PERFORMANCE EVALUATION, MONITORING

AND ASSESSMENT OF UTILITY COMPANIES,

AND DEVELOPMENT OF KEY PERFORMANCE
INDICATORS.
Submitted to

by

DR. WILLIAM GBONEY

November, 2014.

Table of contents
Chapter

Pages

Abbreviations
Executive Summary

3
4

1.

Introduction

2.

Performance Management Process

3.

Identification of Key Performance Indicators

3.1

Proposed Key Performance Indicators

3.1.1

Financial Performnance Indicatots

3.1.2

Commercial Performance Indicators

10

3.1.3

Technical Performance Indicators

10

3.1.4

Efficiency Performance Indicators

11

3.1.5

Social Impact Indicatotors

11

3.2

Proposed Initial Benchmarks

12

3.3

Rationale for Benchmarked KPIs

14

4.

Definition of Key Performance Indicators

16

5.

Information Reporting Requirements

19

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 Benchmarks

12

Table 3-7 Commercial Benchmarks

12

Table 3-8 Technical Benchmarks

12

Table 3-9 Efficiency Benchmarks

13

Table 3-10 Social Impact Benchmarks

13

Table 3-11 Rationale for Financial KPI Benchmarking

14

Table 3-12 Rationale for Commercial KPI Benchmarking

14

Table 3-13 Rationale for Technical KPI Benchmarking

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

Abbreviations
CAIDI

Customer Average Interruption Duration Index

EBIT

Earnings Before Interest and Tax

EBITDA

Earnings Before Interest, Tax, Depreciation and Amortization

GoR

Government of Rwanda

KPA

Key Performance Area

KPI

Key Performance Indicator

kWh

Kilowatt-hour

MW

Megawatt

RAB

Regulatory Asset Base

RURA

Rwanda Utilities Regulatory Authority

SAIDI

System Average Interruption Duration Index

SAIFI

System Average Interruption Frequency Index

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 Benchmarked: This refers to indicators which can be

benchmarked based on best industry practice;
KPIs which can be Tracked: 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
Benchmark
Track
Benchmark
Benchmark
Benchmark

Debt
Service Benchmark
Coverage Ratio

Commercial KPIs.
Indicator
Accounts Receivable
(Debtor) Days
Bad Debts
Working Capital
Operating
Cost/Sales
Revenue Collection
Rate
Revenue
Growth
Rate

Monitoring Type
Benchmark
Benchmark
Track
Benchmark
Benchmark
Track

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
Benchmark
Benchmark
Benchmark
Benchmark
Benchmark
Track
Track
Track
Track
Track

Efficiency KPIs.
Indicator
Monitoring
Number
of Track
customers
per
employee
Installed capacity per Track
employee

Energy generated,
transmitted or
distributed per
employee
Energy distributed
per customer
Km. of network per
employee
Operating cost per
employee

Track

Track
Track
Track

Social Impact KPIs

Indicator
% of households
electrified
No. of applications
for new connections
No. of applications
approved
No.
of
rejected
applications
Connectivity Rate

Monitoring
Track
Track
Track
Track
Track

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 companys 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.

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 RURAs
tariff-setting process, performance or incentive-based.

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 utilitys 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

SET KPI
BENCHMARKS

AND DEFINE KPIs

REVIEW AND FINETUNE KPIs AND

BENCHMARKS

ANALYZE AND
MEASURE UTILITY
PERFORMANCE

REVIEW ACTUAL
PERFORMANCE AGAINST
BENCHMARKS

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:

Benchmarking KPIs: Refer to indicators which can be benchmarked based on best

industry practice;
Tracking 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.

3.1.1 Financial Performance Indicators

The proposed Financial KPIs for assessing and monitoring the performance of the licensees
are shown below in Table 3-1.

Table 3-1. Financial KPIs.

Indicator
Return on RAB
EBIT
or
Operating
Margin
Current Ratio
Gearing Ratio
Interest Service
Coverage Ratio
Debt
Service
Coverage Ratio

Monitoring
Benchmark
Track

Generation

Transmission

Distribution & Supply

Benchmark
Benchmark
Benchmark

Benchmark

3.1.2 Commercial Performance Indicators

The proposed commercial KPIs are shown in Table 3-2.
Table 3-2. Commercial KPIs.
Indicator
Accounts
Receivable
(Debtor) Days
Bad Debts
Working
Capital
Operating
Cost/Sales
Revenue
Collection Rate
Revenue
Growth Rate

Monitoring
Benchmark

Generation

Transmission

Benchmark
Track

Benchmark

Benchmark
Track

Distribution & Sales

3.1.3 Technical Performance Indicators

The technical KPIs proposed for performance evaluation and monitoring are summarised in
Table 3-3.
Table 3-3. Technical KPIs.
Indicator
Plant Availability
Network Availability
Capacity Factor
Transmission
Technical Loss

Monitoring
Benchmark
Benchmark
Benchmark
Benchmark

Generation

Transmission Distribution & Sales

10

Total Distribution
Losses
Reserve Margin
MWh of load shed
due to breakdowns
SAIFI
SAIDI
CAIDI

Benchmark
Track
Track

Track
Track
Track

3.1.4 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
Number of customers Track
per employee1.
Installed capacity per
employee
Energy generated,
transmitted or
distributed per
employee
Energy distributed
per customer
Total Km. of network
per employee
Operating cost per
employee

Generation

Transmission

Distribution & Sales

Track

Track

Track

Track
Track

3.1.5 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
%
of
households Track
electrified per year
No. of applications for Track
new connections

Generation

Transmission

Distribution & Sales

Report on disaggregated basis per segment. If not possible, report aggregated figures and explain
the basis of staff number.

11

No. of applications Track

approved per year
No.
of
rejected Track
applications2
Connectivity Rate3
Track

3.2 Proposed Initial Benchmarks

Table 3-6. Financial Benchmarks.
Indicator
Return on RAB
Operating Margin4
Current Ratio
Gearing Ratio
Interest
Service
Coverage Ratio
Debt
Service
Coverage

Monitoring
Benchmark
Track
Benchmark
Benchmark
Benchmark

Generation
>5%

>1.5
>60%
>2.0

Transmission
>5%

>1.5
>60%
>2.0

Distribution & Sales

>5%

>1.5
>60%
>2.0

Benchmark

>1.5

>1.5

>1.5

Monitoring
Benchmark

Generation
<30 days

Transmission
<30 days

Distribution & Sales

<45 days

Benchmark
Track
Benchmark
Benchmark

<0.5%

<15%

<0.5%

<20%

<0.5%

<25%
>95%

Generation
>85%

Transmission

Distribution & Sales

Table 3-7. Commercial Benchmarks.

Indicator
Accounts Receivable
(Debtor Days)
Bad Debts
Working Capital
Operating Cost/Sales
Revenue
Collection
Rate
Revenue Growth Rate

Track

Table 3-8. Technical Benchmarks.

Indicator
Monitoring
Avge Plant Availability Benchmark
(To be reported per
plant)
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 GoRs 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

Network Availability
Capacity Factor
Load Factor5
Transmission
Technical Losses
Total Distribution
System Losses
(Technical + NonTechnical)
Reserve Margin6
MWh of load shed due
to breakdowns
SAIFI
SAIDI
CAIDI

Benchmark
Benchmark
Track
Benchmark

>95%
>80%

<3%

Benchmark

>85%
>80%

<20%

Track
Track

Track
Track
Track

Table 3-9. Efficiency Benchmarks.

Indicator
Number of customers
per employee
Installed capacity per
employee
Energy generated,
transmitted or
distributed per
employee
Energy distributed
per customer
Km. of network per
employee
Operating cost per
employee

Monitoring
Track

Generation

Transmission

Distribution & Sales

Track

Track

Track

Track

Generation

Transmission

Distribution & Sales

Track

Table 3-10. Social Impact Benchmarks

Indicator
Monitoring
%
of
households Track
electrified annually
No. of applications for Track
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

No. of applications Track

approved
No.
of
rejected Track
applications
Connectivity Rate
Track

3.3 Rationale for Benchmarked KPIs

The rationale for benchmarking the selected KPIs are presented in the table below.
Table 3-11. Rationale for Financial KPI Benchmarking.
Indicator
Return on RAB

Monitoring
Benchmark

Current Ratio

Benchmark

Gearing Ratio

Benchmark

Interest Service Benchmark

Coverage Ratio

Debt
Service Benchmark
Coverage Ratio

Rationale
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.
Gives an indication of a companys ability to meet its
short-term financial obligations.
Gives an indication of the financial structure of the
company regarding the amount of debt in the capital
structure of the firm
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 companys 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 3-12. Rationale for Commercial KPI Benchmarking.

Indicator
Accounts
Receivable
(Debtor) Days

Monitoring
Benchmark

Bad Debts

Benchmark

Rationale
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
companys revenue collection effectiveness
This KPI gives an indication of receivables which have
been written off. The indicator is therefore crucial in
the companys management of outstanding accounts.
It therefore measures the commercial effectiveness of
the utility company
14

Operating
Cost/Sales

Benchmark

Revenue
Collection Rate

Benchmark

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 firms revenue collection effectiveness.

Table 3-13. Rationale for Technical KPI Benchmarking.

Indicator
Plant Availability

Monitoring
Benchmark

Network
Availability

Benchmark

Capacity Factor

Benchmark

Transmission
Technical
Losses

Benchmark

Total
Distribution
System Losses
(Technical +
Non-Technical)

Benchmark

Rationale
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.
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.
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 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

4. Definition
Indicators

of

Key

Performance

The definition for the KPIs are provided in the tables below.

Table 4-1 Definition of Financial KPIs

Indicator
Return on RAB

Unit
%

Definition
{Operating Profit or EBIT } X 100%
{Average RAB}

{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

Ratio
or No.
of
Times

EBIT
Interest Payment

Debt Service
Coverage Ratio

Ratio
or No.
of
Times

EBIT
(Interest Payment + Principal Payment)

Operating Margin

Table 4-2. Definition of Commercial KPIs

Indicator
Accounts
Receivable (Debtor)
Days

Unit
Days

Definition
{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

Revenue Collection

{Total Operating Cost (excluding power purchase, depreciation

& interest payment)} x 100%
{Total Sales Revenue}
{Total Revenue Collection} x 100%
{Total Electricity Sold}
16

Revenue Growth
Rate

{Total Revenue Yeart+1 - Total Revenue Year} x 100%

{Total Revenue Yeart }

Table 4-3. Definition of Technical KPIs

Indicator
Plant Availability

Unit
%

Definition
{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

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

MW of Load Shed
Due to Forced
Outages

= SAIDI SAIFI
*: Recommends that RURA monitor these KPIs at distribution level, during initial phase of the programme.

17

Table 4-4. Definition of Efficiency KPIs.

Indicator
Number of
customers per
employee
Installed capacity
per employee

Unit
Number

Definition
Total Number of customers at end of period
Total Number of employees at end of period

MW/Employee

Total Installed Capacity at end of period

Total Number of Employees at end of period

Energy generated,
transmitted or
distributed per
employee
Energy generated,
transmitted or
distributed per
customer
Km. of network per
customer

MWh/Employee

Total Amount of Energy at end of period

Total Number of Employees at end of period

MWh/Customer

Total Amount of Energy at end of period

Total Number of Customers at end of period

Operating Cost per

employee

Km/Customer

Total Km. of Network Length

Total Number of Customers
Total Operating Cost (Excl. power purchases,
depreciation & Interest Payment) x 100%
Total Number of employees at end of period

Table 4-5. Definition of Social Impact KPIs

Indicator
Number of
households
electrified annually
Number of
applications for new
connections
Number of
applications
approved

Unit
%

Definition
Number of new domestic connections at end of year x 100%
Total number of domestic connections for entire system

Number

Total number of applications: Domestic and non-domestic

Number

Total number of applications approved: Domestic and nondomestic defined by:

Index
Number of rejected
applications
Connectivity Rate

Acceptance Index = Number of Applications Approved

Number of Applications Submitted
Number Total number of rejected applications with reasons7: Domestic
and non-domestic
%
(No. of Connected Households x Avge. Household Popul.)x100
Total Population in the country

Will enable the regulator know whether there are specific barriers which hinder the connection of potential
customers, and which must be addressed.

18

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
System Operator

Distribution/Sales

Operational and Technical

Data (Quarterly)
Import
and
Export
Transactions (Quarterly)
Customer Data (Quarterly)

Purchases, Sales Billing and

Collection (Quarterly)

5.

Power
Station
(Quarterly)

Output

6.

Accounts
(Quarterly)

Receivable

2
3

19

APPENDICES.
Appendix A.

Form 1A: Operational and Technical Data - Generation Licensees

Name of Licensee: ----------------------------------------------------Data For --------------------- Quarter --------------- of 200 ----------

Last Year
No

Data/Indices

Unit

Energy Generation:
Plant 1:
Plant 2:
Plant 3:
Plant 4:
Plant 5:
Plant 6:
Plant 7:
Plant 8:

MWh

Total Installed Capacity

MW

Electricity Sales Revenue

RWF, Million

Revenue from other Sources

RWF, Million

Total Revenue

RWF, Million

Total Cost: Fuel

RWF, Million

Total Cost: Non - Fuel

RWF, Million

Operational Profit/Loss

RWF, Million

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

Quarter's Performance
(Same Qtr.)

20

Planned

Actual

Appendix B. Form 1B: Operational and Technical Data - Transmission

Licensees

Name of Licensee: ------------------------------------------------Data for ----------------------------Quarter of 200 ---------------

No.

Data/Indices

Unit

Electricity Purchased from

Domestic Generators
Average price of electricity
purchased from Domestic
Generators

Imported Electricity

MWh

System Peak Capacity

Price of imported electricity:
a.
b.
c.

MW
US
cents/KWh

Exported Electricity

Price of exported electricity

MWh
US
cents/KWh

Own/Substation Use

MWh

Transmission Network Loss

MWh

Transmission Network Loss

10

Electricity Sold

11

O&M

12

Operational Profit/Loss

MWh
RWF,
Million
RWF,
Million

13

Number of employees

14

Gross Fixed Assets

15

Accumulated Depreciation

16

Net Fixed Assets

17

Current Assets

18

Accounts Payable:

MWh
MWh

Persons
RWF,
Million
RWF,
Million
RWF,
Million
RWF,
Million
RWF.
Million

a. electricity
b. Others
19

Accounts Receivable:

RWF,
Million

a. electricity

20
21

b. Others
Number of Transmission system
breakdowns
Breakdowns which affected
generation

Number
Number

21

Last Year
(Same Qtr.)

Current
Quarter

Current
Quarter

Planned

Actual

22
23

Breakdowns and undistributed

energy
Capital Investment
(Own Investment)
Government investment

MWh
RWF,
Millions
RWF,
Millions

24
25

MW

27

System Peak Load

Number of applications for new
connections
Equivalent Load due to applications
for new connections

28

Number of approved applications

No.

29

Approved Load

MW

30

Number of rejected applications

No.

26

Appendix C.
Licensee

Number
MW

Form 1C: Operational and Technical Data: Distribution/Sales

Name of Licensee:
Data for --------------- Quarter of 200 ------------------------------------No
1
2

Data / Indices
Electricity Purchased: Grid
Connections (Conventional)

Unit

MWh
MWh

Electricity Purchased: Off - Grid

Average Purchase Price: Grid
Connection
Average Purchase price: Off
grid

Technical Losses

MWh

Technical Losses

Non-Technical

MWh

Non-Technical Losses

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 employees

Persons

16

Gross Fixed Assets

RWF, Million

17

Accumulated Depreciation

RWF, Million

18

Net Fixed Assets

RWF, Million

19

Current Assets

RWF, Million

20
21

Working Capital
Account Payable:

RWF, Million
RWF, Million

RWF/KWh
MWh

22

Last Year

Current Qtr.

(Same Qtr.)

Planned

Current Qtr.
Actual

22

Account Receivable:
a. Electricity
b. Others

RWF, Million

23

Own Capital Investment

RWF, Million

24

Government investment

RWF, Million

25

Customer Contribution

RWF, Million

26

DSM Related Expenses

RWF, Million

27

Number

30

Number of forced outages

Undistributed electricity due to
forced outages
Number of applications for new
connections
Number of approved
applications

31

Equivalent Approved Load

MW

32

Number of rejected applications

No.

28
29

Appendix D.

MWh
Number
Number

Form 2: Import and Export - Transmission Licensee

Name of Licensee: ---------------------------------------------------------------Data for ------------------------------- Quarter of 200 -------------------No.

1
2
3
4
5

6
7

Data/Indices

Unit

Imported Electricity (Energy)

Imported Electricity
(Capacity)

MWh

Exported Electricity
Net Imported Electricity for
payment
Payment for imported
electricity:

MWh

a. Capacity Payment

US$/KW/Month

b. Energy Payment
Total Payment for imported
electricity
Revenue from exported
electricity:

UScents/KWh

a. Capacity tariff

US$ Million

b. Energy tariff
Total Revenue from exported
electricity

US$ Million

MW

MWh

US$, Million

US$ Million

23

1st Month

2nd Month

3rd Month

of Quarter

of Quarter

of Quarter

TOTAL

Appendix E.

Form 3: Customer Data

Name of Licensee: ----------------------------------------------------Data for -------------- Quarter of 200 -------------------------------No.

Customer Class

1.

Domestic/Residential:

2.

Non-Residential:

3.

Industrial:

1st Qtr.

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

Electricity Sales Collection:

a. Domestic - MWh
b. Non-Residential - MWh
c. Industrial (LV) - MWh
d. Industrial (MV) - MWh
e. Industrial (HV ) - MWh

24

2nd Qtr.

3rd Qtr.

Total

Appendix F.
Collection.

Form 4A: Data for Generation Plant Output, Sales, Billing and

Name of Licensee: ------------------------------------------------------------------------Data for --------------------- Quarter of 200 --------------------------------------------------

No.

Data/Indices

Unit

1st Month
Planned

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

Billing To:
a. Transmission
Network

RWF,Million

Total Revenue:
a. Transmission
Network
b. Others

RWF,Million

Revenue
Collection Rate

Achieved

25

2nd Month
Planned

Achieved

3rd Month
Planned

Achieved

Appendix G. Form 4B: Data for Transmission Licensee - Purchases, Sales,

Billing and Collection

Data for ---------------------------------------- Quarter of 200 ------------------------------

No

Data/Indices

Unit

Total Electricity
Purchased from
Generation

MWh

Technical Losses

MWh

Technical Losses
Electricity Transmitted
and sold
Average Transmission
Price

Billed Electricity

RWF,Million

Collection

RWF,Million

Collection Rate

Payment to Generators

RWF,Million

1st Month
Planned

Achieved

2nd Month
Planned

Achieved

3rd Month
Planned

Achieved

MWh
RWF/KWh

Appendix H. Form 4C: Data for Distribution Licensee - Purchases, Sales, Billing and
Collection.
Data for --------------------- Quarter 0f 200 ------------------------------------

No

Data/Indices

Unit

1st Month
Planned

Electricity Purchased

MWh

Technical Losses

MWh

Technical Losses

Commercial Losses

MWh

Commercial Losses

Distributed Electricity

MWh

Average Price

RWF/kWh

Billed Electricity

RWF, Million

Collection

RWF, Million

10

Collection Rate
Payment to
Transmission
Network
Operator/Generator

11

RWF, Million

26

Achieved

2nd Month
Planned

Achieved

3rd Month
Planned

Achieved

Appendix I. Form 5: Data on Accounts Receivable

Name of Licensee: ----------------------------------------------------Account Receivable for --------------------- Quarter of 200 ------

No.

Account Receivable
From:

Residential/Domestic
Customers

Non-Residential

Industrial Customers:

Account
Receivable
(Last Year)
Million, RWF

Beginning Balance
(Current Period)
Million, RWF

a. Low Voltage
b. Medium Voltage

c. High Voltage
Others (i.e. Street
Lighting)
Total (1+2+3+4)

27

Ending Balance
(Current Period)
Million, RWF

Change
in
Current
Period.

Appendix J. Form 6: Data on Wholesale Market Transactions-Energy Balance

Name of Transmission Licensee (System Operator):
Wholesale Market data for ---------------- Quarter of 200 ---------------------------------

No

Activity

Net System Generation Output:

Energy Balance (MWh)

Plant 1:
Plant 2:
Plant 3:
Plant 4:
Plant 5:
Plant 6:
Plant 7:
Plant 8:
2

Sales to Transmission Licensee /System Operator

Transmission Network Losses

Sales to Distribution System

Distribution System Network Losses

28