1. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 1 SETTING OF TARGETS FOR CONTINUITY OF SUPPLY THROUGH BENCHMARKING DOUGLAS J.A.K. and CASTRO SAYAS F. PB Power Ltd. - United Kingdom

2. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 2 RELIABILITY INDICES The principal reliability indices (SAIFI, SAIDI, CAIDI) and treatment thereto differ between countries: duration of long interruptions exceeds –1 minute (Australia, New Zealand) –3 minutes (Europe – EN50160) –5 minutes (IEEE P1366–2000) selective exclusion of categories of interruptions (severe weather, planned interruptions, transmission interruptions)

3. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 3 Exclusions (examples) Great Britain - Exceptional events (severe weather) may be excluded from penalties under the Information and Incentives Programme (IIP), depending on: –impact of event and its predictability –network design and maintenance and –actions taken by company to deal with the event. Victoria, Australia –Excludes transmission failures, widespread rare events in calculation of incentive/penalty service term (S).

4. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 4 New South Wales, Australia Different measures of supply interruption indices MeasureDescription OverallAll interruptions, including transmission interruptions. RawAll interruptions less transmission interruptions. StandardRaw, less interruptions due to major natural events and less than 1 minute interruptions. Modified Standard Standard, less all planned interruptions

5. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 5 FREQUENCY OF INTERRUPTIONS versus LOAD DENSITY

6. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 6 DURATION OF INTERRUPTIONS versus LOAD DENSITY

7. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 7 SAIFI versus PROPORTION OF UNDERGROUND CABLES – GREAT BRITAIN

8. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 8 SAIDI versus PROPORTION OF UNDERGROUND CABLES – GREAT BRITAIN

9. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 9 CAIDI versus PROPORTION OF UNDERGROUND CABLES – GREAT BRITAIN

10. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 10 CUSTOMER DENSITY versus UNDERGROUNDING – GREAT BRITAIN

11. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 11 STATUS OF COMPARISON OF CONTINUITY PERFORMANCE IN GREAT BRITAIN IIP and the Distribution Price Control Review Ofgem, February 2003, " comparisons of Companies’ performance used to set the targets at the last price control (in 1999) were not sufficiently robust " Ofgem, April 2003, intends to –review the overall package of output delivery incentives and –undertake a customer survey to inform a review of performance standards and the IIP

12. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 12 Ofgem and DNOs Comparing Quality of Supply Working Group SAIDI=customer minutes customers =minutes lostxkm of network customers =minutes lostxkm of networkxNo. of circuits km of networkNo. of circuitscustomers (length/circuit)(1/"customer sparsity")

13. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 13 Ofgem and Distribution Network Operators (DNOs) Comparing Quality of Supply Working Group Disaggregates MV circuits by grouping similar MV circuits on the basis of three physical parameters –percentage of overhead line, –circuit length, and –customers per circuit ("customer sparsity") to identify –key drivers in variance in performance between DNOs and –possible actions for closure of differences in performance between DNOs.

14. J A K Douglas UK Session ALPHA2 – Block 4 Barcelona 12-15 May 2003 14 REFERENCE NETWORK MODEL (UMIST) enables the continuity performance of an MV radial network to be modelled using a number of generic reference circuits incorporates a process for the disaggregation of a very large number of actual circuits into a limited number of reference circuits, based on key parameters, and enables benchmarking and target setting and hence the modelling of strategic programmes of improvements to be undertaken in a comprehensive and systematic manner