Category Archives: Best Practices

Best Practices in physical Asset Management include the reviewing the asset inventory, preparing an asset inventory and system map, adjusting the asset inventory, developing a condition assessment and rating system for each asset, assessing remaining useful life of the assets, and determining asset values and repair/rehabilitating/replacement costs.

Addressing Ongoing Concerns: The State of My Complaint Against City Power Johannesburg

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I find myself compelled to revisit and articulate my ongoing concerns regarding the lack of progress on my complaint about the poor service I have received from City Power Johannesburg. This complaint was formally lodged with the National Energy Regulator of South Africa (NERSA) on April 15, 2024. Unfortunately, since then, I have seen little action taken to address the pressing issues I raised.

A Letter of Disappointment

On October 11, 2024, I received a letter from NERSA’s CEO, addressed to the CEO of City Power. While I won’t delve into the inaccuracies presented in that correspondence, I must highlight a troubling omission: there are no outlined consequences or penalties for City Power. The letter mentioned that the matter “may be escalated to NERSA if there is dissatisfaction from the aggrieved party.” This begs the question: what progress has been made since I first approached City Power on March 12, 2024?

It’s worth noting that City Power contravened Section 4.6.1.1 months ago, which mandates that complaints be resolved within 15 business days. Yet, there have been no repercussions for this breach, raising serious concerns about accountability.

The Need for Accountability

It’s widely understood that utility companies that fail to meet specified quality standards, such as voltage levels, may face fines from NERSA. However, this crucial aspect was notably absent in the recent correspondence. The letter suggested that City Power must engage with the complaint before any mediation could occur. My previous experiences, particularly one from July 2010, lead me to question the efficacy of this approach. In that instance, City Power failed to attend a meeting scheduled by NERSA, resulting in an inconclusive outcome with no meaningful follow-up. This pattern raises concerns about NERSA’s capacity to enforce compliance.

Concerns About NERSA’s Effectiveness

I am increasingly worried about NERSA’s effectiveness as a regulatory body. If a utility company consistently fails to provide reliable service and violates NRS 047 requirements, will there be tangible consequences? My experiences since 2010 have made me skeptical about the enforcement of such measures.

Additionally, I reported significant voltage and current imbalances to NERSA in Modderbee, Springs, yet no action was taken because I am not deemed a customer. This raises broader questions about how power quality issues are managed across different municipalities. I had hoped that NERSA could facilitate communication with the relevant utility companies to address these pressing concerns.

The Role of NERSA: Are We Left to Navigate Alone?

Given the ongoing issues, one must wonder whether both large power users and residential consumers are left to fend for themselves. If that’s the case, what is the purpose of taxpayer funding for an organization like NERSA?

Economic Consequences of Inadequate Power Quality

This topic is not merely bureaucratic; it has real economic implications. Poor power quality can impose substantial financial burdens. For instance, the Leonardo Power Quality Initiative estimates that inadequate power quality costs the European economy up to €150 billion annually, while losses in the United States range from $119 billion to $188 billion, according to the Electric Power Research Institute (EPRI).

This raises two critical questions: Why do we assume that South Africa’s power quality is better than that of the U.S. or certain European nations? And how can we be confident that all municipalities in South Africa are free from power quality issues? Leaders must provide clarity and transparency in these matters to foster public trust in regulatory bodies.

If poor power quality is evident in major cities like Johannesburg and Ekurhuleni, what implications does this have for smaller towns and cities that may lack access to qualified engineers?

Insights on Negative Phase Sequencing: A Global Perspective

Interestingly, the Agulhas Utilities Corporation’s website attracts significant international traffic, with visitors from the U.S. constituting 61.64% of total traffic, compared to only 6.73% from South Africa. The most frequently visited section—aside from the homepage—focuses on Negative Phase Sequencing, indicating a strong global interest in this subject that extends beyond our local context.

A Call for Reform in the Regulatory Framework

Given these insights, it’s clear that we must reconsider and reform the regulatory framework governing the electrical power industry. Establishing an independent inspectorate with the authority to investigate a wide range of issues is essential. This oversight should encompass local power distributors, private generating companies, and even Eskom. It’s vital that only individuals with the necessary skills and experience are appointed to these positions to ensure effective oversight and accountability within the sector.

As I continue to pursue my complaint, I remain hopeful that our regulatory bodies can evolve to better serve and protect consumers. The time for action is now.

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Understanding Power Quality: Why It Matters for Your Bottom Line

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For over a year, I’ve been sharing insights into power quality issues and their financial impacts, focusing on unbalanced network conditions and the resulting costs on electricity bills. Despite numerous articles and explanations, I find that many people still struggle to grasp these concepts. Is it that my explanations are too complex, or do some prefer to ignore these issues and continue paying higher bills?

Understanding power quality is crucial for managing your energy expenses. In unbalanced networks, beyond just reactive and active power, inefficiencies arise that increase apparent power. Radial networks, which are common in medium and low voltage systems, tend to have greater imbalances compared to mesh networks.

Consider motor performance: a 1% voltage imbalance at a fully loaded motor can lead to a 6-10% imbalance in phase current. This imbalance raises the motor’s temperature, decreases energy efficiency, and shortens its lifespan. Additionally, it affects the motor’s speed and torque, leading to increased losses and reduced net torque. The negative sequence current can even create a backward-rotating magnetic field that counteracts the motor’s intended direction.

Beyond paying more per kWh, users might also be experiencing increased losses due to these imbalances. Understanding and addressing these issues can lead to significant cost savings and improved efficiency.

Let’s prioritize power quality and make informed decisions about our energy use! 💡💪

#PowerQuality #EnergyEfficiency #CostSavings #ElectricalEngineering #MotorPerformance #EnergyManagement

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Understanding Power Quality and Unbalanced Power Networks

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#PowerQuality #ElectricalEngineering #EnergyInfrastructure

Please take a moment to review this important document and explore the links within it.

Introduction

The concept of “power quality” may seem abstract, especially when dealing with an intangible commodity like electricity. However, for commercial and industrial facility managers, it holds significant importance. Good power quality directly impacts productivity and employee safety. Conversely, poor power quality can lead to financial losses due to equipment damage, reduced productivity, and product spoilage. Recognizing and maintaining optimal power quality is essential for efficient operations and overall business success.

Economic Implications of Power Quality

Power quality, often overlooked but crucial, has significant economic implications. The Leonardo Power Quality Initiative estimates that poor power quality costs the European economy up to €150 billion annually, while in the U.S., losses range from $119 billion to $188 billion, as reported by the Electric Power Research Institute (EPRI). However, a pivotal finding by EPRI highlights that a staggering 80 percent of power-quality disturbances originate within a facility itself.

Impact of Renewable Energy on Power Quality

The data, although dated, suggests that the economy has experienced substantial growth. Additionally, network operators now heavily rely on renewable energy sources. However, this shift may have unintended consequences, potentially impacting power quality.

Sustainable Development and Power Quality

In the context of increased competitiveness, companies are increasingly concerned about sustainable development. Inadequate power quality (PQ) can lead to significant financial losses and impact a company’s sustainability.

Utility Charges and Imbalances

Utility companies charge commercial and industrial consumers based on both active power (kW) and reactive power (kVAR). Imbalances affect both. Reactive power (associated with voltage and current phase differences) increases due to imbalances, leading to additional charges. Moreover, higher losses from imbalances result in increased energy consumption, indirectly affecting consumer bills.

Challenges in South Africa

While energy providers and users worldwide recognize the urgency of addressing power quality issues, South Africa faces unique challenges. Despite an aging infrastructure, load fluctuations, and insufficient maintenance, power quality issues are not addressed adequately. Articles calling out Eskom, City Power, and NERSA have gone unanswered. Questions arise about NERSA’s role—does it merely issue licenses and approve tariff increases, or does it also manage safety and reliability compliance? It is time to raise awareness and demand accountability. End-users must advocate for higher-quality power, and utilities should prioritize improved power quality.

Balanced vs. Unbalanced Power Networks

In this document, I delve into the principles of balanced and unbalanced power networks, using real-world data to highlight the differences between these scenarios. Specifically, I address Eskom and other power distributors’ awareness of unbalanced network conditions and their actions to rectify them.

Financial Burden on Customers

Importantly, I explore how customers, who experience unbalanced networks, shoulder a substantial financial burden through their electricity bills. Meanwhile, electricity generators—whether from coal-fired power stations, nuclear sources, or renewable energy—may remain apathetic. The inefficiencies arising from unbalanced networks could inadvertently enhance their profits.

Conclusion

Primarily, it is crucial to understand that the zero-sequence component is responsible for generating heat in transformers and cables, hence the need for its elimination. Secondly, imbalanced network conditions lead to an extremely high neutral current and elevated circulating currents in the delta windings of transformers. These conditions can cause transformers and cables to overheat, potentially leading to unexpected shutdowns or even more serious failures like cables being burnt off or transformer insulation ignition.

Reflect on the recent surge in reported cable and transformer malfunctions, and then form your own opinion: Are Eskom and other power distributors cognizant of the imbalanced network conditions? Furthermore, do they take adequate measures to inspect the networks for this issue? Based on my observations, it seems unlikely. They appear to disregard any notifications concerning imbalanced network conditions.

A recurring query is: who reaps the benefits from the additional charges customers pay due to unbalanced network conditions? Let us delve into this. Customers require a certain amount of electrical power, or real power, to carry out specific tasks. However, these unbalanced network conditions lead to a substantial rise in inefficient powers, causing an increase in apparent power. Since customers’ bills are primarily based on this apparent power, they end up paying more for these inefficient powers. On the generation side, power must be produced to offset the losses. Each unit generated includes a profit margin. Therefore, the more units produced, the greater the profits. It is important to note that none of the power plants, whether coal-fired, nuclear, or renewable, operate as non-profit entities.

It might be beneficial for individuals like the Eskom executive to peruse this article, along with other articles I have shared on my blog. Additionally, web pages such as Symmetrical Component Analysis and Negative Phase Sequencing could provide further understanding of this concept.

Those who have comprehended the aforementioned information can independently determine the validity of the claim that Modderbee and Linden are not experiencing unbalanced network conditions.

What is crucial is that consumers need to determine if they are willing to pay a significantly higher price for electricity, considering that the issues should be resolved by the power supply distributors, including Eskom.

Equally significant is the fact that imbalances in networks are not readily apparent in power supplies. For instance, in Linden, individuals might assume the power supply is functioning normally by checking the phase-to-neutral voltages. Similarly, in Modderbee, Eskom and electricity department officials might perceive the network as problem-free when they observe that the phase-to-phase voltages are consistent.

If you are under the impression that residing in a different part of the globe shields you from unbalanced network conditions, it might be worth verifying that assumption. As outlined in this document, you might be totally unaware of such occurrences.

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NERSA’s Role in the Electricity Sector: A Critical Examination

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Introduction

The National Energy Regulator of South Africa (NERSA) plays a pivotal role in regulating and overseeing the electricity industry. However, recent events and historical practices raise questions about the effectiveness of NERSA’s mandate. In this blog post, we delve into NERSA’s licensing process, tariff approvals, and complaint handling.

Licensing Challenges

NERSA’s primary responsibility includes issuing licenses to power distribution and generation companies. Unfortunately, recent incidents suggest that this process isn’t without flaws. A newspaper article highlighted NERSA’s reluctance to grant access to decision records, leading to legal battles with organizations like OUTA. The regulator’s last-minute settlement offer further raises concerns about transparency and due diligence.

Tariff Approval Quandary

When it comes to approving electricity tariffs, NERSA faces another hurdle. Afriforum, a civil rights organization, filed an urgent legal application to prevent municipalities from increasing tariffs without proper cost studies. The High Court’s ruling in 2022 declared NERSA’s old method—relying on previous years’ tariffs—unlawful. The Electricity Regulation Act mandates cost-based adjustments, considering all relevant factors. Yet, NERSA shifted the responsibility to municipalities, potentially compromising fair tariff assessments.

Complaint Handling: A Mixed Bag

NERSA provides an avenue for anyone to submit complaints. However, the effectiveness of this process remains questionable. Consider a past complaint that led to a meeting in 2010. Despite acknowledging the need for action, the subsequent lack of feedback raises doubts about NERSA’s follow-through. Transparency and accountability are crucial for building public trust.

Urgent Matters: Unbalanced Currents and Voltages

On May 25, 2024, I raised a critical issue with NERSA—an alarming condition of unbalanced voltage and current. Urgent attention is necessary to ensure the safety and reliability of our electrical infrastructure. However, my interactions with NERSA representatives have left me skeptical. Their brief email responses may not suffice for thorough investigations.

Conclusion

As someone deeply entrenched in the electricity sector, I find it challenging to see NERSA’s significant impact. To truly enhance the sector’s performance, NERSA must address licensing inefficiencies, improve tariff approval processes, and prioritize robust complaint handling. Our collective energy future depends on it.

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Navigating the Challenges of State-Owned Enterprises through Innovative Asset Management

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State-Owned Enterprises (SOEs) and other government institutions are often at the mercy of a multitude of challenges. These can range from inadequate policies and funding to ineffective leadership and corruption. The deterioration of public facilities and infrastructure only adds fuel to the fire, posing a risk to public safety and necessitating extensive restoration efforts.
To address these challenges, it’s essential to adopt an innovative approach that places citizens and customers at the forefront. Unlike their private-sector counterparts, public-sector organizations cannot easily divest customers. Instead, they must navigate complex regulations and information gaps. Timely maintenance is critical, as the costs of delayed maintenance can escalate rapidly.
In this context, Asset Management plays a pivotal role. The costs of procuring and maintaining assets rise due to aging assets, regulatory compliance, and security requirements. Strategies such as Collaborative Service Solutions, untapped partnerships with asset management specialists, and outsourcing of Asset and Maintenance Management are crucial.

Enterprise Asset Management (EAM) is a strategic approach that optimizes equipment usage. Unlike traditional Maintenance Management, which is reactive, EAM is proactive. It allows for the prediction and prevention of issues before they occur, conserving resources, finances, and avoiding unnecessary stress.
The transformation of an organization’s Maintenance Management processes into Enterprise Asset Management (EAM) processes involves several key steps. By integrating Application and Consulting Services, the aim should be to pursue a superior asset management solution. The Nonmonetary Asset Management Policy outlines roles and responsibilities, emphasizing that asset management is the responsibility of the Board of Directors, not just executives. A Nonmonetary Asset Management Strategy guides long-term planning, ensuring sustainable outcomes.
To establish a solid foundation, organizations must undertake steps such as Condition Assessment, Planning, and Maintenance. By adopting effective asset management practices, organizations can enhance service delivery and thrive in a constantly evolving environment.
Organizations, or their service providers, must set up protocols and processes for the appropriate collection, stewardship, updating, and utilization of technical and asset information. Organizations must implement an efficient Computerized Maintenance Management System that adequately facilitates maintenance planning, implementation, and reporting. Organizations must be capable of reporting on maintenance and the condition of their asset portfolio to promote transparency and accountability.
To achieve its objectives, the organization acknowledges that assets must be strategically planned, provided, maintained, and refurbished to continually meet the service delivery needs of the organization, all within the context of delivering the best value to the organization.
During the transition planning process, a crucial aspect is the analysis of existing workflow patterns and the formulation of necessary changes to accommodate Enterprise Asset Management (EAM). This process can present challenges for employees. As workflow transitions from reactive to proactive, planned, and scheduled maintenance replaces the corrective maintenance approach. The EAM provides insights into organized, proactive workflow arrangements through system modeling.
In a modern integrated maintenance organization, purchasing is a critical function. The implementation of an automated system to initiate purchase orders, aligned with established stocking levels, is essential. Adequate planning and accurate stock level establishment—controlled by supply lead time and usage—can prevent stockouts and overstocking. This approach effectively manages stock purchasing activities.
The key is to maintain on-hand items specifically for genuine emergencies. By relying on suppliers as the primary stock point, your in-house stock levels will be sufficient to address bona fide emergencies. One strategy is to collaborate with a supplier willing to guarantee a sufficient supply of your stock items on their shelf to meet operational needs. Achieving this involves selective purchasing—committing to purchase from a single supplier annually while periodically reevaluating bids from competitors. A written contract can reinforce the need for competitiveness.
As an organization embarks on the transition to Collaborative Service Solutions through a Strategic Partnership, the importance of thorough preparation and strategic partner selection cannot be overstated. For a seamless transition to Collaborative Service Solutions, it is imperative that both the primary organization and the Strategic Partner lay the groundwork for a robust partnership right from the beginning. By prioritizing transparency, fostering collaboration, and measuring performance, a resilient partnership can be built, paving the way for a successful Collaborative Services relationship.

My Journey with Eskom

I embarked on my professional journey with Eskom, South Africa’s leading electricity provider, in October 1974. My role expanded beyond the traditional office setting, plunging me into the practical facets of Power Distribution and Transmission. My duties covered a broad spectrum of tasks, each vital to the smooth functioning of Eskom’s power networks. From supervising the daily operations of the Distribution and Transmission Power Networks to ensuring their upkeep, my role was diverse and hands-on.
In March 1976, I embarked on a fresh phase in my Eskom career with a promotion that placed me at the helm of regional operations and maintenance management. This position acquainted me with the Paper-Based Maintenance Planning and Tracking system, an old-fashioned yet essential part of our maintenance operations. However, I quickly identified its shortcomings and inefficiencies, igniting a search for a more efficient alternative.
This search steered me towards the potential of a Computerized Maintenance Management System (CMMS), signifying a substantial shift from a reactive to a proactive workflow. The transition to CMMS, albeit challenging, was a pivotal move towards effective maintenance management.
As the years passed, Maintenance Management morphed into a broader discipline known as Enterprise Asset Management (EAM). I welcomed this shift and incorporated it into our operations, broadening asset management to include the entire lifecycle of an asset.
After a two-year stint as a District Manager, I assumed the role of Manager of the Protection, Telecommunications, Metering, and Control Systems (PTM&C) department. This position required a profound understanding of various systems and technologies and the competency to effectively integrate them.
In 1997, I found myself once again immersed in the world of Enterprise Asset Management when I was tasked with leading the transformation of Eskom’s Distribution Division’s maintenance into Enterprise Asset Management. My team and I were responsible for converting all the old valuable data into a new format compatible with the new EAM system. We also oversaw the nationwide rollout of the new solution.
In conclusion, this blog post offers a detailed narrative of my professional journey at Eskom, spotlighting the evolution of maintenance management practices, the challenges faced, and the strategies implemented to surmount them. It emphasizes the ongoing quest for enhancement and adaptation in the ever-evolving realm of asset management.

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My Journey in the Power Sector: From Fieldwork to Enterprise Asset Management

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In the heart of South Africa’s power sector, I embarked on a journey that would shape my career and broaden my understanding of the complexities of power distribution and transmission. From October 1974 to May 1975, I served as an official at Eskom, the country’s primary electricity supplier. My role was far from being confined to an office; it was a hands-on experience in the field, bringing me face-to-face with the practical aspects of power distribution and transmission.
As an official at Eskom, my responsibilities were diverse and critical to the smooth operation of the power networks. I oversaw the day-to-day functioning of the Distribution and Transmission Power Networks, ensuring efficient power distribution from our facilities to homes, businesses, and other establishments across the region. Additionally, I was tasked with maintaining these power networks, conducting regular inspections, troubleshooting, and coordinating major maintenance projects to ensure the reliability and safety of Eskom’s power networks.
Fast forward to March 1976, my career took a significant turn when I was promoted to a new role overseeing the maintenance management for the entire region. This role introduced me to the Paper-Based Maintenance Planning and Tracking system, the backbone of our maintenance operations. However, I quickly realized its limitations. We were maintaining equipment at predetermined intervals, without considering its actual condition. This approach seemed inefficient, as unnecessary maintenance could potentially degrade the equipment’s performance.
The paper-based system posed several other challenges. It was prone to human error, and extracting meaningful insights from the records was a complex process. The administrative tasks associated with the system were time-consuming and labor-intensive. This experience laid the foundation for my future endeavors to improve maintenance operations in the power sector.
This realization sparked a need for a more efficient solution to maintenance planning. I began exploring the potential of a Computerized Maintenance Management System (CMMS). The transition to a CMMS marked a shift from a reactive to a proactive workflow, focusing on planned and scheduled maintenance. The CMMS offered valuable insights into organized, proactive workflow arrangements through system modeling. This period marked the first time that the Distribution and Transmission departments started working with a CMMS, a significant step forward in our journey towards efficient maintenance management.
Over the years, the field of Maintenance Management has evolved into a more comprehensive discipline known as Enterprise Asset Management (EAM). This shift marked a new era in the management of physical assets, extending beyond maintenance to include the entire lifecycle of an asset. This evolution towards EAM was a path that I began to tread in the subsequent years. I recognized the potential of this holistic approach to asset management and started working towards integrating it into our operations.
Following a two-year tenure as a District Manager, I had the opportunity to oversee a broad spectrum of business operations. This role encompassed a wide range of responsibilities, from managing Human and Financial Resources to overseeing Operations and Maintenance. It also included supervising Engineering and Construction projects.
Two years following my role as District Manager, I was appointed as the Manager of the Protection, Telecommunications, Metering, and Control Systems (PTM&C) department. This role demanded a deep understanding of each system under my purview and the ability to integrate them effectively. It required strategic planning, effective communication, and strong leadership skills to ensure the department’s objectives were met.
However, after this extensive stint, I found myself returning to a familiar territory. I was tasked with overseeing the transformation of our Maintenance Management system into an Enterprise Asset Management (EAM) system for the entire Distribution Division. This transition was not just about changing systems; it was about changing mindsets. It involved shifting from a traditional maintenance-focused approach to a more holistic asset management strategy.
In retrospect, this journey of transforming our Maintenance Management into an Enterprise Asset Management system has been a challenging yet rewarding experience. It has not only improved the efficiency and effectiveness of our asset management practices but also contributed to the overall growth and success of our organization. It’s a journey that continues to this day, as we constantly strive to improve and adapt to the ever-changing landscape of asset management.

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The State of Asset Management in South Africa: A Deep Dive

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In 2005, South Africa took a significant step towards better asset management. A decree was issued, mandating each department to maintain two separate asset registers: a major asset register for assets valued at R5 000 or more, and a minor asset register for assets valued at less than R5 000.
Additionally, departments holding assets under operating leases, despite not owning these assets, were required to maintain a separate register. The same applied to departments holding assets under finance leases, which are considered “owned” by the department.
Despite multiple extensions to the initial deadline for updating these registers, questions remain. Do these departments or local government entities possess a legitimate asset register? Or are they merely relying on manual or spreadsheet-based asset registers?
Some may have invested in high-priced systems that function as financial systems with an additional asset register component. However, the effectiveness of such systems remains largely unknown.
The Department of Cooperative Governance and Traditional Affairs recently released an updated report on the status of municipalities within South Africa. Many municipalities nationwide are currently under administration due to challenges such as financial mismanagement, governance shortcomings, and infrastructural degradation.
Since October 2016, a total of 24 municipalities have been placed under administration for various reasons, predominantly financial mismanagement, and governance failures. This data highlights the ongoing challenges faced by municipalities across the country and the efforts being made to address them.
This situation underscores a prevalent issue: many government departments appear to lack the necessary capabilities for effective asset management. An audit by the Auditor General’s office is likely to reveal that the asset registers of many departments are deficient in substance and may be of limited utility.
An effective asset register should encompass the value of the assets, the date of acquisition, and any pertinent maintenance reports. Additional data may include warranties, owner’s manuals, availability, and the current condition of the asset. This comprehensive information can facilitate informed decision-making regarding necessary repair services and spare parts procurement. It can also assist in identifying your organization’s assets in the event of theft or destruction.
If government departments adhere to a comprehensive asset register and implement the Best Maintenance Practices, they will gain a clear understanding of how tangible, specific, attainable, and validated standards apply to maintenance management. They will also understand the significance of the anticipated outcomes derived from aiming for and achieving the performance benchmarks set by these best practices.
Delaying maintenance is not a sustainable financial strategy for resource management at national, provincial, or local government levels. Deferred maintenance results in a decrease in the useful lifespan of buildings and other infrastructures. As maintenance is postponed, the infrastructure begins to deteriorate, a process that accelerates over time, thereby increasing the financial resources required to restore the infrastructure to its original state.
The degradation of aging public facilities and infrastructure in most municipalities is becoming increasingly apparent. This neglect is now prominently displayed by the media through images of our deteriorating infrastructure. It is noticeable how government officials struggle when tasked with explaining why the infrastructure has degraded to a point where public safety is compromised and extensive work is needed for restoration.
Even in periods of financial stability, council members and municipal management have failed to allocate sufficient annual funding for routine maintenance, repair, replacement, and capital improvements. However, is the lack of funding the sole reason for the deplorable state of the infrastructure assets, or are there other contributing factors? This is a question that needs to be addressed as we move forward in our quest for better asset management.

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Power Quality Affecting Client Billing

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Peruse this document for a more comprehensive understanding of the subject addressed in this paper.

While power electronics equipment can enhance efficiency and control, they can also cause distortions in the power system, leading to power quality issues. Harmonics, which distort the standard sinusoidal waveform of power, can result in various problems such as equipment overheating, malfunctions, and inefficiencies. Solid-state power meters are often considered a reliable method for power measurement, including harmonic power monitoring. But is this presumption accurate? These devices are expected to deliver precise and instant data, thereby also improving power quality management.

Traditional billing methods may not accurately represent actual power consumption in these situations. Hence, the idea of balanced billing is to be introduced. Balanced billing strives for fair and precise billing by considering the complexities of unbalanced and non-sinusoidal voltage supply.

In a previous blog post, I showed how consumers could face significant financial impacts on their electricity bills due to imbalanced network situations. On the other hand, electricity producers, regardless of whether they use coal-fired power plants, nuclear energy, or renewable sources, might remain unaffected. This indifference stems from the potential profit increase they could gain from the inefficiencies caused by these imbalanced network conditions.

Electronic meters improve the accuracy of active power measurements by including harmonics filtering. As domestic electrical appliances become more sophisticated, they produce higher harmonic levels that need to be considered in the active power measurement. While electromechanical methods can measure harmonic power up to the 5th harmonic, electronic methods can accurately estimate up to and beyond the 63rd harmonic.

Including harmonics in active energy calculations improves the accuracy of billing and grid management, especially as the occurrence of non-linear loads in domestic appliances increases. Without a standardized method for measuring harmonic power, a qualitative evaluation of electronic energy meters can help determine if a solution is capable of such measurement. Recent advancements in integrated circuit technology, as indicated by Analog Devices’ ADE product line, now allow energy meter designers to provide low-cost harmonic energy measurements, meeting the changing needs of energy providers.

Utility companies often levy additional charges on medium and large customers with low power factors. However, these charges can be unfair in situations where the installations are subject to voltage imbalance and harmonic distortion. It is crucial to establish the fairest definitions of Power Factor (PF) and their corresponding measurement methods when powering a constant impedance load or an induction motor with unbalanced and non-sinusoidal voltages.

Fairness is defined by the expectation that a meter, built based on a specific definition and measurement method, should produce values under non-ideal supply conditions that are very close to those it would yield under an ideal balanced sinusoidal supply.

To achieve this, both meter manufacturers and power distribution companies need to include a variety of computational simulation methods in their design and production processes. These methods should simulate different scenarios where a balanced customer, represented as a constant impedance load or an induction motor, incurs costs due to a voltage supply that is no longer balanced and sinusoidal. The same methodology should be applied to an induction motor under a wide range of unbalanced, non-sinusoidal supply situations.

It is crucial for utilities to have the confidence to install any meter in any electrical environment (sinusoidal or non-sinusoidal) knowing that they will all produce identical readings for the same load. Anything less is unacceptable.

My personal question is: is this being implemented? Prepaid meters were introduced many years ago when the phenomenon of harmonics, or the distortion of the normal sinusoidal waveform of power, was perhaps completely unknown. However, those prepaid meters have not been replaced, and I question whether the “new smart meters” are constructed based on the principles discussed in this paper.

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Who Gains Advantage from Unbalanced Network Conditions?

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What could possibly prompt Eskom or any power distribution companies to look into issues of unbalanced power networks? Could it be the threat of legal proceedings?

I understood that a representative from Eskom was notified about potential network imbalances at the Modderbee municipal substation, but it might have been disregarded as unlikely. However, since I was not present, I cannot vouch for the accuracy of the information I received indirectly.

The secondary reason for publishing this article is my effort to reach out to someone who professes to have extensive knowledge about Eskom’s power quality. I did not just send one email, but two. Despite being successfully delivered, the first email went unanswered, and the second was “deleted without being read,” as per the notification I received in my email account.

Consider the recent increase in reported issues with cables and transformers, and then draw your own conclusions: Are Eskom and other power suppliers aware of the network imbalances? Moreover, do they implement sufficient checks to identify these issues in the networks? From what I’ve observed, it doesn’t seem so. They seem to ignore any alerts related to network imbalances.

A question that often arises is: who benefits from the extra costs that customers incur due to unbalanced network voltage conditions? Let us explore this. Customers need a specific amount of electrical power, also known as real power, to perform certain tasks. However, the unbalanced network conditions result in a significant increase in inefficient powers, leading to a rise in apparent power. As customers’ bills are mainly calculated based on this apparent power, they end up paying more for these inefficient powers. On the generation side, power must be produced to also compensate for the losses. Each unit generated carries a profit margin. Hence, the more units produced, the higher the profits. It is crucial to remember that all power plants, whether they are coal-fired, nuclear, or renewable, do not operate as non-profit organizations.

It’s also important to note that network imbalances are not easily noticeable in power supplies. For example, in Linden, people might believe the power supply is working properly by examining the phase-to-neutral voltages. Likewise, in Modderbee, officials from Eskom and the electricity department might view the network as free of issues when they see that the phase-to-phase voltages are stable.

If you think that living in a different part of the world protects you from unbalanced network conditions, it may be beneficial to reevaluate that belief. As highlighted in this document, you might be completely oblivious to such events.

Read this document.

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Power Networks in Flux – Balancing the Unbalanced

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Unbalanced network conditions in power supplies can be deceptive because phase-to-neutral voltage measurements might not reveal the full picture. Here are why phase-to-phase voltages might not be close to each other even if phase-to-neutral voltages are:

  1. Unmatched Impedance: If the impedance in the transformer banks is unmatched, it can cause unbalanced conditions that are not apparent in phase-to-neutral measurements but will affect phase-to-phase voltages.
  2. Large Single-Phase Loads: When large single-phase loads are unevenly distributed across a three-phase network, it can create an imbalance that affects phase-to-phase voltages.
  3. Generation Faults: Faults in power generation can lead to unbalanced conditions that might not be detected by measuring phase-to-neutral voltages alone.

In the case of Linden and Modderbee, officials may overlook unbalanced conditions by only considering phase-to-neutral or phase-to-phase voltages. It is crucial to measure both to get an accurate assessment of the power supply’s balance. Unbalanced conditions can lead to equipment damage, increased network losses, and inefficiencies. Therefore, comprehensive measurements and analysis are necessary to ensure the reliability and safety of the power supply.

To determine if you are paying too much for electricity, you can indeed perform a simple check using a clip-on ammeter and a voltmeter to calculate the apparent power in volt-amperes (VA). Here is how you can do it:

  1. Measure the Current (I): Use the clip-on ammeter to measure the current flowing through the circuit.
  2. Measure the Voltage (V): Use the voltmeter to measure the voltage across the circuit.
  3. Calculate Apparent Power (S): Multiply the current by the voltage to get the apparent power in VA.
  4. Determine the Cost: Multiply the apparent power by the tariff rate provided by your electricity supplier.

This method gives you an instantaneous reading of your power usage, which you can compare with your electricity bill to see if there is a significant discrepancy. If you suspect your meter is faulty, having it tested is a good option despite the initial cost which would likely be refunded if the meter is indeed faulty. Regular monitoring of your power usage can help you identify any inconsistencies or potential overcharges on your electricity bill.

To accurately determine if you are being overcharged for electricity, it is essential to consider the following assumptions:

  1. Constant Current and Voltage: The assumption that current and voltage remain constant is a simplification for calculation purposes. These can fluctuate due to various factors such as appliance usage and utility supply stability.
    • Perfect Power Supply: Assuming a perfect power supply without any fluctuations is an ideal scenario often used in theoretical calculations but not typically found in residential settings.
  2. Synchronized Timing: Starting the measurement process at the same time as the meter reading ensures that the comparison is based on the same usage period, which is crucial for accuracy.
  3. Meter Accuracy: It’s assumed that the meter is accurately measuring the power consumption without any faults or errors.
  4. No Unauthorized Usage: This assumption implies that there is no electricity theft or unauthorized usage being recorded on your meter.
  5. No Additional Charges: It’s assumed that the bill reflects only the cost of electricity consumed, without any additional fees or charges that could affect the total amount due.

By carefully considering these assumptions and comparing your actual power usage with the billed amount, you can determine if there is a discrepancy. If you suspect an error, it may be necessary to have your meter tested or to consult with your electricity provider for clarification. Remember, the accuracy of your determination is contingent upon the validity of these assumptions. If any of these assumptions do not hold true, the conclusion drawn about overcharging may not be reliable. These assumptions are necessary for a simplified calculation, but they do not reflect the complexities of actual power usage and supply conditions. For a more accurate assessment, a continuous recording of power consumption over the billing period, accounting for fluctuations, would be required. This data could then be compared with the meter reading on your bill to determine if there is a discrepancy indicating you might be paying too much for electricity. If such a discrepancy is found, it would be advisable to have your meter tested. Remember, the cost of testing the meter is typically refunded if the meter is found to be faulty.

Unbalanced voltage conditions in power supplies can indeed have significant effects, even if they are not immediately obvious. Let us explore why phase-to-phase voltages might not be relatively close to each other, despite phase-to-neutral voltages appearing balanced.

  1. Voltage Imbalance and Its Causes:
    • Voltage imbalance occurs when the voltages in a three-phase system are not equal. It can result from various factors:
      • Generation Faults: Issues in the power generation process can lead to voltage imbalances.
      • Unmatched Impedance: Transformer banks with unmatched impedance can cause imbalances.
      • Single-Phase Loads: Unevenly distributed single-phase loads across the three phases can create voltage imbalances. For example:
        • If one phase carries significantly more current due to single-phase motors or heating/cooling loads, the line-to-neutral voltage of that phase will be lower than the other two.
        • Similarly, if most of the load is connected over only two phases, one line-to-neutral voltage will be higher than the other two.
      • Unbalanced voltage affects both induction motors and electronic rectifiers.
  1. Effects on Induction Motors:
    • Motor Torque and Speed: Unbalanced voltage negatively impacts motor torque and speed.
    • Noise: Motors may produce excessive noise.
    • Current Imbalance: Voltage imbalance can lead to increased current imbalance.
    • Temperature Rise: The temperature rise due to voltage imbalance can be much greater than the percentage of imbalance itself.
  2. Why Phase-to-Phase Voltages May Differ:
    • Even if phase-to-neutral voltages appear balanced, phase-to-phase voltages can differ due to the specific load distribution.
    • Consider a scenario where:
      • Phase A has a higher load (more single-phase devices connected).
      • Phase B and C have relatively lower loads.
    • In this case:
      • The line-to-neutral voltage of Phase A will be lower.
      • The line-to-line voltages (Phase A-B and Phase A-C) will also differ.
    • Thus, phase-to-phase voltages may not be close to each other, even when phase-to-neutral voltages seem balanced.
  3. Practical Implications:
    • Unbalanced voltages can lead to equipment damage, motor inefficiencies, and increased network losses.
    • Monitoring phase-to-phase voltages is crucial to identify and address voltage imbalances.

Remember that maintaining balanced voltages across all three phases is essential for a stable and efficient power supply. If you encounter unbalanced conditions, further investigation is necessary to ensure the health of your electrical system.

A deep understanding of the complexities involved in electrical power systems and the importance of accurate billing are based on the actual power consumption. Concerns should be raised about the potential discrepancies in power distribution and billing, especially in the context of an unbalanced network where inefficiencies can lead to increased apparent power and potentially higher charges for consumers.

Here is a brief overview of the power types:

  • Real Power (P): This is the power that performs work in the circuit, such as running appliances or lighting. It is measured in watts (W) and is what consumers ideally should be billed for.
  • Reactive Power (Q): This power does not perform any real work; instead, it is used to maintain the electric and magnetic fields in inductive and capacitive loads. It is measured in volt-amperes reactive (VAR).
  • Apparent Power (S): This is the combination of real and reactive power and represents the total power supplied to the circuit. It is measured in volt-amperes (VA).

The relationship between these types of power can be represented by the formula:

In a perfectly balanced system, the real power would equal the apparent power, and there would be no reactive power. However, in practical systems, especially those that are unbalanced, the apparent power is typically higher due to the presence of reactive power.

If you are being billed solely on apparent power, it is possible that you are paying not only for the real power consumed but also for the inefficiencies of the system.

The document attached to this blog post contains a whole lot more detail concerning the unbalanced power network condition in Linden and Modderbee.

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