Though the prime focus of activities would be at the actual installations that are affected due to impending or actual event, a comprehensive disaster management system should be in place with initiatives/support at regional and central level especially in case of major disasters affecting the plant, installation or site. It is necessary to have an integrated approach at the national level to monitor and meet the various situations arising out of the crisis in the power sector.
A 4-tier structure should be in place for the purpose (Fig.) with intervention and response depending on the severity of the disaster/calamity. Natural calamities may be broadly grouped into major and minor types depending upon their potential to cause damage to human life and property. While the central and regional level interventions are necessitated for major calamities, the state and local agencies should respond to minor incidents. Disaster management groups should be set up at all levels.
A 4-tier structure should be in place for the purpose (Fig.) with intervention and response depending on the severity of the disaster/calamity. Natural calamities may be broadly grouped into major and minor types depending upon their potential to cause damage to human life and property. While the central and regional level interventions are necessitated for major calamities, the state and local agencies should respond to minor incidents. Disaster management groups should be set up at all levels.
Constitution of Disaster Management Groups
The responsibilities of Disaster Management Groups up to the State level are described below:
A. Central Level Disaster Management Group (CDMG)
Responsibilities
• To facilitate development of comprehensive disaster management plan and policy formulations at the national level.
• To facilitate support from other national and state level agencies.
• To coordinate the assistance in terms of human resources and materials at the national level.
• To act as information source desk for all related developments in the event of a disaster.
B. Regional Level Disaster Management Group (RDMG)
Responsibilities
• To provide inter-state emergency and start up power supply.
• To coordinate early restoration of transmission system.
• To participate in damage assessment.
• To facilitate resource movement to affected state(s) from other regional states.
C. State Level Disaster Management Group (SDMG)
Responsibilities
• To mobilize resources for restoration
• To ensure that disaster management plans are in place.
• To mobilize financial resources.
• To facilitate inter-agency support.
• To coordinate information.
• To facilitate damage assessment.
The responsibilities of Disaster Management Groups up to the State level are described below:
A. Central Level Disaster Management Group (CDMG)
Responsibilities
• To facilitate development of comprehensive disaster management plan and policy formulations at the national level.
• To facilitate support from other national and state level agencies.
• To coordinate the assistance in terms of human resources and materials at the national level.
• To act as information source desk for all related developments in the event of a disaster.
B. Regional Level Disaster Management Group (RDMG)
Responsibilities
• To provide inter-state emergency and start up power supply.
• To coordinate early restoration of transmission system.
• To participate in damage assessment.
• To facilitate resource movement to affected state(s) from other regional states.
C. State Level Disaster Management Group (SDMG)
Responsibilities
• To mobilize resources for restoration
• To ensure that disaster management plans are in place.
• To mobilize financial resources.
• To facilitate inter-agency support.
• To coordinate information.
• To facilitate damage assessment.
 |
| Structure of the Disaster Management System |
Setting up of Control Rooms
A three-tier controlling system may be set up for disaster management:
• Central Control Room with headquarters at Delhi.
• Regional/State level Control Room to be located at a convenient place in the region/State.
• Power Station / Grid substation level Control Room.
These Control Rooms should work in a well coordinated manner. The main objectives of these control rooms should be to pool up all the possible 100resources to ensure continuity of power supply in the country. The control rooms should have:
• fast communication facilities for exchanging and updating information.(Direct hot line communication and equipment have to be provided for this purpose).
• list of minimum workforce required for continuous operation and maintenance of a particular utility on 24 hours basis with 2 or 3 shifts operation. (A complete list of the personnel/experts at national/ regional level for the operation and maintenance of the utilities should be maintained so that in case of emergency, the experts may be sent for quick fault finding and restoration of power supply.)
Regular mock exercises for different types of crisis should be monitored by these control rooms to achieve the best possible response and efficiency of services under disturbed condition.Since the plant level emergency management group shoulders the major responsibility in disaster management, we would like to deal with its role and responsibilities in some detail. But before that, we
Plant Level Emergency Management Group
A. Responsibilities
• To direct actions within the affected area taking into consideration the priorities for safety of plant / installation, personnel, minimize damage to plant and equipment, property and the environment.
• To direct fire and security personnel for immediate action.
• To ensure that all non-essential workers / staff in the affected area are evacuated to safer places.
• To set up communication points.
• To report all developments and requirements / assistance needed.
• To preserve all evidence in order to facilitate any inquiry into the factors and circumstances which caused or escalated the emergency
• To coordinate with the District Administration for necessary financial, medical assistance and maintenance of law and order, etc.
B. Damage Assessment
Immediately following a disaster, an initial damage assessment must be performed by the plant level emergency management group (EMG) to assess the impact of disaster on the electrical infrastructure. The assessment should provide a rough estimate of the type and the extent of damages, including probable cost and the need for financial assistance.When the information has been collected it should be transmitted to the State and the Central Government. Once the State receives the preliminary damage assessment information, the State and the Central Government teams have to initiate a joint damage assessment. The jointdamage assessment team comprising local, State and Central Government officials would conduct the assessment to determine the area of impact, the severity and magnitude of damage and the resulting unmet needs of the substations/transmission systems, etc. When the State and local resources are inadequate to effectively respond to an emergency or disaster, the Central assistance should be sought by the State.
C. Alert Notification
Depending upon the nature of emergency, the EMG should be put on high alert. The following actions should be taken in this respect:
i) Pre-Alert Notification: This type of notification is mainly used for disseminating an important piece of information concerning slowly developing emergencies which can either be rectified or would take some time before they turn into a disaster.
ii) Alert Notification: An alert notification implies that although a disaster is not imminent, aggravation of the situation could lead to crisis unless conditions improve. Plant Level EMG and local officials should be alerted that an unsafe situation is developing.
iii) Warning Notification: A warning notification implies that a disaster is imminent; an advance action may be initiated for minimizing the damages/ rescue operations. The warning notification, indicating the magnitude of disaster should be communicated to other concerned in the region.
iv) Notification Responsibility: In case of developing crisis situation, the project authorities are responsible for issuing proper notification to District / State / Central level agencies, depending upon the severity of the disaster.
For effective preparedness to face the disasters and to avoid last minute arrangements in panic conditions, the following aspects should be covered as an organisational practice:
• Well-documented emergency plans.
• Data on availability of resources and buffer stocks of restoration materials.
• Identification of key personnel: with their skills and experience on the disaster management.
• Allocation of budget for emergencies.
• “Delegation of Power” at various levels for disaster conditions.
• Mutual assistance agreements signed by all power utilities for sharing
men and material resources on demand.
The EMG should maintain the following:
• Safety data pertaining to all hazardous materials likely to cause emergency.
• Procedure of major and special fire fighting, rescue operations, first aid, etc.
• Procedures for tackling harmful gases and other chemical leakages.
• Emergency call out list of persons drafted for emergency control, key personnel, fire safety, first aid, Medical, Security, Police and District
Administration Authorities.
• Emergency manuals, Blown up area maps, District Phone directory, Public address system, Emergency lights, etc.
• Identification of personnel for mock drills and training.
E. Post Disaster Response and Recovery Stage
The following features need to be kept in mind for an efficient recovery system:
• Clear hierarchy of command system.
• Mobilization of damage assessment teams.
• Mobilization of teams for establishment of base camps /infrastructure.
• Officer for communication with the outside environment / press etc.
• Predefined staff for coordination with other agencies for restoration.
• Management of funds and resources.
Well documented steps and codes of instructions should be created for pre- disaster preparedness stage and the post-response and recovery stage.Approved financial resources, tools and equipment, communication system and infrastructure facilities, etc., must be provided for field personnel. It should be possible to mobilize these immediately for avoiding the delays and additional coordination constraints.
It is very important that an analysis and identification of lessons learnt is carried out after a disaster has occurred and every thing has been restored to normal. It should be followed by a workshop with the participation of all stakeholders. The purpose is to take stock of what worked and what did not work, and identify gaps in the current system and specific ways of improving disaster preparedness. This should be followed by the preparation of updated Disaster preparedness plans.
A three-tier controlling system may be set up for disaster management:
• Central Control Room with headquarters at Delhi.
• Regional/State level Control Room to be located at a convenient place in the region/State.
• Power Station / Grid substation level Control Room.
These Control Rooms should work in a well coordinated manner. The main objectives of these control rooms should be to pool up all the possible 100resources to ensure continuity of power supply in the country. The control rooms should have:
• fast communication facilities for exchanging and updating information.(Direct hot line communication and equipment have to be provided for this purpose).
• list of minimum workforce required for continuous operation and maintenance of a particular utility on 24 hours basis with 2 or 3 shifts operation. (A complete list of the personnel/experts at national/ regional level for the operation and maintenance of the utilities should be maintained so that in case of emergency, the experts may be sent for quick fault finding and restoration of power supply.)
Regular mock exercises for different types of crisis should be monitored by these control rooms to achieve the best possible response and efficiency of services under disturbed condition.Since the plant level emergency management group shoulders the major responsibility in disaster management, we would like to deal with its role and responsibilities in some detail. But before that, we
Plant Level Emergency Management Group
A. Responsibilities
• To direct actions within the affected area taking into consideration the priorities for safety of plant / installation, personnel, minimize damage to plant and equipment, property and the environment.
• To direct fire and security personnel for immediate action.
• To ensure that all non-essential workers / staff in the affected area are evacuated to safer places.
• To set up communication points.
• To report all developments and requirements / assistance needed.
• To preserve all evidence in order to facilitate any inquiry into the factors and circumstances which caused or escalated the emergency
• To coordinate with the District Administration for necessary financial, medical assistance and maintenance of law and order, etc.
B. Damage Assessment
Immediately following a disaster, an initial damage assessment must be performed by the plant level emergency management group (EMG) to assess the impact of disaster on the electrical infrastructure. The assessment should provide a rough estimate of the type and the extent of damages, including probable cost and the need for financial assistance.When the information has been collected it should be transmitted to the State and the Central Government. Once the State receives the preliminary damage assessment information, the State and the Central Government teams have to initiate a joint damage assessment. The jointdamage assessment team comprising local, State and Central Government officials would conduct the assessment to determine the area of impact, the severity and magnitude of damage and the resulting unmet needs of the substations/transmission systems, etc. When the State and local resources are inadequate to effectively respond to an emergency or disaster, the Central assistance should be sought by the State.
C. Alert Notification
Depending upon the nature of emergency, the EMG should be put on high alert. The following actions should be taken in this respect:
i) Pre-Alert Notification: This type of notification is mainly used for disseminating an important piece of information concerning slowly developing emergencies which can either be rectified or would take some time before they turn into a disaster.
ii) Alert Notification: An alert notification implies that although a disaster is not imminent, aggravation of the situation could lead to crisis unless conditions improve. Plant Level EMG and local officials should be alerted that an unsafe situation is developing.
iii) Warning Notification: A warning notification implies that a disaster is imminent; an advance action may be initiated for minimizing the damages/ rescue operations. The warning notification, indicating the magnitude of disaster should be communicated to other concerned in the region.
iv) Notification Responsibility: In case of developing crisis situation, the project authorities are responsible for issuing proper notification to District / State / Central level agencies, depending upon the severity of the disaster.
For effective preparedness to face the disasters and to avoid last minute arrangements in panic conditions, the following aspects should be covered as an organisational practice:
• Well-documented emergency plans.
• Data on availability of resources and buffer stocks of restoration materials.
• Identification of key personnel: with their skills and experience on the disaster management.
• Allocation of budget for emergencies.
• “Delegation of Power” at various levels for disaster conditions.
• Mutual assistance agreements signed by all power utilities for sharing
men and material resources on demand.
The EMG should maintain the following:
• Safety data pertaining to all hazardous materials likely to cause emergency.
• Procedure of major and special fire fighting, rescue operations, first aid, etc.
• Procedures for tackling harmful gases and other chemical leakages.
• Emergency call out list of persons drafted for emergency control, key personnel, fire safety, first aid, Medical, Security, Police and District
Administration Authorities.
• Emergency manuals, Blown up area maps, District Phone directory, Public address system, Emergency lights, etc.
• Identification of personnel for mock drills and training.
E. Post Disaster Response and Recovery Stage
The following features need to be kept in mind for an efficient recovery system:
• Clear hierarchy of command system.
• Mobilization of damage assessment teams.
• Mobilization of teams for establishment of base camps /infrastructure.
• Officer for communication with the outside environment / press etc.
• Predefined staff for coordination with other agencies for restoration.
• Management of funds and resources.
Well documented steps and codes of instructions should be created for pre- disaster preparedness stage and the post-response and recovery stage.Approved financial resources, tools and equipment, communication system and infrastructure facilities, etc., must be provided for field personnel. It should be possible to mobilize these immediately for avoiding the delays and additional coordination constraints.
It is very important that an analysis and identification of lessons learnt is carried out after a disaster has occurred and every thing has been restored to normal. It should be followed by a workshop with the participation of all stakeholders. The purpose is to take stock of what worked and what did not work, and identify gaps in the current system and specific ways of improving disaster preparedness. This should be followed by the preparation of updated Disaster preparedness plans.
Measures for Quick Restoration of Power Supply
The following measures are required for quick restoration of power:
• The start-up procedure for the generating units should be known to everyone and working level personnel should start the machines without referring to or waiting for management’s consent during the crisis.
• Shift duty personnel should be detained till the restoration process is completed before handing over charge to next shift.
• Survival / Auxiliary / Start-up power should be provided to the collapsed system till requirement on priority basis and power should be utilized for other purposes only after meeting these power requirements.
• Priority should be accorded in restoration as under:
survival/start-up power to nuclear units;
survival power to deep mines;
restoration of power supply to generating stations and Load Dispatch Centre(s);
start-up power to hydro and gas units; and
formation of self-sustaining islands around the generating stations as per laid down procedure.• Area Load Dispatch concept should be adopted during start-up to avoid jamming of communication system as well as for ease in decision making.
• A list of telephone numbers of all the substations with STD codes should be available as communication is the essential requirement and time is the essence during the restoration process.
• Loading of generator supplying the start-up power should not exceed 80% of its capacity. Efforts should be made to keep the generator operating on lagging side; if not possible, at least to near unity power factor.
The following measures are required for quick restoration of power:
• The start-up procedure for the generating units should be known to everyone and working level personnel should start the machines without referring to or waiting for management’s consent during the crisis.
• Shift duty personnel should be detained till the restoration process is completed before handing over charge to next shift.
• Survival / Auxiliary / Start-up power should be provided to the collapsed system till requirement on priority basis and power should be utilized for other purposes only after meeting these power requirements.
• Priority should be accorded in restoration as under:
survival/start-up power to nuclear units;
survival power to deep mines;
restoration of power supply to generating stations and Load Dispatch Centre(s);
start-up power to hydro and gas units; and
formation of self-sustaining islands around the generating stations as per laid down procedure.• Area Load Dispatch concept should be adopted during start-up to avoid jamming of communication system as well as for ease in decision making.
• A list of telephone numbers of all the substations with STD codes should be available as communication is the essential requirement and time is the essence during the restoration process.
• Loading of generator supplying the start-up power should not exceed 80% of its capacity. Efforts should be made to keep the generator operating on lagging side; if not possible, at least to near unity power factor.
 |
| Priorities for Restoring Power Supply |
A. Restoration of Transmission Lines
Transmission lines are the arteries of the Electricity Grid and these are most prone to damage due to earthquake, cyclone, terrorist attack, flood,etc. The following points should be considered for handling disasters:
• Disaster Management Groups should be constituted at SEB level.
• Intimation regarding movement of personnel to disaster site should suffice and no sanction / approval from their standing hierarchy should be required.
• In every utility, looking after O&M of transmission lines, section-wise responsibility should be clearly defined and they should have
contingency plan for various emergencies. The process of restoration guidelines under different conditions should be laid down and all the documents should be made available to all the Disaster Management Committee/Task Force members.
• The substation and other control centres should have details of the key front line personnel/task force members who are identified for handling the restoration process in the event of disaster so that deployment of these personnel to the affected areas can be made without any delay.
• Availability of all the resources meant for tackling the disaster/restoration process should be listed and the same should be
available to the concerned members.
• Strategic locations should be decided for spares on centralized/ regional/zone wise.
• In case of advance warning, the restoration team should reach the convenient place nearest to the expected affected area in order to
reach the spot at the earliest. The team would assess the extent of damage and inform the higher coordinating authorities.
• Alternate feed point should be identified for traction, defence locations and other important areas.
B. Restoration of Substations
Substations are the nerve centres of the Electricity Grid. In case of any disaster the preparedness of the substations for restoration is a must.
The following points need to be considered for handling various eventualities:
• Every utility owning and operating the substations should carry out an in-depth analysis of all the possible contingencies and should prepare plans for such contingencies.
• Standing instructions should be available in written form at each substation to take care of various contingencies.
• Alternate communications system should be available with every key substation,
• The power backup facilities like D.G. Set and inverter should be maintained properly and checked periodically for readiness of
operation in case of any emergency.
• Each substation should follow the instructions given by concerned SLDC, RLDC and other coordination agencies.
• The fire fighting equipment and the bore wells should be maintained and checked periodically. Mock fire fighting exercises should be done on regular basis.
• The transportation arrangements in case of any emergency should be decided in advance.
Facilities Required to Tackle Any Disaster
We now describe the facilities considered necessary for preventing and minimizing the impact of disasters.
A. Recovery Equipment and Spares Inventory: It is necessary to have an inventory of recovery equipment and spares available with various power utilities and their location so that these could be pressed into service within the shortest possible time.
Transmission lines are the arteries of the Electricity Grid and these are most prone to damage due to earthquake, cyclone, terrorist attack, flood,etc. The following points should be considered for handling disasters:
• Disaster Management Groups should be constituted at SEB level.
• Intimation regarding movement of personnel to disaster site should suffice and no sanction / approval from their standing hierarchy should be required.
• In every utility, looking after O&M of transmission lines, section-wise responsibility should be clearly defined and they should have
contingency plan for various emergencies. The process of restoration guidelines under different conditions should be laid down and all the documents should be made available to all the Disaster Management Committee/Task Force members.
• The substation and other control centres should have details of the key front line personnel/task force members who are identified for handling the restoration process in the event of disaster so that deployment of these personnel to the affected areas can be made without any delay.
• Availability of all the resources meant for tackling the disaster/restoration process should be listed and the same should be
available to the concerned members.
• Strategic locations should be decided for spares on centralized/ regional/zone wise.
• In case of advance warning, the restoration team should reach the convenient place nearest to the expected affected area in order to
reach the spot at the earliest. The team would assess the extent of damage and inform the higher coordinating authorities.
• Alternate feed point should be identified for traction, defence locations and other important areas.
B. Restoration of Substations
Substations are the nerve centres of the Electricity Grid. In case of any disaster the preparedness of the substations for restoration is a must.
The following points need to be considered for handling various eventualities:
• Every utility owning and operating the substations should carry out an in-depth analysis of all the possible contingencies and should prepare plans for such contingencies.
• Standing instructions should be available in written form at each substation to take care of various contingencies.
• Alternate communications system should be available with every key substation,
• The power backup facilities like D.G. Set and inverter should be maintained properly and checked periodically for readiness of
operation in case of any emergency.
• Each substation should follow the instructions given by concerned SLDC, RLDC and other coordination agencies.
• The fire fighting equipment and the bore wells should be maintained and checked periodically. Mock fire fighting exercises should be done on regular basis.
• The transportation arrangements in case of any emergency should be decided in advance.
Facilities Required to Tackle Any Disaster
We now describe the facilities considered necessary for preventing and minimizing the impact of disasters.
A. Recovery Equipment and Spares Inventory: It is necessary to have an inventory of recovery equipment and spares available with various power utilities and their location so that these could be pressed into service within the shortest possible time.
B. Communication Facilities: Communication and information management is the key to any crisis response and recovery plan. Use of modern day information technology has to play a greater role. Software system incorporating risk assessment, creating procedures, establishing command and control structure, monitoring crisis response activities and integration with various agencies/groups would need to be incorporated as a part of emergency management.
Use of satellite communication system can be effectively made to coordinate the activities of various agencies involved in the relief and restoration work and expedite restoration of normalcy in the shortest possible time. Mobile phones, walky-talkies should also be available with the EMG.
C. Transport and Other Arrangements: Arrangements for adequate number of vehicles for movement of people and materials must be
ensured. Medical facilities should be made available round the clock to the staff engaged in the restoration activities. Arrangements for drinking water supply must also be ensured.
D. Financial Resources: Arrangements for adequate financial resources must be made so that the restoration activities do not get hampered because of shortage of funds. The authorized signatory may be designated for each strategic location that can take on the spot decision.
E. Black Start Facilities: Arrangements for start up power source for each major installation must be identified. Regional Load Dispatch Centres have to make necessary plans.
F. De-watering Pumps: During floods the immediate concern is to minimize the impact of flood water on generators and other equipment. Availability of de-watering pumps is, therefore, considered necessary for stations located in flood prone areas.
G. Mobile Diesel Generating Sets: Sufficient number of mobile Diesel Generating sets should be available at all distribution circles and should be moved immediately to provide emergency relief and to meet the need of
dewatering pumps.
H. Solar Energy Systems and Photovoltaic Systems: Solar energy systems and photovoltaic systems are particularly viable and suitable during the initial periods of disaster. The non-conventional sources of energy such as solar cells, photovoltaic power systems and also diesel generating sets are of great value especially when factored against the high cost and rampant looting that often accompanies blackouts. The renewable energy sources can play an important role in reducing the exposure to risks of natural disasters and in speedy recovery because distributed renewable energy power systems are much less prone to being knocked out of service from a single catastrophic natural disaster than are centralized power systems.
I.List of Contractors: The local Project Authorities of disaster prone areas should keep a list of competent contractors/agencies who can be assigned the various components of restoration activities in the event of a disaster.
J. Emergency Restoration Systems (ERS): In the case of damage to transmission lines, temporary arrangements for restoration of power supply can be made with the help of ERS, which consists of special type of light weight modular structures, with light polymer insulators and number of stays. One set of ERS for each such area should be procured and kept in store at strategic locations. Other essential requisites to handle any disaster are as follows:
• Fire alarms and extinguishing systems should be checked regularly for their sound functioning and regular drill should be carried out for their
operation by involving the officers and staff of that Unit so that they also know how to operate the system.
• Safety audit must be carried out once every year at each generating station and substation.
• There should be perfect interaction on continuous basis between various disaster management groups and state intelligent agencies against terrorist attacks.
• State level Support Group should meet at least once in six months. Power Management Group (PMG) at National level has to meet once in 12 months for exchange of views and also for updating the Disaster Management Plans.
• All State and Central Power Utilities should constantly review the equipment system design standards and practices based on the new developments and the state of the art technologies and design practices available at that time. The equipment, which frequently creates problems need to be replaced.
• Each power station/Power utility should create a fund for meeting the requirement of disaster management plan. The disaster management fund should be 1% of the annual revenue of the station/Utility. These funds should be non-lapsable and should be allowed to accumulate. The disaster management funds should be at the full discretion of the Emergency Management Group once emergency has been declared.
• Comprehensive state-wide drills should be carried out periodically (at least once in every six months) to test capabilities. Emergency scenarios should be developed to test the emergency plans and operational response at all levels through mock exercises. At the end of each exercise an evaluation of the response call should be carried out to take care of any deficiency noticed.
• Underground Power House should be provided with exit routes at different locations and these exit routes need to be displayed for the staff working in the power house to make their exit in case of any emergency like fire/flooding etc.
• Smoke evacuation system should be provided in case of fire in underground stations.
This was an overview of a typical Disaster Management Plan and the system for managing disasters for a power utility. We have presented some case studies in the Appendixes 1 to 3 as illustrations of the Disaster Management System and handling of disasters.
Use of satellite communication system can be effectively made to coordinate the activities of various agencies involved in the relief and restoration work and expedite restoration of normalcy in the shortest possible time. Mobile phones, walky-talkies should also be available with the EMG.
C. Transport and Other Arrangements: Arrangements for adequate number of vehicles for movement of people and materials must be
ensured. Medical facilities should be made available round the clock to the staff engaged in the restoration activities. Arrangements for drinking water supply must also be ensured.
D. Financial Resources: Arrangements for adequate financial resources must be made so that the restoration activities do not get hampered because of shortage of funds. The authorized signatory may be designated for each strategic location that can take on the spot decision.
E. Black Start Facilities: Arrangements for start up power source for each major installation must be identified. Regional Load Dispatch Centres have to make necessary plans.
F. De-watering Pumps: During floods the immediate concern is to minimize the impact of flood water on generators and other equipment. Availability of de-watering pumps is, therefore, considered necessary for stations located in flood prone areas.
G. Mobile Diesel Generating Sets: Sufficient number of mobile Diesel Generating sets should be available at all distribution circles and should be moved immediately to provide emergency relief and to meet the need of
dewatering pumps.
H. Solar Energy Systems and Photovoltaic Systems: Solar energy systems and photovoltaic systems are particularly viable and suitable during the initial periods of disaster. The non-conventional sources of energy such as solar cells, photovoltaic power systems and also diesel generating sets are of great value especially when factored against the high cost and rampant looting that often accompanies blackouts. The renewable energy sources can play an important role in reducing the exposure to risks of natural disasters and in speedy recovery because distributed renewable energy power systems are much less prone to being knocked out of service from a single catastrophic natural disaster than are centralized power systems.
I.List of Contractors: The local Project Authorities of disaster prone areas should keep a list of competent contractors/agencies who can be assigned the various components of restoration activities in the event of a disaster.
J. Emergency Restoration Systems (ERS): In the case of damage to transmission lines, temporary arrangements for restoration of power supply can be made with the help of ERS, which consists of special type of light weight modular structures, with light polymer insulators and number of stays. One set of ERS for each such area should be procured and kept in store at strategic locations. Other essential requisites to handle any disaster are as follows:
• Fire alarms and extinguishing systems should be checked regularly for their sound functioning and regular drill should be carried out for their
operation by involving the officers and staff of that Unit so that they also know how to operate the system.
• Safety audit must be carried out once every year at each generating station and substation.
• There should be perfect interaction on continuous basis between various disaster management groups and state intelligent agencies against terrorist attacks.
• State level Support Group should meet at least once in six months. Power Management Group (PMG) at National level has to meet once in 12 months for exchange of views and also for updating the Disaster Management Plans.
• All State and Central Power Utilities should constantly review the equipment system design standards and practices based on the new developments and the state of the art technologies and design practices available at that time. The equipment, which frequently creates problems need to be replaced.
• Each power station/Power utility should create a fund for meeting the requirement of disaster management plan. The disaster management fund should be 1% of the annual revenue of the station/Utility. These funds should be non-lapsable and should be allowed to accumulate. The disaster management funds should be at the full discretion of the Emergency Management Group once emergency has been declared.
• Comprehensive state-wide drills should be carried out periodically (at least once in every six months) to test capabilities. Emergency scenarios should be developed to test the emergency plans and operational response at all levels through mock exercises. At the end of each exercise an evaluation of the response call should be carried out to take care of any deficiency noticed.
• Underground Power House should be provided with exit routes at different locations and these exit routes need to be displayed for the staff working in the power house to make their exit in case of any emergency like fire/flooding etc.
• Smoke evacuation system should be provided in case of fire in underground stations.
This was an overview of a typical Disaster Management Plan and the system for managing disasters for a power utility. We have presented some case studies in the Appendixes 1 to 3 as illustrations of the Disaster Management System and handling of disasters.
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