00 2.20
ए.2. . Medium voltage 16.00 2.20 ७
CATEGORY G : WATER SUPPLY
७.1] Low voltage 48.00 2.20
G.2 Medium voltage 53.00 2.20
CATEGORY H : TRANSPORTATION
H.1_ Medium voltage 64.00 2.20
CATEGORY I: STREET LIGHTS
11 Street lights with meter 2.80

1.2 Without meter

CATEGORY J : TEMPORARY SUPPLY
2.] With meter 7.50

Note: If demand meter reads kilowatts (kW) : kVA =kW/ 0.8

ES eran Sore patie ae छ es 0020. secre sees
SS So

लै FY 93/94 : A Year In Review

Balance Sheet as of July 15

i million NRs

Ne
: ASSETS 1993 1992 1991 1990 1989 1988 1987
Naas OR न लावाललालालालालालालालालाल नाला
= Fixed assets

Tanda a
Land 611. 78.9 537.7 499.9 478.4 46.1 OD TT ब998 बाहक 461 42

a
2:

S/S on or above 33 KV 2,414.2 2,436.4 2,404.5 errr ASO 2404.5 2,408.4 243440 - जा 2,434.4 - -

(Buildings sues 60७ 5737 603 573.7 5349 बान 488
Hydraulic Plant & Machinery 15,490.0 15,171.2 14,568.3 9,872.3 9,617.0 OOO TON 2 14,568.35 9,872.3 9,617.0 2,587.1 2,571.6 587.1 2,571.6 क
र Internal Combustion P & M 752.0 175.6 178.1 177.6 185.5 52 eI 1781 1776 1655 520 513. 0 51.3 क
Solar Power Plant 41.9 43.3 S462 2B 1 46.2 32.8 - -
न Transmission Line & S/S: é
a On or above 33 KV Line 18149 1,825.8 1,797.66 1,696.4 1,717.5 ला NE 1825.8 1,797.6 1,696.4 1,717.5 993.2 623.5. 623.5 क

Below 33 KV Line 108.0 110.0 —__BelowSSKV Line 1060 1100 108.52 (115.9 - -
Distribution Line Disinibution Line 1218 2,136.3 2,0343 1,366.6 5361 ब090.3 3842
Meter & Metering Equipment 59.7 56.2 50.4 Meter & Metering Equipment 597 562 504 406 309 222 126।
Consumer Service 50.3 52.6 52.9 51.9 AG 519 OB 42] 3201. 42.1 32.1।
Public Lighting 15.0 15.5 15.9 16.3 Publebeniing 160 165 1698 163 154 148 पा।
Tools and Instrument 9.8 8.5 5.3 5.4 6.2 3.3 seem OK 86 5 छ छक 33 30 छ
Vehicles 10.8 8.9 18.9 26.9 लि 1068 6889 189 69874
Furniture & Office Equipment 5.2 5.4 14.0 12.3 Fumiture & Office Equipment 52 54 140 २23 138 5 छठ
Miscellaneous 0.2 0.3 0.3 0.2 0.1 a SO? S'S 0.1
Total Fixed Assets 24,126.2 23,184.6 22,366.7 16,785.3 15,691.9 4,371.8 3,8965

ees
Other Assets

Capital Works in Progress 6,250.1 3,816.4 2,890.0 1,498.4 EE OA 2,890.0 1,498.4 778.7 7292 518. 723.2 51.8

02:22.

Investment in Securities 79.0 30.4 8.1 8.1 4.1 A 4 4.2 2.7
Total Other Assets 6,329.1 3,846.8 2,898.1 1506.5 782.8 727.4 AT 8846.8 2,898.1 1506.5 7828 727.4 54.5 :
Deffered Expenditure 108.6 121.0 1698 2263 - - - .
Current Assets छ
Inventories 289.5 2270.4 250.8 217.0 198,2 141.1 113.2 250.8 217.0 198.2 141.1 113.2 क
Accounts Receivable 474.8 576.0 et BO 5561 357.0 285.5 239.9 165.0 1 357.0 285.5 239.9 165.0 — छ
Advances Recoverable 145.7 113.8 ] eS B22 1542741 69.7 679. 154.2 74.1 69.7 67.9 छ
Cash & Bank 817.6 354.0 1 —— enh 8174S 1424 75.7 566 796 142.4 75.7 56.6 79.6 :
Total Current Assets 1,727.7 1,314.2 1,103.6 870.6 633.5 507.3 $$ BSNS 1108.6 8706 693,5 507.3 425.7
OC SS K Oe नर्याम।
TOTAL ASSETS 32,291.6 28,466.6 26,538.2 19,388.7 17,108.2 5,606.5 4,376.7

छ FY 93/94 : A Year In Review 2

Balance Sheet as of July 15

in million NRs
EQUITY AND LIABILITIES 1993 1992 1991 1990 1989 1988 1987
Equity
Share Capital 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0
Share Allotment Suspense 5,190.6 3,956.8 3,916.8 3,146.4 2,502.6 2,615.3 1,657.0
Capital Reserve 120.9 88.3 67.6 56.8 44.9 35.2 15.1 छ
Reserves & Surplus (444.6) (550.8) (500.3) (-75.6) 39.5 36.1 41.7 &
Revaluation Surplus 13,988.0 13,421.7 12,369.4 12,065.3 11,091.5 - - क
a Total Equity 19,854.9 17,916.0 16,853.5 16,192.9 14,678.5 3,686.6 2,713.8 छ। Long-Term Loan 11,649.5 10,070.4 8812.3 2,422.8 1,890.2 1,541.7 1,378.8 छ। Total Long-Term Liabilities 11,649, 5 10.070.4 8812.3 2,422.8 1,890.2 1,541.7 13788 §&
Current Liabilities & Provisions .
Deposit from Customers 42.4 25.4 24.8 20.4 12.4 13.6 8.1
'OtherDeposit 4.4 ब2.5 lS) 14 1198 78 रा
Creditors for Goods 11.2 12.8 10.3 11.6 19.1 30.9 35.3
Other Creditors 16.8 40.3 59.4 36.3 2.2 1.8 1.8
Payable to Others for power purchase 4.6 18.4 106.6 136.8 126.3 78.1 29.6
Payable to HMG for Interest 224.5 21.4 266.0 198.9 143.1 78.8 69.4
Payable to HMG for Other 124.9 31.5 44.8 45.7 9.5 0.0 3.1
Provision for Bonus 6.4 2.4 2.4 3.3 4.8 48 4.3
Provision for Gratuity & Pension 140.2 140.2 140.3 140.3 112.7 86.5 65.8
Provision for Medical Facilities 20.6 20.6 20.7 20.7 20.7 20.7 20.7
Provision for Accumulated Leave 13.4 13.4 13.4 13.4 13.4 13.4 13.4
Wealth Tax 8.5 2.5 - - - - -
= Inventories Received from Project - - - - - र 22.1।. Provision for Tax 7.2 7.2 72 24 £350 358 3.4
Project Accounts Payable - - - र 28.4 6.0 0.0
Payable to HMG for Power Purchase 5.4 7.2 83.5 83.5 - - -

Branch Reconciliation 34.9 52.7 71.7 19.0 - -
Total Current Liabilities & Provisions 787.2 480.2 872.4 773.0 539.5 378.2 284.1

TOTAL LIABILITIES AND EQUITY 32,291.6 28,4666 26,538.2 19,388.7 17,108.2 5,606.5 4,376.

1 rt

छै FY 93/94 : A Year In Review।

Profit and Loss for the Year ended July 15

million NRs

Particulars 1994° 1993 1992 1991 1990 1989 1988 1987
छ A. Revenue
Net Sale of Electricity 2256.6 1,786.8 1,440.4 960.9 760.1 690.3 551.5 452.4
Income from Other Services 98.0 8.6 5.6 18.2 15.9 18.0 11.8 9.8
Interest & Other Income 54.3 109.0 68.2 13.5 9.4 3.6 4.2 1.4
Total-A 2408.9 1,904.4 1,514.22 992.6 785.4 711.9 567.5 463.6
B. Operation & Maintenance Expenditure
Operation & Maintenance 764.6 604.8 499.3 379.7 291.0 2841.8 206.4 180.0
& General Expenses
" PowerPurchase 1966 1621 1113 505 1715 1388 638 7.1
"Provision forExpenses i -ा  ल्0ठ हा - ब88 BSCS
Bad debts written off - - - - 0.3 0.2 - -
"Depreciation 182. 1,026.0 9536 879.7 6839 5787 134.7 1148
_ Deffered Expenditure Writtn of 542 536 ब51 566 566 -- दए
Total-B 2,197.5 1,853.5 1,618.0 1,366.5 1,252.1 1028.7 431.7 308.2

C. Net Operationg

Surplus (Deficit) (A-B) 211.4 50.9 (103.8) (373.9) (466.7) (316.8) 135.8 155.4
D. Interest on Long-Term Loans 671.8 625.5 632.2 635.1 129.0. 130.3 125.8 120.8
E. Profit and (Loss) Prior (460.4) (574.6) (736.0) (1009.) 595.7 (447.1) 10.0 34.6
Year's income & Expenses
Adjustment
F. Prior year Income / - 48.8 75.6 (15.4) (41.4) 33.3 (1.8) (11.0)
Expenses Adjustment .
G. Profit & (Loss) after (460.4) (623.4) (660.4) (993.6) (637.1) (413.8) - -
Prior Year Adjustment
H. Transfer from 827.1 729.6 610.0 568.9 522.0 424.2 - -
Revaluation Surplus
I. Net Profit (Loss) Before Tax 366.7 106.2 (50.4) (424.7) (115.1) 10.4 8.2 23.6
J. Corporate Tax - - - - - 7.0 13.8 11.4

K. Net Profit/(Loss) after tax 366.7 106.2 (50.4) (424.7) (115.1) 3.4 (5.6) 12.2

Note : * Provisional Figures

ROR ORR ४221: भा 4000:4:422

[1 ilability FY1994

12.79%

420 00:04

ha

मो

ot,%97179 ०77

81.20%

BB iydro [_]Thermat WB Purchase

@s ales FY1994

< 28%

35.93%

se 3.42%

> [Jexport a

oH

aT

oe

छ evenue FY1994

(_]statt Cost WB Operation & Adm.§
BB Depreciation Mh energy Purchase Bi interest

800

600

400

200

Available
Energy (GWh)

Particulars . 1987 1988
Peak Demand (MW)*

1987 1988 1989 1990

Total Available Energy
and Peak Demand

1991

1992

a Peak Demand (MW)

1990

1991

1993 1994

1992 1993

Note:- * Peak demand is for all areas covered by integrated system including supply to India.

का SSS SSS ep
1989

126.000 141.000 150.000 176.000 204.000 216.000 214.04
Available Energy (GWh) 571.000 628.500 672.300 773.842 906.283 981.105 963.314 1034.163

1994
231.0

1. Hydro 537.300 560.200 558.300 712.312 870.203 869.980 804.050 839.71]
2. Diesel 1.100 - - 0.858 0.800 31.540 47.290 62.203
3. Purchase from 32.600 68.300 114.00 60.672 35.280 79.585 111.974 132.250
(a) India 32.600 68.300 114.00 60.672 33.700 54.938 82.223 101.520
(b) Butwal Power Co. - - - - 1.580 24.647 29.7511 30.730

nee SS SS SSS SS

न aty er Pe MW PR Ppa OEE

eases

Se Ree.

१७०७ १७8०" 0: re"

17

neon tatatate!

20 02252022

अन pO ROR 023202022200220020200/2002400:222402/2002245205205002052455;

ues FY 93/94: A Year In। se

Eas

: Total (Internal Sales)
Bulk Supply (India) 4
Grand Total

59

2

152

4

Growth of Consumers

205 247

4 5

450000
400000
350000
300000
250000
200000
150000
100000
50000
0
1987 1988 1989 1990 1991 1992 1993 1994
Fiscal
Particulars 1987 1988 1989 1990 1991 1992 1993 1994
Domestic 2,08,870 2,30,178 2,51,758 2,74,921 3,04,480 3,37,715 3,71,975 4,05,663
Non-Commercial 1,768 2,403 3,477 4,506 5,633 6,065 6,340 5,725
Commercial 315 641 1,678 1,758 1,827 1,378 1,536 2,409
Industrial 5,464 6,181 6,769 7,482 8,382 9,113 9,595 10,798
Water Supply 351 77 105 112 119 124 131 130
Irrigation - 311 343 382 420 512 463 505
EE
Street Light 675 1,474 385 517 532 547 367 404
Temporary Supply 275 145 104 123 136 191 183 111
Transport 8 8 9 9 9 8 8 65

i पकााााापापापापानानापापााा

335 398 536

2,17,726 2,41,477 2,64,780 2,90,015 3,21,785 3,55,988 3,90,996 4,26,346

5 4 4

2,17,730 2,41,479 2,64,784 2,90,019 3,21,790 3,55,953 3,91,000 4,26,350

4024 20002200002

हन 77 RST RON seneatotetatanetatne staentneetetbo AOAC NCO So SCS ORO TOOL SES SS SS TS A;

nacotsvelanalatorarnteres

छ FY 93/94: A Year In Review #8

800

700

600

500

400

300

200

Category

Domestic

Non-Commercial 27,390 52.358 48.059 47.433 46.230 46684 47.607 49.714
Commercial 21.963 25.401 30.778 33.712 36.640 45.200 47.607 47.682

Industrial

Water Supply & 15.312 7.016 7.344 11.928 15.831 14.936

Irrigation

Street Light

Temporary Supply 1.240 0.705 0.677 0.403 0.428 1.003 0.924 0.557

Transport

Temple

Total (Internal Sales) 382.138 449.092 478.541 524.782 588.760 651.941 663.248 694.754
Bulk Supply 20.458 16.053 17.596 23.287 80640 85411 46.137 71.121

Grand Total 402.596 465.145 496.137 548.069 669.400 737.352 709.385 765.875

हि Domestic J industrial []Others।ि Total

(in GWh)
1987 1988 1989 1990 1991 1992 1993 1994
162.329 185.746 193.308 231.396 261.399 275.248 259.833 275.156

148.477 161.577 175.262 178.321 206.881 246.374 273.753 291.383

- 9.358 15.626 11.965 11.851 12.769 24.113 19.168
3.858 6.163 5.091 7.295 7.308 7.802 8.068 9.164

1.569 0.763 2.287 2.060 1.825 1.506 1.395 1.314
- 0.005 0.109 0.270 0.369 0.419 0.460 0.616

१27 022222422 न) 2 SE re 222:
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रारामा -

छै FY 93/94 : A Year In Review हुँ

Revenue
2500
2000
1500
1000
500 छ
0
1987 1988 1989 1990 1991 1992 1993 1994
हि Domestic। industrial [Jothers हि Total
(in million Rs)
Category 987 1988 १989 1990 1897 1992 पनि या 1988 1989 1990 1991 1992 1993 1994" :
Domestic 164.497 191.205 230.184 259.417 311.686 490. 642 62].398 825.468 छ
Non-Commercial 4101 79852 88.853 9000 म पप वप ना 44.101 79.852 88.853 90.553 91.708 140909 181 .076 2 रा ला पाठा 70852 68853 90.553 91.708 140.909 181.076 212.776 2.776 .
Commercial 35.077. 41.792 59.920 67.792 75634 136.319 186.005 220.291 छ
Industrial 179315 _ 193.840 254.518 267.208 ली नि ला ला 173.315 193.840 254.518 267.254 307.005 473. 082 669.244 815.872 :
Water Water Supp & 9-237 & 9.237 2
a RA छ
Irrigation 19:80 13,200 २24२84 २64 ee गना ला ला 19.800 13.200 24.284 26,433 27.530 31.406 36.194 34.187
Street Sureet Light 6487 7121 6388 860 न गन ला 6.487 7.121 6.388 8832 8.767 15.629 16.949 23.368
Temporary Supply 2.999 1863 2449 oe Supply 2.999 1.863 2.449 1.454 1.483 3.980 4.880 3.431
Transport 166 1691 2.022 oo" 1.567 1.591 2.022 1.809 2.138 2.429 2.118 2.904
Temple 007 0113 0 त नाना ना - 0.007 0.113 0.381 0.182 0.441 0.693 1312 ~

Total (Internal Sales) 447.843 539.708 668.731 723.925 826.135 1,294.837 1,718.557 2,139.609
Bulk Supply (India) 4.812 12.009 23.076 36.738 135.064 145.783 75.462 133.707
= Grand Total 452.655 551.717 691.807 760.663 961.199 1,440.620 1,794.019 BSS हान? 601.807 760.663 961.199 1,440,620 1,794.019 2.273.317

Figures are subject to audit

*

SRO AC SOL eA

p FY 93/94: A Year In Review =

Load Forecast"
for Integrated Nepal Power। (INPS)

Energy (GWH) Growth (%) Peak (MW) Growth (%)

1075 7.6 242 7.6

1995 1164 8.3 258 6.6

1996 1272 9.3 281 8.9
1997 1392 9.4 303 7.8
1998 1530 9.9 328 8.3
1999 1688 10.3 354 7.9
2000 2103 24.5 433 22.3
2001 2295 9.1 463 6.9
2002 2511 9.4 502
2003 2751 9.5 548 9.2
2004 3019 9.7 599 9.3
2005 3316 9.8 660 10.2

2006 3643 9.9 726 10.0
2007 4008 10.0 798 9.9

2008 4405 9.9 874

2009 4864 10.4 959
2010 5335 9.7 1052 9.7
2011 - 5871 10.0 1154 . 9.7

2012 6472 10.2 1265 9.6
2013 7136 10.3 1390 9.9

2014 7899 10.7 1533 10.3

2015 8745 10.7 1692
2016 9687 10.8 1856 10.2

2017 10732 10.8 2059 10.4
2282

2018 11893 10.8
Average Growth

* Supply Constrained Load Forecast

A Year In Review

a FY 93/94

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