Tag Archives: South Africa Power

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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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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