power grid improvement (pgi) project project stage...
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Aide Memoire – September 2017
1
Project: Power Grid Improvement (PGI) Project Project Stage: Implementation
Team
Leader(s): Leopold Sedogo
Country: Lao PDR
Project Development Objective
The project development objective is to help improve efficiency and reliability of power distribution in the selected load areas
served by EDL.
Key Project Data
Project Number P149599 Approval Date 23 June 2015 Effectiveness Date 31 December
2015
IDA Credit Amount US$30 million IDA Disbursement US$9.8 mil (32.22%)
Closing Date 31 March 2020
PDO Rating Satisfactory IP Rating Satisfactory .
Introduction
1. A World Bank Group Mission 1 visited Lao PDR, from September 12-15, 2017 to carry out
implementation support for the Power Grid Improvement Project (PGI). The mission would like to
express its gratitude for the hospitality provided by the Ministry of Energy and Mines, the Ministry
of Finance and the implementing agency, Electricite du Laos (EDL). This aide memoire summarizes
key findings in addition to those from August 12-14, 2017 mission. As part of the World Bank’s
Access to Information policy, the team sought guidance from the implementing agencies as to
whether the aide-memoire would be publicly disclosed. It was agreed that it would be disclosed.
Key Findings
2. Progress towards achieving the PDO is Satisfactory. Procurement of major goods and technical
assistance packages have been completed and under implementation to help improve efficiency and
reliability of power distribution in the Xaythany District. The last major goods package (electric
meters) is now at an advanced stage of procurement and expect contract award by the end of this
year. Various training sessions were carried out to strengthen EDL institutional capacity to utilize
new technologies in addressing distribution losses and improving power grid efficiency.
3. Disbursement. Disbursement has increased by 24% from February 2017. As of September 15, 2017,
the project has disbursed US$9.8 million (about 32.22% of the credit amount) and most of the funds
have been committed.
4. Mid-Term Review (MTR) Mission is planned for February 2018. The MTR mission aims to review
and confirm that project design objectives and result indicators remain relevant and achievable by
project closure, and if required, based on identified challenges, propose adjustments to PDO and
1 Leopold Sedogo (Sr. Energy Specialist, Task Team Leader); Rome Chavapricha (Sr. Energy Specialist), Khamphet
Chanvongnaraz (Procurement Specialist), Siriphone Vanitsaveth (Sr. Financial Management Specialist), Waraporn
Hirunwatsiri (Sr. Environmental Specialist); Vilayvanh Phonepraseuth (Operations Analyst); Kingfa (Financial Management
Consultant) Thongkham Chanthavong (Program Assistant). Phongsavanh Phomkong (IFC Head of Vientiane Office) and Helen
Han (IFC Senior Investment Officer) also participated in the mission to follow up on EDL financial covenant under IFC direct
loan to EDL for $15 million for a Rural Electrification project that closed in 2015.
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Aide Memoire – September 2017
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result indicators. The mission will also assess the issues and challenges faced during the previous
years of the project implementation and agree on an action plan to ensure the achievement of the
PDO and successful completion of the project.
Detailed Project Status
Component 1: Smart metering, distribution improvement and distribution losses:
5. Supply and installation of distribution improvement and automation equipment. Hunan
Machinery & Equipment Imp. & Exp. Corp. is the contractor for the supply and installation of the
work and equipment related to the distribution improvement and loss reduction. The contract was
signed in January 2017 and comprised the delivery of Concrete Poles, Cross Arms, MV and LV
Conductors, Capacitors Bank, Reclosers, Load Break Switches and Transformers and associated
installation works.
6. The contract is progressing well in accordance with the agreed planning: (i) the order of service has
been issued on June 1, 2017; (ii) delivery of equipment is effective with the 1st and the 2nd shipments
completed and the last shipment expected in October 2017; (iii) the camp site is operational and a
warehouse has been erected in a military camp and offers security features; (iv) survey and design
have commenced and expected to be completed by September 20, 2017.
7. The Bank team met with EDL and the contractor on site to discuss implementation related questions
of component 1; visits were also conducted on the warehouse and the camp sites. The level of
readiness is adequate as evidenced by the equipment (transformers, cables, cross arms) in the
warehouse and the contractor’s personnel on the ground. EDL is to provide feedback no later than
two weeks after the survey and design are completed and transmitted.
8. The meeting provided the opportunity to meet with EDL’s and the contractor’s teams and discuss
details of the implementation planning and main next steps. The Bank has reiterated the
recommendation to ensure a sound coordination during the implementation phase; indeed, EDL has
committed to supervise the works and both teams must anticipate on coordination to make sure that
issues do not arise to compromise quality and generate unnecessary delays. EDL and the contractor
have highlighted an issue related to a few poles that are leaning and therefore need to be fixed; even
though this work is not initially included in the scope of work the bank if favorable to EDL
negotiating with the contractor to undertake these works, estimated at around US$60,000, at the
same time. Work is expected to commence on the ground around November 2017 (end of rainy
season).
9. Advanced Metering Infrastructure (AMI) technology and digital meters. The main consultancy
works (Advanced Meters Infrastructure & implementation support) has now completed to inform
the design of advanced meter infrastructure, meters specification and roll out plan, and support for
distribution improvement and automation. The tender for the supply and installation of advanced
meter infrastructure system (under ICB Package G-02) was processed successfully with 49
companies purchasing the bid documents and 15 that submitted a bid. The estimated budget for this
activity is US$8.5 million.
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Aide Memoire – September 2017
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10. The Bank had expected to receive the bid evaluation report (BER) a week ahead of the mission but
EDL could not meet this request because of internal clearance procedures; nonetheless the mission
collected copies of the bids during the mission, in anticipation of its review to save time. EDL
transmitted the BER to the Bank on September 15, 2017: the Bank is currently conducting its review
and will soon share its comments and recommendations.
Component 2: Electric utility information system:
11. Corporate Financial Management Information System. The project has successfully procured
SAP-based financial management information system under ICB Package G-05. The contract was
signed with FPT Information System Corporation Vietnam for the amount of US$4.37 million in
December 2016. The work in currently under implementation with the support of the Corporate
Solution Consultant.
Component 3: Institutional capacity building and project implementation support
12. Procurement of the power distribution equipment testers and consultancy support for Component 1
& 2, including environment and social safeguards aspects have all commenced. Various technical
training and other capacity building activities have been carried out to strengthen EDL institutional
capacity to utilize new technologies in addressing distribution losses and improving power grid
efficiency and support project implementation. See details on the training activities in the Annex 4.
PGI Procurement
13. Procurement Performance: Overall, procurement performance of the project is considered
“Highly Satisfactory”. Most of procurement of goods and consulting services packages have been
completed; only one Goods G-02 package is pending at the bid evaluation stage which is ahead of
schedule.
14. Procurement Plan (PP): EDL is advised to update the procurement plan to reflect the current
implementation status of all procurement packages and to add new packages if there is any.
15. Post Review: Procurement post review will be conducted during the next mission.
Environmental and Social Safeguards
16. The environment and social safeguard performance of the project to date is “Satisfactory”. From
the discussion with EDL Environmental Officers and contractors on the Bank comments on
Contractor proposed plan and from the site visit to contractor office, warehouses and workers camp
sites, the mission findings are as follows:
17. Communication Strategy and GRM – The mission referred to the Bank’s comment on
communication strategy that it should be in place. This will ensure that affected communities will
receive information about the project work schedule in advance. With the support from EDL to
communicate with district authority and traffic police and community, this will provide smooth
access to contractor to conduct their work. EDL will inform and communicate with affected
community as well as district authority before the electric shut down. EDL agreed to distribute
project description and GRM procedure leaflet to affected community prior to commencement of
construction and installation activities. This should be included in the check-list of the contractor to
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Aide Memoire – September 2017
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be completed before starting of project construction and installation activities. EDL will also provide
the organization chart of the communication flow to contractor by end September 2017.
18. Quality Assurance through Workers Training- From the project implementation plan, there will
be several contractors team i.e. i) Installing Pole 8, 10, 12 m.; ii) Changing conductor 22 kv; iii)
Changing Conductor 0.4 kv; iv) Installation of new Transformer; v) Upgrading Transformer; vi)
Installing Load Break Switch; and vii) Installing Recloser. The contractor team leader will provide
training and guidance every morning before working. During the mission, the contractor informed
EDL and the mission that there will be several trainings including hands-on training by experts
provided by the suppliers of specific equipment (at least one time for each team). The mission
requested key contractor officers attend the hands-on training to ensure the effective supervision and
provide guidance to workers during the day-to-day training. The mission also recommended to
contractor that the workers will not switch or rotate to work on the task that they have not been
trained. Training will be provided to the new workers prior to commencement work. The mission
also was informed that safety officers will provide safety training and installation techniques to all
workers on September 17, 2017.
19. Project Implementation Plan – The project organization chart looks good. The contractor team
includes a Construction works & Safety Supervisor, an E&S Specialist & Monitoring and a
Construction Safety Guard that will play a key role to minimize risk related to safety issues. The
E&S Specialist and Monitoring will be responsible for: i) pre-construction survey on the
environmental and social impacts (location of new pole installation, number of tree to be trimmed,
agreement from the land owners as per voluntary land donation protocol (need to keep filing of all
agreements made), high risk area to workers and community due to infrastructure around the
electricity poles, etc.); ii) design work plan and site assessing plan to minimize the impact to the local
environment and social (the mission suggested to include the minimization of impact of workers
safety); iii) monitoring the construction whether meet the requirement of GoL, World Bank, ESMP
and ECOP; iv) responsible for communicating with GoL, World Bank, EDL team and local people
on environmental and social management; and v) coordinate the relationship between the
construction team and the local people. From the role and responsibilities of this E&S Specialist and
Monitoring, the mission suggested to have a support team as the E&S Specialist and Monitoring is
not a full-time staff but MoNRE permanent officer. The contractor agreed to allocate more staff to
support the work under responsibility of this E&S Specialist and Monitoring. The contractor also
informed the mission that monthly report on environmental and social impact has been prepared to
be submitted to EDL by end September 2017. The voluntary land donation protocol has been applied.
EDL received agreement from all land owners that about 100 additional electricity poles will be
installed in their lands. EDL also received endorsement to install those additional electricity poles
from district governor.
20. Camp Management Plan – The Bank commented on the worker camp that has only one toilet for
15-20 workers. The Bank recommended to increase number of toilet to be sufficient for the workers.
In addition, as the camp site has no car park area, most of the cars were parked along the road outside
the worker camp of which will increase traffic congestion in that area. The contractor informed EDL
and the mission that they have moved the camp site to the place nearer to the project area. From the
site visit to the new two camp sites, the mission found that two rented houses provided more space
for 15-20 workers. One camp site located along the main road with a proper fence. It has two toilets
and two more toilets are under construction. There is space for car park, and temporary stored-area
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Aide Memoire – September 2017
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for construction/installation materials. There is an organization chart board and safety regulation
(both in English and Lao) on the wall at every morning briefing area. This camp is close to the river,
the mission suggested proper garbage management in this campsite not to the impact the river. The
other camp site is opposite to the first camp site. It is a two story-house with one toilet. No fence
around the house. The mission suggested not to store the construction materials at this camp site.
Both camp sites need to ensure no noise pollution from workers and loaded and unloaded of
equipment disturb the neighborhood. Overall condition of camp sites is better than the previous one.
21. Warehouse management – The mission visited four warehouses all of which are in good condition.
Those warehouses are covered with roof and have proper fence and lock. The mission was informed
that water trucks are available in case of fire. The mission suggested the organization chart and
contact number provided at the warehouses should include the contact number of fire fighter and
nearby hospital in case of emergency occurred.
22. Minimum Workers Health Requirement – The contractor informed the mission that minimum
health requirements for project execution and worker health and safety management plan will be
applied. All workers need to go through medical check-up and pass the minimum health requirement.
23. Project report Forms – The mission suggested to include number of accident occurred and
mitigation actions to mitigate those risks as well as complaint (from affected communities,
passengers of the affected road, and workers) record into the form. EDL suggested to add responsible
person into the form and request safety officer and E&S specialist to attend the meeting during the
next mission.
24. E&S Safeguard Plan – The E&S plan has been translated into Lao and put on the wall. The mission
suggested and the contractor agreed that ESNP-Appendix 1 II. Environmental and Social Impact
Assessment table should add one more column on the mitigation measures.
PGI Financial Management
25. The Financial Management performance of the project remains “Moderately Satisfactory”.
However, the rating may be downgraded should certain actions not taken as agreed.
26. Submission of IFR: The IFR covering the period from January to June 2017 has been overdue for
one month. Past IFRs also did not report on expenditure by project components. The mission urged
the project to submit the IFR in the agreed format as soon as possible. The IFR was subsequently
received by the Bank.
27. Audit: Although the audit opinion on the project’s financial statements for FY16 was unqualified
(clean), the submission of audit report was delayed for 11 days after the due date of June 30, 2017
and management letter was not submitted together with the audit report. The management letter was
subsequently submitted after multiple follow ups and more than two months after the due date. The
project is urged to ensure that the subsequent audit report is submitted timely and the management
or letter of confirmation from auditor in the event of no issue of the audit reports is submitted with
audit report in future. Timely submission of the IFR and project audit report and management letter
is a requirement of Financing Agreement. Delay submission indicates non-compliance.
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28. The next audit report for FY2017 will be due on 30 June 2018. The project is also required as a
condition of financing to disclose the project audit report on EDL website. However, none of the
project audit reports for FY15 & FY16 has been disclosed on EDL’s website. We would like to
request the project to disclose them on EDL’s website in an accessible manner as soon as possible.
29. Transaction Review: The mission team also reviewed some key internal controls and selected
transactions as reported in the Withdrawal Applications #7 to 15. Result of the review indicated that
some key controls were not fully in place such as bank reconciliation not regularly performed and
fixed asset register not compiled. There were also some questionable expenditure requiring further
discussion and supporting documents. The mission team will follow up with the project’s finance
and admin teams.
30. Disbursement: As of 15 September 2017, the total disbursement rate is at approximately 32.2% or
approximately USD 9.8 million of the allocation. The disbursed amount comprises advance to the
Designated Account, direct payment, reimbursement, and special commitments. We strongly
encourage the project to continue reporting expenditure regularly. Total fund available was USD
16.37 million equivalent at SDR/USD rate of exchange on that day. As the financing is denominated
in Special Drawing Rights (SDR), the project should check client connection regularly to ensure
correct funds availability. The project should also consider any commitments and undocumented
expenditure to arrive at the best estimated available funds.
EDL Group Financial Situation
31. As indicated in the February 2017 mission aide memoire, fiscal year 2015 was financially difficult
for EDL Group primarily due to large capital investments, large debt borrowings (debt/equity > 3),
and subsidies in electricity tariffs (domestic tariffs 13% below cost of supply on average). The
mission met with EDL Managing Director, Deputy Managing Director of Finance, and Assistant
Managing Director of Business Department. The key points discussed were:
• EDL is experiencing cash flow liquidity constraint. EDL expressed interested to address this
constraint, including through refinancing some maturing loans. The mission described the First
Programmatic Green Growth Development Policy Operation (“GGDPO”), approved for Laos
in May 2017, as a policy-lending instrument not tied to a specific project or asset. This Green
Growth DPO targets a reduction in Lao public debt to 65 percent of GDP by 2020 (baseline of
68 percent in 2016). As EDL debt totaled 21 percent of GDP in 2015 (mostly with government
guarantee), reducing EDL debt either through equity injections or other means could help
Government achieve GGDPO debt target.
• EDL Group has discontinued signing PPA for new generation projects. EDL Group may
consider spinning off large generation projects completely to another entity without EDL
Group’s shareholding. New investment in power transmission can be selectively done on
BOT basis. Investment in distribution will be more selective. Less critical investments will be
postponed.
• To alleviate financial pressure on EDL Group, one practical option is to separate the
transmission function completely away. A new corporate entity can be established, with
Government and possibly other investors as shareholders. Transmission assets and debts would
be transferred to the new entity. Transmission charge mechanism could be put in place, and to
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Aide Memoire – September 2017
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be eventually charged to end-customers. EDL Group would maintain generation and
distribution business. EDL MD confirms that the strategy to separate the transmission function
was envisaged in the past, and could be revisited again.
• EDL export business is currently loss-making. In 2015 the average export tariff was below
the cost of supply by almost 30%. Under HMTA, the Government is working to increase export
profitability. It could be financially beneficial to clearly separate the export business from the
domestic business. This export separation could be further assessed together with the option on
separating the transmission function mentioned above.
• Government, through MOF as shareholder in EDL, has not injected new equity to EDL for
many years. MOF has been on-lending loans to EDL, resulting in EDL debt stock of ~ 21
trillion kips by FY2015 compared to equity of only ~6 trillion kips. It is critical for new equity
to be made available to better support the large debt stock. If possible, some MOF loans could
be converted into equity instead.
• Raising new external equity such as through a capital increase of EDL-Gen is possible.
However, Government’s share in EDL-Gen (currently 75 percent) may be diluted should
Government decided not to subscribe to new shares.
• The consultant PWC—appointed by MEM under the Technical Assistance for Capacity
Building on Hydropower and Mining Sector Project (HMTA)—has completed the study on
financial improvement plan for EDL and the power sector, and a new electricity tariff design
for 2018 and beyond. The mission requested MEM, MOF and EDL to consult internally and
submit the Third Financial Action Plan for Sustainability of EDL and the Power Sector as
agreed under the Power Grid Improvement Project during this year 2017. PWC could help
facilitate the consultation and prepare the action plan.
• It was discussed that EDL needs to add senior financial experts to the finance team. These
experts could be qualified Laotians or expatriates. If necessary, EDL may appoint an executive
search firm to help identify candidate and assist with the recruitment process.
Next Steps and Actions
Overall Project Implementation Actions Responsibility Date Status
Submit the 2nd PGIP progress report to the World Bank EDL 22 Sep 2017 Received
Third Financial Action Plan for Sustainability of EDL and the
Power Sector
MEM/MOF/EDL December 2017 Work in
progress
Procurement Actions
Submission of bid evaluation report for G-02 to the WB EDL 22 Sep 2017 Received
Update procurement plan to reflect changes EDL 30 Sep 2017
Financial Management Actions
Submission of IFR for the quarter ended June 30 2017, with reporting
on expenditure by project component and related budget for the
quarter. A formal transmission letter from the project manager will
be required
Accounting and
Finance
Department of
EDL/ PGI FM
team
Not later than
20 September
2017
Received
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Submission of PGI IFR for the quarter ended September 30, 2017 Accounting and
Finance
Department of
EDL/ PGI FM
team
No later than
November 30,
2017
Provide a copy of the updated project Fixed Asset Register Accounting and
Finance
Department of
EDL/ PGI FM
team
Not later than
30 September
2017
Received
Provide a copy of summary of all project commitments to date PGI team Not later than
30 September
2017
Received
Provide copies of updated contract monitoring sheets for consultants Accounting and
Finance Dept. of
EDL/ PGI FM
team
Not later than
20 September
2017
Received
Publish Audit Reports for PGI project for FY15 and 16 on EDL
Website
PGI Team Immediately
but Not Later
than 30
September
2017
In process
Transaction Reviews
Provide additional supporting documentation for the following
transactions. Type of documentation required have been discussed
with the PGI staff.
- Study Tour in Singapore 7-8 July 2017 amount USD 7,717
- Meeting in Vietnam 9-13 November 2016 amount
USD9,743.67
PGI team
No later than
30 September
2017
In process
Social and Environmental Safeguards
Prepare communication chart and GRM procedure EDL End September
2017
In progress
Distribute project description and GRM procedure leaflet EDL In progress
Safety Training to workers Construction works
& Safety
Supervisor of
contractor
By October
2017
In progress
Hand-on Training for each contractor teams Suppliers of each
equipment
Early October
2017 Prior to
construction
and installation
activities
In progress
Submission of monthly report on E&S safeguard Contractor End September
2017
In progress
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Annex 1: List of People Met
Name Institution Position
Mr. Boun Oum Syvanhpheng EDL Managing Director
Mr. Bounma Manivong EDL Deputy Managing Director
Dr. Daovong Phonekeo MEM Permanent Secretary, Head of Cabinet Office
Mme. Khamphiou Phounsavat EDL Assistant to Managing Director
Mr. Siprasith Boupha EDL Project Manager
Mr. Khannousone Phoumkeo EDL Deputy Project Manager
Mr. Seune Keosihoun EDL Deputy Project Manager
Mr. Latsamee Inthavong EDL Deputy Project Manager
Mr. Silikhan Chanthavong EDL Manager of Procurement Office
Mr. Kanthaneth Saysompheng EDL Manager of Project Loan Accounting Office
Mr. Vongvilay Sisoulath EDL Deputy Manager of Environmental Office
Ms. Khamthiemphet Inthirath EDL Technical Officer, Environmental Office
Mr. Phankham Douangsavanh EDL Deputy Head of Division
Mr. Khamphanh Gnabandith EDL Technical Officer
Mr. Jitendra Jadon EDL Procurement Consultant
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Annex 2: Mission Objective
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Annex 3: Result Framework .
Project Name: Power Grid Improvement Project (P149599) .
.
Project Development Objectives .
PDO Statement
The project development objective is to help improve efficiency and reliability of power distribution in the selected load areas served by EDL.
These results are at Project Level .
Project Development Objective Indicators
Baseline
Progress to date
(September 2017)
Cumulative Target Values
Indicator Name 2016 2017 2018 2019 2020
1. Average
interruption
frequency per
year in the project
area
(Number) -
(Core)
Not Available Not available Not available Not available
Baseline to be
determined upon
implementation
Baseline to be
determined upon
implementation
10% or more
improvement of
the baseline
Customers served
in the project area
(Number - Sub-
Type:
Supplemental) -
(Core)
47,060 59,804 52,000 57,000 62,000 67,000 67,500
2. Electricity
losses per year in
the project area
24.00 23 24.00 <=24.00 <=20.00 <=16.00 <=14.00
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(Percentage) -
(Core)
Total net injected
generation
(Megawatt
hour(MWh) -
Sub-Type:
Supplemental) -
(Core)
239,100 203,972 MWh Not applicable Not applicable Not applicable Not applicable 335,500
3. Direct project
beneficiaries
(Number) -
(Core)
207,0002 260,509 229,500 252,000 274,500 297,000 297,000
Female
beneficiaries
(Percentage -
Sub-Type:
Supplemental) -
(Core)
50.00 50 50.00 50.00 50.00 50.00 50.00
.
Intermediate Results Indicators
Baseline
Progress to date
(September 2017)
Cumulative Target Values
Indicator Name YR1 YR2 YR3 YR4 End Target
Residential
electric meters
installed
(Number)
0.00
Procurement of electric
meters is underway, based on
inputs from Advanced
Metering Infrastructure
(AMI) consultancy
1,000 5,000 9,000 14,000 15,000
2 46,000 residential household customer’s times assumed average 4.5 persons per household. Plus 1,060 non-residential customers.
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Non-residential
electric meters
installed
(Number)
0.00
Procurement of electric
meters is underway, based on
inputs from Advanced
Metering Infrastructure
(AMI) consultancy
200 600 1,000 1,400 1,500
Distribution lines
rehabilitated
under the project
(Kilometers)
0.00
Procurement of goods is now
completed. Implementation
just started.
0.00 100 200 300 300
Fiber optic cables
(Kilometers) 0.00
Procurement of fiber optic
cables will be informed by
AMI consultancy.
0.00 0.00 50 100 100
Average duration
of outages in the
project area
(Hours)
Not Available Not available Not available Not available
Baseline to be
determined upon
implementation
Baseline to be
determined upon
implementation
10% or more
improvement of
the Baseline
Number of
months to issue
audited financial
statements
(Number)
9
12 (for EDL audited
financial statements FY15.
Audit report for FY16 will
be delayed for the
submission due to the issues
of financial statement from
the previous year. However,
number of issues has been
eliminated and the
outstanding ones are listed
below:
9 9 6 4 4
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• Confirmation a of AR
and AP from the others
loan provider (IFC and
MOF) and the
subsidiary.
• Working Trial Balance
from sub-loan to the
subsidiary i.e. EDL-GEN
Updated financial
action plan for
financial
sustainability
(Number)
0 Not yet due 0 1 1 1 1
Number of staff
undergo training
(Number)
0 100 0 20 40 50 50
EDL publishing
summary reports
of impacted
household
feedback received
during project
implementation
(Yes/No)
No Yes (included in the annual
project progress report) No Yes Yes Yes Yes
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EDL publishing
reports on
grievance redress
mechanism and
how issues were
resolved
(Yes/No)
No Yes (included in the annual
project progress report) No Yes Yes Yes Yes
.
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Annex 4: Training Activities under PGIP (implemented from April 2016 to August 2017):
Training of EDL staff on procurement and STEP:
The EDL staff trained on procurement methods and newly adopted Systematic Tracking Of Exchanges
In Procurement (STEP) the training includes formal and on the job trainings.
Training on office management:
On the job, formal trainings on office management also conducted time to time to enhance the capacity of
project staff to deal with daily operations. In which total 7 staff members were trained.
Training on GPS
On 23rd August 2016, total 25 participants from EDL trained on using GPS equipment.
Training on AMIS
EDL conducted consultation and information sharing workshop on AMIS on for the EDL staff. The
workshop attended by 37 representatives from Branches and EDL HQ.
The team of consultants trained EDL representatives on Advanced Meter Infrastructure and Power
Distribution Improvement. Experience on site visits of similar projects of AMIS was also shared with
EDL representatives.
The communication infrastructure alternatives and comparison was thoroughly discussed and consulted
with EDL staff. Main topics covered in the report are as follows
• AMIS evaluation criterion
• Briefing on Site visits (Xaythany, Bokeo and Bolikhamxay)
• Advanced Metering Infrastructure
• Architecture
• Components – Smart Meters, DCUs, AMI Servers
• Smart meter specifications
• Communication Infrastructure – Alternatives and Comparison
• AMI Applications and associated sub-systems
• Standards
• Inputs from Telecom officials
• Power Distribution Improvement
• Reliability Assessment and Improvement Criterion
• Energy Auditing
• Consumer Indexing – for AMI based Energy Audit
• AMIS reports
Training of EDL staff on Procurement with World Bank
The EDL team has also received training from the World Bank on procurement and contract negotiation.
Total 6 staff members including 1 female from EDL-PGI attended trainings with the World Bank.
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Training on Transformer testing equipment
Between 29 May 2017 to 2 June 2017, Total 12 Participants were trained on
• Turn ration and vector group verification test and accessories
• Insulation resistance and accessories
• Withstand test at elevated voltage up to 120 kV DC and accessories
• Withstand test at elevated voltage up to 100 kV DC and accessories
• DC winding resistance/ tap changer test and accessories
• Short circuit impedance and accessories
• Moisture-in-cellulose assessment and accessories-RVM 5462
• Oil breakdown test and accessories
Training Workshop on FMIS
In coordination with FPT Corporation Vietnam EDL conducted FMIS awareness generation workshop,
which was attended by representatives from all branches of EDL.
The topics covered in the 5-day workshop are as follows:
Module covered Number of
Participants
Project and SAP overview 59
SAP General Ledger 83
SAP Controlling and Consolidation 79
SAP Account payables 79
SAP Account receivables 71
SAP Cash management 71
SAP Fixed assets 69
SAP Purchasing 69
SAP inventory 60
SAP project system and fund
management
60
Training on NE PLAN
EDL in coordination with the supplier has conducted training on energy balance software NEPLAN,
between 18 May 2017 to 25 May 2017, the training attended by 62 Participants from EDL head office and
different branches. The supplier also transferred all data from CYMDIST software to NEPLAN and
provides interface option to transfer data from old CYMDIST software to the new software. Which
enabled EDL to transfer data easily in future.