PERFORMANCE EVALUATION, MONITORING AND ASSESSMENT OF UTILITY COMPANIES, AND DEVELOPMENT OF KEY PERFORMANCE INDICATORS.

Transcription

1 PERFORMANCE EVALUATION, MONITORING AND ASSESSMENT OF UTILITY COMPANIES, AND DEVELOPMENT OF KEY PERFORMANCE INDICATORS. Submitted to by DR. WILLIAM GBONEY November,

2 Table of contents Chapter Pages Abbreviations 3 Executive Summary 4 1. Introduction 7 2. Performance Management Process 8 3. Identification of Key Performance Indicators Proposed Key Performance Indicators Financial Performnance Indicatots Commercial Performance Indicators Technical Performance Indicators Efficiency Performance Indicators Social Impact Indicatotors Proposed Initial s Rationale for ed KPIs Definition of Key Performance Indicators Information Reporting Requirements 19 1

3 Appendices Appendix A. Form 1A: Operational and Technical Data - Generation Licensee 20 Appendix B. Form 1B: Operational and Technical Data - Transmission Licensee 21 Appendix C. Form 1C: Operational and Technical Data - Distribution & Sales Licensee 22 Appendix D. Form 2: Import and Export - Transmission Licensee 23 Appendix E. Form 3: Customer Data 24 Appendix F. Form 4A: Data for Generation Plant Output, Sales, Billing, Collection 25 Appendix G. Form 4B:Data for Transmission Licensee-Purchase, Billing, Collection 26 Appendix H. Form 4C: Data for Distribution Licensee-Purchase, Sale, Billing, Collection 26 Appendix I. Form 5: Data on Accounts Receivable 27 Appendix J. Form 6A: Data on Wholesale Market Transactions - Energy Balance 28 Tables Table 3-1. Financial KPIs 10 Table 3-2. Commercial KPIs 10 Table 3-3 Technical KPIs 10 Table 3-4 Efficiency KPIs 11 Table 3-5 Social Impact KPIs 11 Table 3-6 Financial s 12 Table 3-7 Commercial s 12 Table 3-8 Technical s 12 Table 3-9 Efficiency s 13 Table 3-10 Social Impact s 13 Table 3-11 Rationale for Financial KPI ing 14 Table 3-12 Rationale for Commercial KPI ing 14 Table 3-13 Rationale for Technical KPI ing 15 Table 4-1 Definition of Financial KPIs 16 Table 4-2 Definition of Commercial KPIs 16 Table 4-3 Definition of Technical KPIs 17 Table 4-4 Definition of Efficiency KPIs 18 Table 4-5 Definition of Social Impact KPIs 18 Table 5-1 Summary of Data Reporting by Licensees 19 Figures Figure 2-1 Performance Management Process 8 2

4 Abbreviations CAIDI EBIT EBITDA GoR KPA KPI kwh MW RAB RURA SAIDI SAIFI Customer Average Interruption Duration Index Earnings Before Interest and Tax Earnings Before Interest, Tax, Depreciation and Amortization Government of Rwanda Key Performance Area Key Performance Indicator Kilowatt-hour Megawatt Regulatory Asset Base Rwanda Utilities Regulatory Authority System Average Interruption Duration Index System Average Interruption Frequency Index 3

5 Executive Summary The Rwanda Utilities Regulatory Authority (RURA), like all regulatory agencies, is required to continuously monitor and evaluate the operational performance (i.e. financial and technical) of the regulated utilities, towards achieving the overall energy policy goals of the Government of Rwanda (GoR). The objective of this document is therefore to develop the framework and define the parameters, which can be used by RURA to assess, monitor and evaluate the operational performance of the regulated power utilities. In developing the performance monitoring framework, the first task was to identify and define the Key Performance Areas (KPs), for which Key Performance Indicators (KPIs) need to be developed to monitor the utility company performance. Based on the Energy Policy goals, the following KPAs related to utility operations were identified: Achieve an efficient sector through higher Productive and Allocative efficiencies; Encourage investment, growth and financial sustainability of resources; Ensure sustainable use of resources; Ensure safe, reliable and security of supply; The KPIs have therefore been selected to cover the four afore-mentioned KPAs related to the following operational areas of the utility business: Financial; Commercial; Technical; Efficiency; Social Impact; For effective performance monitoring, the Indicators have been categorised into the following two groups: KPIs which can be ed: This refers to indicators which can be benchmarked based on best industry practice; KPIs which can be ed: This refers to KPIs which are difficult to benchmark during the initial period of implementation of the performance management programme. These indicators can however be tracked over a period of at least one years, after which RURA can set realistic benchmarks for performance monitoring. The complete list of KPIs covering the five operational areas of the utility business are summarised below. Financial KPIs. Indicator Return on RAB Operating Margin Current Ratio Gearing Ratio Interest Service Coverage Ratio Monitoring Type 4

6 Debt Service Coverage Ratio Commercial KPIs. Indicator Accounts Receivable (Debtor) Days Bad Debts Working Capital Operating Cost/Sales Revenue Collection Rate Revenue Growth Rate Monitoring Type Technical KPIs. Indicator Plant Availability Network Availability Capacity Factor Transmission Technical Losses Total Distribution System Losses Reserve Margin MWh of load shed due to breakdowns SAIFI SAIDI CAIDI Monitoring Type Efficiency KPIs. Indicator Number of customers per Installed capacity per Monitoring 5

7 Energy generated, transmitted or distributed per Energy distributed per customer Km. of network per Operating cost per Social Impact KPIs Indicator % of households electrified No. of applications for new connections No. of applications approved No. of rejected applications Connectivity Rate Monitoring In order to ensure effective monitoring system, a Performance Management Process has been recommended which will involve chain of events. This will allow for periodic performance meetings between the regulator and the licensees to review the initial targets, discuss the utility company s actual performance and fine-tune the benchmarks or KPIs, if necessary. The document also presents the definitions and the formula for calculating all the KPIs. Since effective performance monitoring depends on credible and reliable data, details of key information to be submitted by the utility companies for each segment of the electricity industry, are presented in the Appendix. 6

8 1. Introduction The Rwanda Utilities Regulatory Authority (RURA) in addition to reviewing and setting tariffs, is required to continuously monitor the operational performance and results of the regulated utilities. RURA is therefore required to assess, monitor and evaluate the performance of the utility companies towards achieving the overall energy policy goals of the Government of Rwanda (GoR). The purpose of this document is to develop the framework and define the parameters which can be used by RURA to assess, monitor and evaluate the operational performance of the regulated power utilities, towards achieving the overall energy sector policy goals. The energy policy goals as presented in the Final Draft Energy Policy (2014) are as follows: Increasing the supply of power generation in line with expected demand; Creating an enabling environment from increased private sector participation in energy supply and service provision; Encouraging and incentivizing more rational, efficient use of energy in public institutions, and amongst industrial and household end-users; Ensuring the sustainability of energy exploration, extraction, supply and consumption so as to prevent damage to the environment and habitats; Promoting safe, efficient and competitive production, procurement, transportation and distribution of energy; The above energy policy goals have been used to identify the following Key Performance Areas (KPAs), for which Key Performance Indicators (KPIs) would be developed to monitor and assess the performance of the regulated utility companies. Achieve an efficient sector through achieving higher Productive and Allocative Efficiencies; Encourage investment, growth and financial sustainability through private sector participation; Ensure sustainable use of resources; Ensure safe, reliable and security of supply and prevent damage to the environment; The KPIs have been selected to cover the four KPAs and going forward, the results of the performance assessment can feed into the tariff-setting review process, thus making RURA s tariff-setting process, performance or incentive-based. 7

9 2. Performance Management Process The Performance Management Process involves a chain of events which will allow for periodic performance meetings between the regulator and the licensees to review and fine-tune the initial targets and discuss the utility s actual performance. The outcome of such interactions will then feed into the performance management process to ensure that all the players have a very good understanding of what is involved. The proposed performance management process is depicted below in figure 2-1. Figure 2-1. Performance Management Process IDENTIFY KPAs AND DEFINE KPIs SET KPI BENCHMARKS REVIEW AND FINE- TUNE KPIs AND BENCHMARKS ANALYZE AND MEASURE UTILITY PERFORMANCE REVIEW ACTUAL PERFORMANCE AGAINST BENCHMARKS 8

10 3. Identification of Key Performance Indicators Even though the selection of the KPIs would be based on the four KPAs, the selection would also take cognizance of the following guiding principles and criteria: Data reliability; Impact of KPI on utility performance; Whether KPI is endogenous and can be controlled by the utility company; Whether Indicator is measurable; Whether Indicator is output-based; 3.1 Proposed Key Performance Indicators The selection of KPIs was based on intensive research on the subject, as well as international best practice in the electricity sector. The results of this exercise led to the categorisation of the KPIs into the following operational areas of the utility business: Financial; Commercial; Technical; Efficiency; Social Impact; For performance monitoring, the KPIs have been categorised into the following two groups: ing KPIs: Refer to indicators which can be benchmarked based on best industry practice; ing KPIs: Refer to KPIs which are difficult to benchmark during the initial period of implementation of the performance management programme. These indicators can however be tracked over a period of at least one year, after which RURA can then decide to set realistic benchmarks for performance monitoring. During the initial phase of implementation of the performance management programme, the Consultant would recommend that carefully selected KPIs are benchmarked for licensee performance monitoring. This approach would enable RURA to put more emphasis on results interpretation and learning so that going forward, the KPIs can be fine-tuned for setting of more robust benchmarks Financial Performance Indicators The proposed Financial KPIs for assessing and monitoring the performance of the licensees are shown below in Table

11 Table 3-1. Financial KPIs. Indicator Monitoring Generation Transmission Distribution & Supply Return on RAB EBIT or Operating Margin Current Ratio Gearing Ratio Interest Service Coverage Ratio Debt Service Coverage Ratio Commercial Performance Indicators The proposed commercial KPIs are shown in Table 3-2. Table 3-2. Commercial KPIs. Indicator Monitoring Generation Transmission Distribution & Sales Accounts Receivable (Debtor) Days Bad Debts Working Capital Operating Cost/Sales Revenue Collection Rate Revenue Growth Rate Technical Performance Indicators The technical KPIs proposed for performance evaluation and monitoring are summarised in Table 3-3. Table 3-3. Technical KPIs. Indicator Monitoring Generation Transmission Distribution & Sales Plant Availability Network Availability Capacity Factor Transmission Technical Loss 10

12 Total Distribution Losses Reserve Margin MWh of load shed due to breakdowns SAIFI SAIDI CAIDI Efficiency Performance Indicators The selected KPIs for monitoring the operational efficiency of the regulated utilities are summarised in Table 3-4 below. Table 3-4. Efficiency KPIs. Indicator Monitoring Generation Transmission Distribution & Sales Number of customers per 1. Installed capacity per Energy generated, transmitted or distributed per Energy distributed per customer Total Km. of network per Operating cost per Social Impact Indicators The proposed KPIs for assessing the social impact of utility performance are shown in Table 3-5. Table 3-5. Social Impact KPIs Indicator Monitoring Generation Transmission Distribution & Sales % of households electrified per year No. of applications for new connections 1 Report on disaggregated basis per segment. If not possible, report aggregated figures and explain the basis of staff number. 11

13 No. of applications approved per year No. of rejected applications 2 Connectivity Rate Proposed Initial s Table 3-6. Financial s. Indicator Monitoring Generation Transmission Distribution & Sales Return on RAB >5% >5% >5% Operating Margin 4 Current Ratio >1.5 >1.5 >1.5 Gearing Ratio >60% >60% >60% Interest Service >2.0 >2.0 >2.0 Coverage Ratio Debt Service >1.5 >1.5 >1.5 Coverage Table 3-7. Commercial s. Indicator Monitoring Generation Transmission Distribution & Sales Accounts Receivable <30 days <30 days <45 days (Debtor Days) Bad Debts <0.5% <0.5% <0.5% Working Capital Operating Cost/Sales <15% <20% <25% Revenue Collection >95% Rate Revenue Growth Rate Table 3-8. Technical s. Indicator Monitoring Generation Transmission Distribution & Sales Avge Plant Availability (To be reported per plant) >85% 2 Utility company to provide reasons for rejection of applications to enable the regulator know whether there are specific barriers faced by potential customers who want to be connected. 3 Gives an indication of the level of electricity coverage in the country. Also gives an indication of how the sector is performing in meeting the GoR s goal of enhancing population access to electricity. 4 Also known as Earnings Before Interest and Taxes. It is a key indicator of how effective the company is at controlling costs associated with the normal business operations and therefore a measure of profitability. It however excludes capital (i.e. investment) used to generate the profit. 12

14 Network Availability >95% >85% Capacity Factor >80% >80% Load Factor 5 Transmission <3% Technical Losses Total Distribution System Losses (Technical + Non- Technical) <20% Reserve Margin 6 MWh of load shed due to breakdowns SAIFI SAIDI CAIDI Table 3-9. Efficiency s. Indicator Monitoring Generation Transmission Distribution & Sales Number of customers per Installed capacity per Energy generated, transmitted or distributed per Energy distributed per customer Km. of network per Operating cost per Table Social Impact s Indicator Monitoring Generation Transmission Distribution & Sales % of households electrified annually No. of applications for new connections 5 The load factor gives an indication of the load profile that the network company faces. It is a measure of how steady an electrical load is. Defined as the ratio of the average load over the peak load in a specified time period. 6 The reserve margin measures the adequacy of available generation capacity against the system peak capacity. A reserve margin which falls within an acceptable range means the system has adequate generation capacity to keep load-shedding and blackouts to within acceptable levels, without necessarily over-investing. 13

15 No. of applications approved No. of rejected applications Connectivity Rate 3.3 Rationale for ed KPIs The rationale for benchmarking the selected KPIs are presented in the table below. Table Rationale for Financial KPI ing. Indicator Monitoring Rationale Return on RAB This indicator is used to ascertain whether the licensee has earned a reasonable return on its regulatory asset base. This is computed using EBIT or the operating profit. Current Ratio Gives an indication of a company s ability to meet its short-term financial obligations. Gearing Ratio Gives an indication of the financial structure of the company regarding the amount of debt in the capital structure of the firm Interest Service Coverage Ratio Debt Service Coverage Ratio Gives an indication whether the company has the capacity to pay its interest payments on its debt. It also measures the number of times a company would be able to make interest payments on its debts. It therefore gives an index of the financial strength of the company. Gives an indication of the company s capacity to meet its interest and principal payments. This KPI gives an indication of the cash producing ability of the company to cover its debt payment. A higher debt service cover ratio implies it is more likely for the company to obtain a loan Table Rationale for Commercial KPI ing. Indicator Monitoring Rationale Accounts Receivable (Debtor) Days This KPI gives the number of days it takes the company to collect its receivables. It is therefore a good performance indicator for measuring the company s revenue collection effectiveness Bad Debts This KPI gives an indication of receivables which have been written off. The indicator is therefore crucial in the company s management of outstanding accounts. It therefore measures the commercial effectiveness of the utility company 14

16 Operating Cost/Sales Revenue Collection Rate This is an important indicator because it measures the overall operating efficiency of the company. For the network sector (i.e. transmission and distribution), this ratio is influenced by the network characteristics, population density etc. and therefore this benchmark may have to be fine-tuned after the initial year of operationalizing the performance management system This indicator gives the percentage of billed electricity sales which is collected as revenue. It is therefore a measure of the firm s revenue collection effectiveness. Table Rationale for Technical KPI ing. Indicator Monitoring Rationale Plant Availability This indicator measures the amount of time the plant is able to produce electricity within a certain period, relative to the total amount of time in that period. Plant availability therefore gives an indication of the effectiveness of the operations and maintenance of the power plants. Network Availability This KPI gives the available number of hours of the network, measured against the total number of hours in a given period. This indicator can therefore be used to incentivise network operators to maintain high network availability and reliability and ensure minimum level of unsupplied energy. Capacity Factor The KPI gives indication of the actual electricity produced by a power plant, relative to the maximum it could produce at continuous full power operations during the same period. It thus measures the actual plant output relative to its potential output. Transmission Technical Losses Total Distribution System Losses (Technical + Non-Technical) Transmission technical loss level gives an indication of the network operations management of line losses and efficiency. Even though line losses are caused by the physical properties of the transmission system, they can nevertheless be controlled through good operational and maintenance practices, as well as good network design The total distribution system loss indicator measures the total amount of loss comprising technical losses through to illegal connections or theft, metering deficiencies and billing errors. 15

17 4. Definition of Key Performance Indicators The definition for the KPIs are provided in the tables below. Table 4-1 Definition of Financial KPIs Indicator Unit Definition Return on RAB % {Operating Profit or EBIT } X 100% {Average RAB} Operating Margin % {Revenue (Electricity Purchases + O&M)} X 100% Revenue Current Ratio Ratio Current Assets Current Liabilities Gearing Ratio Ratio Long Term Debt Total Capital Interest Service Coverage Ratio Debt Service Coverage Ratio Ratio or No. of Times Ratio or No. of Times EBIT Interest Payment EBIT (Interest Payment + Principal Payment) Table 4-2. Definition of Commercial KPIs Indicator Unit Definition Accounts Receivable (Debtor) Days Days {Accounts Receivable at end of period} x 365 days {Total Electricity Sales for period} Bad Debts % {Bad Debts Written Off During Period} x 100% {Total Revenue for Period} Working Capital % (Current Assets Current Liabilities ) x 100% Total Operating Cost (excluding power purchase, depreciation & interest payment) Operating Cost/Sales % {Total Operating Cost (excluding power purchase, depreciation & interest payment)} x 100% {Total Sales Revenue} Revenue Collection % {Total Revenue Collection} x 100% {Total Electricity Sold} 16

18 Revenue Growth Rate % {Total Revenue Year t+1 - Total Revenue Year} x 100% {Total Revenue Year t } Table 4-3. Definition of Technical KPIs Indicator Unit Definition Plant Availability % {Available Capacity x Hours of Availability during period} x100% Installed Capacity x 365 days x 24 hours Average Network Availability % Sum of Available Hours of each circuit Number of circuits in the system x No. of Hours in a period Capacity Factor % {MWh Generated or Transmitted} x 100% {Installed or Design Capacity x 365 days x 24 hours} Load Factor % Energy Consumed (MWh) Max Power (MW) X Number of Hours within the period Transmission Technical Loss % {Total Metered Energy at the Point of Injection Amount of Energy at Withdrawal Point}/Total Energy at Point of Injection Total Distribution System Losses % {Energy Input into Distribution System Energy Billed} X 100% Metered Energy Received into Distribution System Reserve Margin % {Available Supply Capacity Peak Demand} x 100% Available Supply Capacity MW of Load Shed Due to Forced Outages MWh MWh shed during forced outages during period under review and reasons, provided by licensee SAIFI No. Total Number of Customer Interruptions during period* Total Number of Connected Customers SAIDI Minutes Sum of Duration of Customer Interruptions (Mins.)* Total Number of Connected Customers CAIDI Minutes/ Interruption Sum of all Customer Interruption Duration* Total Number of Customer Interruptions = SAIDI SAIFI *: Recommends that RURA monitor these KPIs at distribution level, during initial phase of the programme. 17

19 Table 4-4. Definition of Efficiency KPIs. Indicator Unit Definition Number Number of customers per Installed capacity per MW/Employee Total Number of customers at end of period Total Number of s at end of period Total Installed Capacity at end of period Total Number of Employees at end of period Energy generated, transmitted or distributed per Energy generated, transmitted or distributed per customer Km. of network per customer MWh/Employee MWh/Customer Km/Customer Total Amount of Energy at end of period Total Number of Employees at end of period Total Amount of Energy at end of period Total Number of Customers at end of period Total Km. of Network Length Total Number of Customers Operating Cost per % Total Operating Cost (Excl. power purchases, depreciation & Interest Payment) x 100% Total Number of s at end of period Table 4-5. Definition of Social Impact KPIs Indicator Unit Definition Number of households electrified annually Number of applications for new connections Number of applications approved % Number of new domestic connections at end of year x 100% Total number of domestic connections for entire system Number Number Index Total number of applications: Domestic and non-domestic Total number of applications approved: Domestic and nondomestic defined by: Acceptance Index = Number of Applications Approved Number of Applications Submitted Total number of rejected applications with reasons 7 : Domestic and non-domestic Number of rejected Number applications Connectivity Rate % (No. of Connected Households x Avge. Household Popul.)x100 Total Population in the country 7 Will enable the regulator know whether there are specific barriers which hinder the connection of potential customers, and which must be addressed. 18

20 5. Information Reporting Requirements In order to effectively monitor the licensees operational performance, RURA needs to develop the necessary information requirements, which must be supplied by the utility companies on quarterly basis, and in a specified format. This will make it possible for RURA to properly assess the financial and operating performance of the utility companies using the KPIs and reduce the degree of information asymmetry between the regulator and the regulated companies. The licensees are required to submit the data and other information in the prescribed format in both electronic form and in a hard copy report. The recommended data requirements are summarized below in Table 5-1, while details for each reporting item are annexed in Appendices A to J. Table 5-1 Summary of Data Reporting by Licensees Form Description Generation Transmission Distribution/Sales System Operator 1 Operational and Technical Data (Quarterly) 2 Import and Export Transactions (Quarterly) 3 Customer Data (Quarterly) 4 Purchases, Sales Billing and Collection (Quarterly) 5. Power Station Output (Quarterly) 6. Accounts Receivable (Quarterly) 19

21 APPENDICES. Appendix A. Form 1A: Operational and Technical Data - Generation Licensees Name of Licensee: Data For Quarter of No Data/Indices Unit 1 Energy Generation: Plant 1: Plant 2: Plant 3: Plant 4: Plant 5: Plant 6: Plant 7: Plant 8: MWh 2 Total Installed Capacity MW 3 Electricity Sales Revenue RWF, Million 4 Revenue from other Sources RWF, Million 5 Total Revenue RWF, Million 6 Total Cost: Fuel RWF, Million 7 Total Cost: Non - Fuel RWF, Million 8 Operational Profit/Loss RWF, Million 9 Unit Electricity Cost (Average) RWF/kWh 10 Total No. of Employees Persons 11 Fixed Assets (Gross) RWF, Million 12 Accumulated Depreciation RWF, Million 13 Net Fixed Assets RWF, Million 14 Accounts Payable RWF, Million 15 Accounts Receivable RWF, Million 16 Thermal Plant Heat Rate per plant Btu/kWh 17 O&M RWF, Million 18 Major Repair works RWF, Million 19 Capital Investment (Own Investment) RWF, Million 20 Government Investment 21 DSM Expenses RWF, Million 22 Number of Breakdowns No. 23 Undistributed Energy due to Breakdown MWh Last Year Quarter's Performance (Same Qtr.) Planned Actual 20

22 Appendix B. Form 1B: Operational and Technical Data - Transmission Licensees Name of Licensee: Data for Quarter of No. Data/Indices Unit Last Year (Same Qtr.) Current Quarter Current Quarter 1 2 Electricity Purchased from Domestic Generators Average price of electricity purchased from Domestic Generators MWh MWh 3 Imported Electricity MWh System Peak Capacity 4 Price of imported electricity: a. b. c. MW US cents/kwh 5 Exported Electricity MWh US 6 Price of exported electricity cents/kwh 7 Own/Substation Use MWh 8 Transmission Network Loss MWh 9 Transmission Network Loss % 10 Electricity Sold MWh 11 O&M RWF, Million 12 Operational Profit/Loss RWF, Million 13 Number of s Persons 14 Gross Fixed Assets RWF, Million 15 Accumulated Depreciation RWF, Million 16 Net Fixed Assets RWF, Million 17 Current Assets RWF, Million 18 Accounts Payable: RWF. Million a. electricity b. Others 19 Accounts Receivable: a. electricity b. Others Number of Transmission system breakdowns Breakdowns which affected generation RWF, Million Number Number Planned Actual 21

23 Breakdowns and undistributed energy Capital Investment (Own Investment) Government investment MWh RWF, Millions RWF, Millions 25 System Peak Load MW 26 Number of applications for new connections Number 27 Equivalent Load due to applications for new connections MW 28 Number of approved applications No. 29 Approved Load MW 30 Number of rejected applications No. Appendix C. Licensee Form 1C: Operational and Technical Data: Distribution/Sales Name of Licensee: Data for Quarter of No Data / Indices Unit Last Year Current Qtr. Current Qtr. 1 Electricity Purchased: Grid Connections (Conventional) MWh 2 Electricity Purchased: Off - Grid MWh 3 Average Purchase Price: Grid Connection RWF/KWh 4 Average Purchase price: Off grid MWh 5 Technical Losses MWh 6 Technical Losses % 7 Non-Technical MWh 8 Non-Technical Losses % 9 Electricity Sold MWh 10 Electricity Billed and Sold RWF, Million 11 Collection from Sales RWF, Million 12 Average Selling Price RWF/kWh 13 O&M Cost RWF, Million 14 Operational Profit/Loss RWF, Million 15 Number of s Persons 16 Gross Fixed Assets RWF, Million 17 Accumulated Depreciation RWF, Million 18 Net Fixed Assets RWF, Million 19 Current Assets RWF, Million 20 Working Capital RWF, Million 21 Account Payable: RWF, Million (Same Qtr.) Planned Actual 22

24 22 Account Receivable: RWF, Million a. Electricity b. Others 23 Own Capital Investment RWF, Million 24 Government investment RWF, Million 25 Customer Contribution RWF, Million 26 DSM Related Expenses RWF, Million 27 Number of forced outages Number 28 Undistributed electricity due to forced outages MWh 29 Number of applications for new connections Number 30 Number of approved applications Number 31 Equivalent Approved Load MW 32 Number of rejected applications No. Appendix D. Form 2: Import and Export - Transmission Licensee Name of Licensee: Data for Quarter of No. Data/Indices Unit 1st Month 2nd Month 3rd Month TOTAL 1 Imported Electricity (Energy) MWh Imported Electricity 2 (Capacity) MW 3 Exported Electricity MWh 4 Net Imported Electricity for payment MWh 5 Payment for imported electricity: a. Capacity Payment US$/KW/Month b. Energy Payment UScents/KWh Total Payment for imported electricity US$, Million Revenue from exported electricity: a. Capacity tariff US$ Million b. Energy tariff US$ Million Total Revenue from exported electricity US$ Million of Quarter of Quarter of Quarter 23

25 Appendix E. Form 3: Customer Data Name of Licensee: Data for Quarter of No. Customer Class 1st Qtr. 2nd Qtr. 3rd Qtr. Total 1. Domestic/Residential: 2. Non-Residential: 3. Industrial: a. Low Voltage b. Medium Voltage c. High Voltage Total: 6. Billed Electricity: a. Domestic/Resid. (MWh) b. Non-Residential (MWh) c. Industrial (LV) - MWh d. Industrial (MV) - MWh e. Industrial (HV ) - MWh 6 Electricity Sales Collection: a. Domestic - MWh b. Non-Residential - MWh c. Industrial (LV) - MWh d. Industrial (MV) - MWh e. Industrial (HV ) - MWh 24

26 Appendix F. Collection. Form 4A: Data for Generation Plant Output, Sales, Billing and Name of Licensee: Data for Quarter of No. Data/Indices Unit 1st Month 2nd Month 3rd Month 1 2 Electricity Generated: Plant 1: Plant 2: Plant 3: Plant 4: Plant 5 Plant 6: Plant 7: Plant 8: Average Selling Price to Transmission MWh RWF/KWh 3 Billing To: RWF,Million a. Transmission Network Planned Achieved Planned Achieved Planned Achieved 4 Total Revenue: RWF,Million a. Transmission Network b. Others 5 Revenue Collection Rate % 25

27 Appendix G. Form 4B: Data for Transmission Licensee - Purchases, Sales, Billing and Collection Data for Quarter of No Data/Indices Unit 1st Month 2nd Month 3rd Month 1 Total Electricity Purchased from Generation MWh 2 Technical Losses MWh 3 Technical Losses % 4 Electricity Transmitted and sold MWh 5 Average Transmission Price RWF/KWh 6 Billed Electricity RWF,Million 7 Collection RWF,Million 8 Collection Rate % 9 Payment to Generators RWF,Million Planned Achieved Planned Achieved Planned Achieved Appendix H. Form 4C: Data for Distribution Licensee - Purchases, Sales, Billing and Collection. Data for Quarter 0f No Data/Indices Unit 1st Month 2nd Month 3rd Month 1 Electricity Purchased MWh 2 Technical Losses MWh 3 Technical Losses % 4 Commercial Losses MWh 5 Commercial Losses % 6 Distributed Electricity MWh 7 Average Price RWF/kWh 8 Billed Electricity RWF, Million 9 Collection RWF, Million 10 Collection Rate % 11 Payment to Transmission RWF, Million Network Operator/Generator Planned Achieved Planned Achieved Planned Achieved 26

28 Appendix I. Form 5: Data on Accounts Receivable Name of Licensee: Account Receivable for Quarter of No. 1 Account Receivable From: Residential/Domestic Customers Account Receivable Beginning Balance Ending Balance (Last Year) (Current Period) (Current Period) Million, RWF Million, RWF Million, RWF Change in Current Period. 2 Non-Residential 3 Industrial Customers: 4 a. Low Voltage b. Medium Voltage c. High Voltage Others (i.e. Street Lighting) Total ( ) 27

29 Appendix J. Form 6: Data on Wholesale Market Transactions-Energy Balance Name of Transmission Licensee (System Operator): Wholesale Market data for Quarter of No Activity Energy Balance (MWh) 1 Net System Generation Output: Plant 1: Plant 2: Plant 3: Plant 4: Plant 5: Plant 6: Plant 7: Plant 8: 2 Sales to Transmission Licensee /System Operator 3 Transmission Network Losses 4 Sales to Distribution System 5 Distribution System Network Losses 28