Electrical Safety and

Disaster Management

In Unit 7, you have studied about various accidents that can take place in a
power distribution utility, and measures for accident prevention and protection.
In this unit, we focus on the management of disasters due to natural calamities
and human actions, which tend to disrupt the power distribution network. You
know that our country is blessed by nature: The Indian peninsula has the
magnificent Himalayas guarding its frontiers in the North and a long coastal
line on the other three sides. The land has abundant rivers criss-crossing its
length and breadth. The Himalayan range is an immense source of flora and
fauna and provides perpetual water supply to major rivers in the North and
North-Eastern part of the country.

But many a times, the same bountiful nature turns its wrath on us and we face
natural calamities of untold agony and suffering. The Eastern coast often
brings high winds and tides and severe cyclones at times. The long coastal
line supporting the fortunes of sea is pounded by tides, cyclones and even
tsunamis, which take a heavy toll on human lives and infrastructure including
the power sector. Every year, we witness devastating floods due to incessant
rains in many parts of the country and severe droughts in others. The
mountainous regions are prone to landslides and many parts are earthquake-
prone. In addition, there are many human acts, e.g., terrorist attcks, strikes,
etc., that can have a disastrous impact on the power distribution system.

Electricity is the lifeline of the economy as well as of the society. Any

disruption in the supply of electricity at any time not only causes loss to the
economy, but also creates hardship to human beings, as every aspect of
human life is connected with electricity. Disasters are situations of great
calamity and can strike suddenly anytime and anywhere. As such, any
disaster and natural calamity can impact the power sector and lead to
disruption in generation, transmission and distribution of electricity. Therefore,
disaster management needs special attention and it is extremely important for
all power utilities to have a Disaster Management Plan. A well-designed plan
can help them restore power supply in the affected areas in the shortest
possible time.

In this unit, we discuss various types of disasters, their impact on the power
sector, the measures that should be taken for disaster preparedness and the
features of a well-designed Disaster Management Plan. We also present
some case studies in Appendixes 1 to 3 of this unit to share the experiences
of various power distribution utilities in managing disasters.

Disaster (from Greek, meaning "bad star") is a natural or man-made event,

which brings sudden great misfortune and disruption in normal life including
that of the power supply. It negatively affects life, property, livelihood or
84 industry often resulting in permanent changes to human societies, ecosystems
and environment. Disasters manifest as hazards exacerbating vulnerable Disaster
conditions and exceeding individuals' and communities' means to survive and Management
thrive. We begin by understanding the impact of various types of disasters on
power systems.

Types of Disasters

Disasters in the power sector can occur due to natural calamities as well as
human acts. These include:

earthquakes;
floods;
storms;
cyclones;
droughts;
terrorist threats/attack and sabotage;
bomb threats and bomb explosions;
strikes;
major equipment failure.

Floods along with cyclones are climate-related natural disasters, on which we

have but little control. We can only try to manage them and reduce their
severity only to a certain extent. Landslides / avalanches mainly occur due to
geo-technical instability aggravated by lubricating and infiltrating water. The
impact of these disasters and their multiplier effects on economies, national
development and severity of affected infrastructures need to be adequately
quantified to provide financial justification for undertaking relief measures.

Events like earthquakes, floods, hurricanes, cyclones etc. have been studied
statistically and scientifically and their occurrence and intensities can be
predicted with a certain degree of confidence. However, there is no certainty
that these events would not exceed the predicted values based on past history
and cause disaster. But, if various equipment and systems of power
generating plant and transmission system are designed after site-specific
studies, taking into account stipulations of the various codes / standards on
the subjects, damage to plants and equipment can be greatly minimized.

We now discuss each of these types of disaster and their impact on the power
system. In this section, we focus on natural calamities. We also highlight the
pre-disaster preparedness and post-disaster activities that should be
undertaken by power utilities for managing disasters.

8.2.1 Earthquakes
Earthquakes are one of the most dangerous and destructive forms of natural
hazards. THEY STRIKE SUDDENLY WITH LITTLE WARNING. They may Fig. 8.1: Impact of
Earthquakes
occur at any time of day or on any day of the year.
85
Electrical Safety and Impact of Earthquakes
Disaster Management
Earthquakes can devastate an entire city or a region of hundreds of square
kilometres. A large earthquake gives rise to a series of violent motions in the
ground, which set in motion the structures (e.g., buildings, roads, towers,
bridges, transmission lines, etc.) on the earth’s surface. Each type of structure
responds differently, depending on the type of materials it is made up of.
Buildings collapse like packs of cards. They get reduced to piles of rubble in
seconds, killing and injuring their inhabitants.

Since the power distribution network spreads over the entire area with
conductors running on metallic structures, it is most prone to the effects of the
earthquake. Moreover, sensitive equipment gets activated when shaken by an
earthquake and immediately interrupts power supply from the power grid. Fire
is another concern immediately following an earthquake because of severed
electrical lines.
Fig. 8.2: Cyclones are
devastating 8.2.2 Cyclones
Cyclones are among the most awesome events that nature can produce, and
pose a major threat to lives and property in many parts of the world. A
cyclone’s destructive work is done by the high wind, flood-producing rains, and
associated storm surges. The cyclonic storm dominates the ocean surface
and lower atmosphere over tens of thousands of square kilometres.
A cyclone is a tropical
storm in which the Devastating floods from extremely heavy rainfall often accompany tropical
winds reach speeds of cyclones.
more than 120 km/h.
and blow in a large Impact of Cyclones
spiral around a
relatively calm centre Cyclones can lead to tremendous loss of life, property and infrastructure,
or “eye.” Simply stated,
cyclones are giant particularly, in the vulnerable human settlements. Their vulnerability is
whirlwinds in which the determined by the exposure to the storms, the degree to which the houses
air moves in a large, and other structures can be damaged, and the likelihood that secondary
tightening spiral
effects could occur. Safety is also compromised by the damage to or
around a centre of
extreme low pressure, destruction of public installations and facilities, such as water and electrical
reaching maximum plants, hospitals, and police stations. The impact of cyclones on the power
velocity in a circular utility is immediate interruption of supply from the power grid due to network
band extending
outward 30 to 50 km disruption by cyclonic winds. Fire is another concern immediately following a
from the edge of the cyclone because of severed electrical lines.
eye of the cyclone.
Near the centre, winds 8.2.3 Floods
may gust to more than
320 km/h. Floods caused by overflowing rivers result from heavy rains or from the
melting of winter snow, or from both. Floods in rivers differ from flash floods in
their extent and duration. Flash floods are of short duration in small streams,
while floods in rivers take place in river systems whose tributaries may drain
large geographic areas and encompass many independent river basins.

Floods on large river systems may continue for periods ranging from a few
hours to many days. Flood flows in large river systems are influenced primarily
86 by variations in the intensity, amount, and distribution of precipitation. The
condition of the ground − amount of soil moisture, seasonal variations in Disaster
vegetation, depth of snow cover, and imperviousness due to urbanization − Management
directly affects runoff. Silting, soil conditions, absorption capacity of the
watershed, and the capacity of streams to carry runoff have an effect on the
extent of the flooding.

Impact of Floods

Floods are natural hazards that are not, in and of themselves, disasters, but
they can transform a vulnerable situation into a disaster. The vulnerability of a
human settlement is determined by its exposure to flooding. The primary
effects are power failure, electrocution and short circuit due to water logging in
flooded areas as well as around the substation grids.

In Table 8.1, we summarise the impact of natural calamities on power utilities.

Table 8.1: Impact of Natural Calamities on Power Distribution Utilities and Their
Roles

Calamity Primary impact Secondary impact

Earthquake Structural collapse and Landslides;

collisions; Fires;
Injury and death. Tsunamis;
Floods;
Power failure.

Cyclone / Destruction of human Mudslides;

Storm settlements; Power failure.
Death and injuries by
drowning, Structural
collapses;
Flying objects.

Flood Drowning Mudslides;

Inundated farmlands; Epidemics;
Washing away of irrigation Power failure;
systems; Short circuits;
Change in the course of Electrocution.
rivers or streams.

8.2.4 Disaster Preparedness Measures

A trigger mechanism must be established by the utility to initiate the action for
mitigation of disaster, as soon as information is received about any calamity
which is likely to occur or has occurred. An illustrative check list of who has to
do what should be prepared by each organisation for each of its sections, in
case of emergency. The rescue operation for any disaster has to start right
from the warning received from the Intelligence, meteorological organisations
or any other State / Central agency. The rescue operation should concentrate 87
Electrical Safety and on life safety as the prime objective followed by attending to the injured and
Disaster Management stopping the disaster from spreading further.

Utilities should undertake the following general disaster preparedness

measures:

• developing a disaster preparedness plan to sequence the activities and

responsibilities of each department;

• training for first aid and trauma and maintaining stocks of medical supplies;

• establishing emergency communication systems as well as messages to

the public regarding matters of health, safety, and security.

• reviewing the location of critical facilities such as hospitals, important

buildings, communications installations, and other structures;

• formation of teams for search and rescue operations and teams for
disaster assessment; and

• preparing plans and equipment for alternative electric supply as

necessary.

The role of the utilities also includes creating public awareness, preparedness
planning, economic mitigation, search and rescue activities, establishing the
distribution network of relief, disaster assessment, structural surveys and
bringing the power distribution to normal service level.

The focus should be on education and planning of the utility personnel.

Conducting Public Awareness Programmes on a regular basis is equally
important. The people living in the surroundings can play a vital role in the
event of a disaster. Utilities should make the general public aware about
potential hazards likely to occur in project area. Emphasis may be laid on the
following aspects:

• Fixing permanent notice boards at all suitable places in the area displaying
information related to assisting agencies, important telephone numbers,
etc.

• Taking help from local youth organisations, voluntary organisations,

educational institutions for spreading awareness about the safely
measures and rescue operations in the event of a disaster.

In addition, some specific measures need to be taken for earthquakes,

cyclones and floods. These are described below.

Earthquake-preparedness activities:
• Identification of safe sites where people living in areas threatened by
landslides in secondary tremors could be relocated.

• Reviewing and upgrading the structural soundness of facilities that are

essential for the operation of disaster response, such as grids, buildings,
88 communications installations, etc.
• Preparing plans for clearing streets on a priority basis to provide Disaster
emergency access. Management

Additional activities for cyclone and flood-preparedness:

• Developing early warning and evacuation procedures for people under

threat.

• Dewatering pump and barrier walls in cable trenches to prevent the water
from entering the substation.

We now present the post-disaster activities to be undertaken if any of these

natural calamities occur in an area.

8.2.5 Post-disaster Activities

A number of lessons for post-disaster activities have been learnt from

experience. The response should include activities outlined in the
preparedness stage, but the initial emphasis during the post-disaster period
should be on search and rescue of victims, providing emergency medical
assistance and relief to survivors. An exercise has to be commenced in
parallel to conduct damage and needs assessment and respond to the crisis.

The various activities in response to a disaster should include:

• evacuation of affected people from the area;

• provision of temporary lodging in case staff is left in office;
• provision of short-term basic life amenities such as food and water to the
disaster-affected people and the stranded office staff;
• exchange of information in terms of event description, its severity and
action plan;
• field/site surveys, damage assessment;
• identification of resources needed and their deployment viz., technical
experts, human resources, equipment, spare parts and other materials;
• early restoration of power supply;
• re-establishing communications to quickly get information to the public
about what they should do and where they can go for services;
• making contact with remote areas;
• providing construction related materials for reconstruction of damaged
infrastructure;
• repair and reconstruction of “lifelines” − electrical services;
• technical, material, and financial assistance for the repair and
reconstruction of offices and systems;
• financial assistance to emergency operation teams to enable their
participation in recovery efforts; and
• post event investigation and analysis and strategy for the future. 89
Electrical Safety and Specific post-disaster and emergency activities after cyclones and
Disaster Management floods are:

• dewatering;
• water purification; and
• epidemiological (which relates to the origin, nature, pathology and
prevention of epidemic diseases) surveillance.

In the next section, we discuss the disasters stemming from human actions.
But before studying further, you may like to consolidate the information
presented so far.

!" !#

List the activities that utilities must undertake in preparing to handle the
natural disasters most likely to occur in your area.
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Terrorist attacks, bomb threats and bomb explosions, and strikes are some of
the disasters that have their origin in human acts. We discuss the potential
threats and the measures needed to protect power utilities from such
disasters.

8.3.1 Terrorism
Of all the forms of disasters, terrorism happens to be the deadliest in terms of
loss of life and damage to the property. Acts of terrorism have grown over a
period of time. Power generation and transmission installations form the prime
target for such terrorist groups. The basic infrastructure in power sector such
as dams, generating stations, EHV substations, load dispatch centres,
distribution stations are vital national assets and these need to be protected
against acts of terrorism. The terrorism related security aspects should be
dealt with by using advanced technology in the areas of surveillance and
proper intelligence network.

Protection Measures against Terrorist Attacks

To protect against a terrorist attack, utilities should be prepared with the

following measures:

• strong security arrangements at all entry points to the power stations/sub-

stations/load dispatch centres;
90
• information to District Administration for taking appropriate security Disaster
measures; Management

• entry of only authorized persons into the complex;

• continuous internal security in force at all times;

• close watch on suspicious persons, unattended vehicles around the

complex and transmission of information regarding this to the Security and
Administration Divisions; and

• provision of modern communication and information systems with suitable

back ups.

8.3.2 Bomb Explosions and Bomb Threats

Bomb explosions in Generating stations/Sub-stations/Load dispatch Centres,
etc. can lead to major emergency through disruption in power supply. In the
event of bomb explosion or a bomb threat, special measures need to be
adopted under the guidance of experts. Several steps can be taken to prevent
emergency situations arising from bomb explosions. For example, metal
detecting machines must be placed at important locations such as Power
System Control / Consumer Care Centre / Corporate Office and Stores in
addition to proper surveillance and intelligence gathering.

Bomb Threats

The basic steps to be carried out in the event of a bomb threat are as follows:

A thorough search by the security and police agencies that are well versed
in dealing with such situations.

Putting sand bags around the object, in case a bomb is found or Fig. 8.3: Bombs Need
suspected, to reduce the impact of damage in the event of an explosion. Special
Attention
Summoning the nearest police or army unit trained in bomb disposal.

Transmission of information immediately to Security and Administration

Divisions of the utility

8.3.3 Security Measures

Physical security of installations should include all possible measures to
secure the entire premises.

Security Measures at the Premises Boundary

• Fortifying the perimeter wall around the project area and making it as
straight as possible around the premises.

• Constructing a peripheral road both inside and outside the perimeter wall
(maintaining clear zones of 3 metres on both sides) to carry out mobile
patrolling.
91
Electrical Safety and • Proper illumination of the perimeter wall and provision of portable flood
Disaster Management lighting and emergency lighting.

• Installing cameras and security alarms at important locations like Grid

Stations and Power System Control to check the entry of outsiders and
unwanted elements.

Security Measures for Entry into Premises

• Minimum number of entry gates.

• Declaration of the premises as protected/prohibited place and regulation of

entry to the premises and movement of material through proper passes.

• Separation of all vital installations by fencing and entry of the employees to

be allowed only through special passes.

Villagers/people living close to the Grid substations/transmission lines and

associated communication facilities in remote areas should be taken into
confidence about the need for protecting the power supply systems. It should
be impressed upon them that their cooperation is crucial for protecting these
installations from any harm from anti-social elements and harmful
intentions/mischief of miscreants.

8.3.4 Strikes
Strike by any section of the employees, construction workers or contractors in
a generating station/sub-station/load dispatch centre could lead to an
emergency situation and bring the system to a grinding halt if adequate
alternate measures to run the generating station/sub-station/load dispatch
centres are not taken. Identification of alternate human
resource/outsourced workforce must be done in advance for managing
emergencies arising out of strikes.

It is easier to take precautions when a strike notice is given by the unions.

Under such a situation the effect of strike is expected to be fairly widespread.
Various decisions/actions to be taken in this phase are as follows:

• Concerned departments and various committees within the organisation

should be alerted immediately.

• Disturbance situation should be assessed with regard to the type of

personnel/unions involved, whether situation is likely to spread and status
of the corrective action/negotiations initiated.

• Concerned Government and Labour Department should be informed in

writing, specifying the background leading to the agitation and the
assistance required from Government/Labour Department.
Fig. 8.4: Strikes can
Create • Sufficient water should be arranged in tanks, drums, etc. in different areas
Emergencies to meet emergency situation.

92
• Sufficient reserve stock of fuel oil and other consumable items needed for Disaster
keeping the system in operation should be maintained. Management

• Adequate provisions should be made (for food, cots, mattresses, etc.) for
executives and other running staff to stay inside the grid station/sub station
premises for prolonged period during the strike.

• Legal status of the strike should be examined and communicated to all

concerned.

• The dangers and the threats during strike need to be assessed and
appropriate planning done to counteract such events.

• Arrangements should be made for additional workforce for running the grid
stations/substations. The organisation must also keep a list of the retired
persons from the grid station during the past 2-3 years so that their
services can be utilized under such eventualities. A list of resourceful
contractors should be kept ready who would be able to supply
skilled/unskilled workforce in the event of any emergency.

Disturbed Stage

Whenever disturbance occurs due to strikes, the following actions/decisions

need to be taken by the management:

• Activation of all security measures both within and outside the

organisation.

• Information to local authorities, respective regional load dispatch centre

and the personnel within the organisation.

• Review of attendance within the organisation and their placement. Switch

over to two shift operation of 12 hours each and issuing instructions to the
concerned personnel regarding the same and their placement in two shifts.

• Activation of control room, which should form the nodal point for all
activities within and outside the organisation.

• Activation of various committees, e.g., for maintaining continuous supplies

of food, medicines, etc., liaison with District Authorities for necessary
assistance, making emergency arrangements, operation and maintenance
of units already commissioned,

• Review of the legal status of the strike and communication to all

concerned. Press release may also be considered at appropriate stage.

• Activation of service functions like armed/un-armed security transport for

executives and the sincere and committed workers, canteen,
accommodation, etc.

• Evaluation of the scope for further negotiations with the unions and
initiation of action on the same.
93
Electrical Safety and • Receipt of reports from Intelligence Groups/loyal workers and taking
Disaster Management necessary action.

• Maintaining the morale of those employees who have not joined the
strike − a pre-requisite for smooth operation of power station/grid, sub-
station during the strike situation.

• Identification of Essential Areas: The technical as well as non-technical

staff in grid stations and substations needs to be trained for manning the
essential areas during the strike.

• Safe storage of vital records: Vital records should be duplicated and kept
in a safe place to protect them from accidental fire as well as sabotage.

• Provision of facilities like rest/sleep at nights, daily needs, etc. in the

premises.

• Alternative communication arrangements independent of power line

communication and normal telephone department system should be
provided as those are likely to be disconnected during commotion or due
to sabotage/fire, etc.

• Grid Stations should have walkie-talkie sets of appropriate capacity to

cover the farthest point of the installation for effective communication.

• Each station should be able to arrange for vehicles with public address
system, which can be used to make necessary announcements. Similarly,
main gate/gates may also have public address facilities for dissemination
of announcement.

• Emergency lights, DC operated invertors and generators, etc. must be

arranged for providing relief when the power supply gets affected both in
the normal or strike situation.

$# "

Evaluate the preparedness of your utility in the event of a disaster due to a

bomb explosion, terrorist attack and strike.
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94
8.3.5 Major Equipment Failure of Electricity Grid Disaster
Management
The integrated operation of vast and complex electricity grid like the one
existing in the country demands utmost vigil and care. Natural calamities as
well as human acts can have a devastating effect on the Electricity Grid.
Under extreme wind conditions, the conductors of transmission lines may get
snapped or transmission line towers may collapse. Floods, landslides and
earthquakes cause damage to or failure of foundations of towers. This may
sometimes lead to disruption of the transmission network due to uprooting of
foundations and consequent collapse of the tower. Floods also cause
disruption in power transmission in case substations are affected by the
floods.

In addition to this, terrorist attacks, fire accidents may also cause damage to
transmission lines, substations which, in certain cases, may lead to grid failure
and could black out the entire region for a considerable period of time. Various
faults, equipment failure/mal-operations are other common causes of grid
failure. Possible mishaps in transmission system in the event of disasters due
to various natural calamities and crises are:

• snapping of conductors;
• collapse of transmission towers;
• washing away of foundation for river crossing towers;
• landslides in hilly terrains affecting towers of the line;
• flooding of substations; and
• destruction / fire in substations.

Fig. 8.5: Mishaps in the Transmission System Due to Natural Calamities

95
Electrical Safety and In the event of a grid failure, coordinated actions are required to be taken at
Disaster Management the generating stations, substations and transmission for speedy restoration of
power supply. We shall discuss them in the next section when we take up the
disaster management plan. You may like to attempt an SAQ first.

( ! ) !" " *+

Outline the reasons for the failure of electricity grid when a disaster strikes.
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% & '

Disaster management encompasses all such activities that enable various

agencies to plan for, quickly respond to and to recover from unexpected
events and situations.

Disaster Management Plan in the power sector is a tool to

provide necessary guidelines to organisations engaged in the
generation, transmission and distribution of electrical power for
ensuring safety of people, protection of environment, protection
of installations and restoration of power supply. It is intended to
establish policies, procedures and organisational structure for
response to emergencies that are of a magnitude to cause a
significant disruption of the functioning of all or a portion of the
power distribution area.

The first step in planning for disaster management involves assessing which
areas are prone to which kinds of natural or man-made disasters.

8.4.1 Disaster Zoning for Natural Calamities

Disaster zoning refers to identifying the areas having similar parameters
on the average. Suitable margins and factor of safety are considered in the
design of structures to sustain the severity according to the zone
characteristics. However, the intensity, suddenness and extent of any natural
calamity are beyond any perfect assessment and have to be effectively
managed in the event of its occurrence.
96
A. Zoning for Earthquakes Disaster
Management
Earthquakes occur due to movements along faults that have evolved
through geological and tectonic processes. The extent of the impact of an
earthquake depends on its magnitude, location and time of occurrence.
Geological Survey of India and India Meteorological Department monitor Based on data
the earthquake hazards of the country. A macro-level map has been collected the world
prepared, which divides the country into five zones of various probable over, natural calamities
maximum intensities on an increasing scale. Zone-I includes that part of like earthquakes,
the country where seismic risk is minimum and Zone-V covers that portion cyclones, floods, etc.,
have been studied
of the country where seismic risk is the highest. The Bureau of Indian
extensively. It has
Standards has published a code namely, IS: 1893 for the earthquake become possible to
resistance designs of various structures including structures for predict their intensities
power plants. Power supply installations are either located to avoid high with certain degree of
seismic zones or designed as per BIS codes. All the buildings and other confidence so that
infrastructures must be designed as per these codes, keeping in view the structures/
suitable design margins and factor of safety. equipment/machinery,
etc., can be designed
B. Flood Plain Zoning to withstand the effect
of these forces.
The basic concept of flood plain zoning is to regulate land use in the flood Seismic loads as well
plains in order to restrict damage by floods, which are likely to occur from as wind loads have
time to time. The flood plain zoning as such aims at determining the been measured in the
country by various
locations and the extent of areas likely to be affected by floods of different
organizations like
magnitudes / frequency and to develop these areas in such a fashion that Indian Meteorological
the resulting damage is reduced to a minimum. The Central Water Department,
Commission has carried out the flood plain zoning in some of the river Geological Survey of
basins in the country. India etc. As regards
floods, the Central
As per the concept of flood plain zoning, the flood plain has been classified Water Commission is
into three categories: Prohibitive zone, Restricted zone and Warning involved in the
zone. measurement of
discharge data of
For the purpose of regulating land use in different flood zones, different major rivers.
types of buildings and utility services have been grouped under three
priorities as given below:

• Priority-1: Defence installations, industries, and public utilities like

hospitals, electrical installations, water supply, telephone exchange, PROHIBITIVE
aerodromes, railway stations; commercial centres, etc.,

• Priority-2: Public institutions, Govt. offices, Universities, Public

RESTRICTIVE
Libraries and Residential Areas.

• Priority-3: Parks and Playgrounds.

WARNING
As per this zoning, no power project should be located within the flood
zone corresponding to a 100 years frequency or the maximum observed
Fig. 8.6: Classification
flood level. The foundation level of power plants is kept at least 1.0 m of Flood
above the maximum observed flood level or flood level of 100-year Plains
frequency to avoid any damage due to floods. 97
Electrical Safety and In the next section, we shall discuss the objectives and scope of the Disaster
Disaster Management Management Plan. But before studying further, you may like to review these
concepts.

% , +

Explain the need for zoning for natural disasters. What zoning schemes are
in practice for earthquakes and floods?
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8.4.2 Objectives and Scope of the Disaster Management Plan

The objectives of the Disaster Management Plan should be to:

• improve the state of preparedness to meet any contingency;

• reduce the response time in organizing assistance;
• identify major resources (human, material and equipment) needed to make
the plan operational; and
• make optimum use of the combined resources.

Scope of the Plan

The Disaster Management Plan should spell out the roles and responsibilities
of departments, teams units and personnel during emergency situations. It
should address several specific types of emergencies on an individual basis,
providing guidelines for the stabilization and recovery from the incident.
These include emergency instructions and references in a concise format for
the individuals designated to manage the resources.

It should encompass the preparation, response and recovery of utility

personnel and resources for emergency situations. It should facilitate inter-
agency coordination between responding agencies. The main thrust of the
plan should be to make the utility employees familiar with the various kinds of
emergencies and disasters which can affect the power sector and the action
plan to tackle them.

The basic emergency procedures are designed to protect lives and property
through effective use of the available resources both of the utility and the
community. Since an emergency may be sudden and without warning, these
procedures should be designed to be flexible in order to accommodate
98 contingencies of various types and magnitudes.
The plan should be made for three levels and types of emergencies: Disaster
Management
• LEVEL 1 − MINOR INCIDENT: A minor incident is defined as a local
event with limited impact, which does not affect the overall functional
MINOR INCIDENT
capability of the organisation. Planning response is carried out at a limited
local level (e.g. in a building/zone/grid). The Disaster Management Plan
Local Event with
would not be activated at this level. Limited Impact
• LEVEL 2 − EMERGENCY: An emergency is defined as a serious event
that significantly disrupts one or more operations of the utility. In this
multiple locations/area are involved: the Disaster Management Plan would
EMERGENCY
be activated to the extent necessary.

• LEVEL 3 − DISASTER Serious Event with

Wider Impact
A well-defined and comprehensive Disaster Management Plan should typically
involve the following three types of response elements:

• Operational response − to get the disruption under control as quickly as DISASTER

possible so that normal operation is resumed.

• Management response − to allocate resources and make critical Fig. 8.7: Three Levels
decisions needed to resolve the situation. of Emergencies

• Communication response − to communicate with employees, their

families, officials, other agencies and media.

The plan should facilitate the setting up of an appropriate system for disaster
management in the utility.

- ( &
.

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. 8.8) 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.

99
Electrical Safety and 8.5.1 Constitution of Disaster Management Groups
Disaster Management
The responsibilities of Disaster Management Groups up to the State level are
described below:

A. Central Level Disaster Management Group (CDMG)

CENTRAL
LEVEL Responsibilities

• To facilitate development of comprehensive disaster management plan

REGIONAL and policy formulations at the national level.
LEVEL • To facilitate support from other national and state level agencies.
• To coordinate the assistance in terms of human resources and
STATE materials at the national level.
LEVEL • To act as information source desk for all related developments in the
event of a disaster.
LOCAL B. Regional Level Disaster Management Group (RDMG)
UNIT LEVEL
Responsibilities
Fig. 8.8: Structure of
the Disaster • To provide inter-state emergency and start up power supply.
Management
System • 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.

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
100
resources to ensure continuity of power supply in the country. The control Disaster
rooms should have: Management

• 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 would like you to attempt an
SAQ to test your understanding!

- +# & /

Outline the responsibilities of the Disaster Management Groups at the

Central, Regional and State levels.
……………………………………………………………………………………….

……………………………………………………………………………………....

………………………………………………………………………………………

8.5.2 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.

101
Electrical Safety and • To preserve all evidence in order to facilitate any inquiry into the
Disaster Management 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 joint
damage 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.
102
 Disaster
D. Advanced Preparedness Management

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.
103
Electrical Safety and Well documented steps and codes of instructions should be created for pre-
Disaster Management 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.

0 '! !1 ! &

Do you have a plant/utility level Emergency Management Group in your

area? If so, what are its responsibilities?
……………………………………………………………………………………….

……………………………………………………………………………………....
'
………………………………………………………………………………………

8.5.3 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);
Fig. 8.9: Priorities for − start-up power to hydro and gas units; and
Restoring − formation of self-sustaining islands around the generating stations as
Power Supply per laid down procedure.
104
• Area Load Dispatch concept should be adopted during start-up to avoid Disaster
jamming of communication system as well as for ease in decision making. Management

• 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.

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.

• Each “Key Front Line Personnel Team” should be provided with mobile
satellite telephone for ensuring instantaneous response/mobilization to
the front on the occurrence of a disaster.

• For the restoration of transmission lines, Emergency Restoration

System (ERS) should be provided and made use of. The ERS,
communication and other equipment should be maintained properly so
that it can be used without any delay.

• Spare towers and conductors should be available with the agency

having the responsibility of O&M of transmission line.

105
Electrical Safety and • Strategic locations should be decided for spares on centralized/
Disaster Management 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.

8.5.4 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.

106
B. Communication Facilities: Communication and information management Disaster
is the key to any crisis response and recovery plan. Use of modern day Management
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.
107
Electrical Safety and I. List of Contractors: The local Project Authorities of disaster prone areas
Disaster Management 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 groups should identify category-wise all the generating,
substation grid centres and Load Dispatch Centres based on their strategic
importance. The highest vulnerable centres should be provided the highest
type of security.

• The islanding schemes (electricity grid) of each state must be updated on

continuous basis in consultations with the Regional Electricity Board.

• Each Regional Electricity Board and Regional Load Dispatch Centre must
identify all the generating stations/grid substations and load dispatch
centres according to their critical importance with respect to safe operation
of the electricity grid. The highest critical station must be provided the
highest security arrangement and it may go on reducing to the least risk
element, without jeopardizing the safety of electricity grid.

• 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.

108
• Each power station/Power utility should create a fund for meeting the Disaster
requirement of disaster management plan. The disaster management fund Management
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.

We now summarise what you have studied in this unit.

0 .

• Disasters in the power sector can occur due to natural calamities such as
earthquakes, floods, storms, cyclones, droughts as well as human acts like
terrorist threats/attack and sabotage, bomb threats and bomb explosions,
strikes, major equipment failure, etc.

• Each utility must have in place a Disaster Management Plan with well-
defined objectives. It should set up a Disaster Management System that
have clearly spelt out disaster preparedness activities and post-disaster
measures for each type of disaster.

• The Disaster Management Plan of a utility should include measures for

restoring power supply quickly in crucial areas, the resources required and
instructions for all personnel involved.

• A 4-tier structure at the national, regional, state and local levels should be
in place for management of disasters with intervention and response
depending on the severity of the disaster/calamity. While the central and
regional level interventions are necessitated for major calamities, the state
and local agencies should respond to minor incidents. 109
Electrical Safety and • Disaster Management Groups should be constituted at all levels with
Disaster Management clearly spelt out responsibilities.

1. What kind of disasters (natural/due to human actions) is the power utility in

your area most likely to face, if at all? Describe the likely impact of each of
these on the power supply situation in your area.

2. Assess the disaster-preparedness of your utility in the light of what you

have studied in this unit.

3. Explain the need for a Disaster Management Plan for your power utility.
Outline its objectives and the scope of activities.

4. Describe the Disaster Management Plan of your utility.

5. Compare the Disaster Management Plan of your utility with the Plan of
NDPL given in Appendix 1. Point out the differences and the need for
improvement, if any, based on your own experiences.

110
 Disaster
'' 3 & Management

' ( '

The Disaster Management Plan of NDPL is operationalized as a modular

disaster management system designed for all hazards and levels of
emergency response. This system creates a combination of facilities,
equipment, personnel, procedures, and communication operating within a
standardized organisational structure. It tries to capture the Disaster /
Emergency readiness which speeds the recovery from all kinds of disaster /
emergencies (Fig.1).

Without
Disaster Planning

Damage to
Financial Results, Reputation
and Key Relationships

EMERGENCY With
READINESSSM Crisis
Readiness

Time Lost Time/Productivity

Some of the kinds of incidents and events that would be managed are:

• fires and multi-casualty incidents;

• multi-jurisdictional and multi-agency disaster responses (natural disaster,
terrorism, civil unrest);
• search and rescue missions; and
• significant transportation accidents.

The following assumptions are made and used as general guidelines in any of
these events:

• An emergency or a disaster may occur at any time of the day or night,

weekend, or holiday, with little or no warning.

• The succession of events in an emergency or disaster is not predictable;

therefore, published operational plans, such as this plan, should serve only
as a guide and checklist, and may require modifications in order to meet
the requirements of the emergency.

• An emergency or a disaster may be declared if information indicates that

such conditions are developing or probable.
111
Electrical Safety and • Disasters may be community-wide. Therefore, it is necessary to prepare
Disaster Management and carry out disaster response and short-term recovery operations in
conjunction with local resources.

The plan is operational for all three types of emergencies / levels of response:
Minor incidents, emergencies and disasters (Table 1).

Table 1: Expected Impact Matrix

Scope Level-1: Minor Level-2: Level-3: Disasters

Incidents Emergencies
Operations Minimal Significant Very Significant all
and Activities localized. Most localized activities activities are
of NDPL of the activities are shutdown. shutdown for a
not effected. period of time.

Contractual Site-specific Site-specific or General impact with

workforce and localized general impact with probable
staff. impact. possible disruptions. Injuries
Injuries disruptions. and possible
possible. Injuries possible. fatalities are a
serious concern.

Media None expected Local/regional Local, regional and

Coverage or limited local coverage. possible national
coverage. coverage.

Public and Limited. Potential exists for Potential exists for

Government an embarrassing an embarrassing
Concern. situation. situation and
Government government
agencies may investigations or
investigate hearings.
prevention/respons
e/recovery efforts.

Emergency Probably none. To be consulted if Consulted regularly

Management needed and actively
Team (EMT) involved.
involvement

Emergency Limited or none Conditionally Actively involved.

Operations involved
Team (EOT)
involvement

Organisational Components

The Disaster Management Plan of NDPL consists of seven major

components:

• Emergency Management Team (EMT)

• Emergency Operations Team (EOT)
112 • Emergency Support Functions (ESF)
• Critical Operations Plans (COP) Disaster
• Special Unit Plans Management
• Building / Area /Emergency plans (BEP / AEP)
• Response Annexes (Natural Disaster/ Man Made/ Terrorism)

The Emergency Management Team (EMT) also known as Centralised

Disaster Management Team is an apex body which evaluates information
from various sources during the progress of the event and advises the Chief
Incident Controller and Head of the Organisation about the situation of
Disaster/ Emergency. The EMT makes policy and major decisions in respect
of Emergency/ Disaster. This would also take care of Planning and
Preparation prior to and the recovery from the incident and bringing the
operation level back to normal service level. Accordingly, the responsibilities of
this body include:

• final plan approval and major policy decisions;

• direct distribution of resources required for reducing identified
vulnerabilities;
• direct distribution of resources required accomplishing the purposes of the
DMP;
• sourcing power from outside resources that are unavailable internally;
• stabilizing and protecting life, property and network;
• critical business areas/consumers (key consumers) that should be quickly
restored and maintained;
• review of needs and allocation of resources required in the 24-96 hour
range to complete stabilization and commence the recovery process for a
30-day period;
• long-term (greater than 30 days) management to cope up with the
incidents;
• ensuring that the recovery procedures are according to DMP and to
provide guidance/assistance if needed; and
• ensuring that the Site Incident Controller is functioning in a responsible
manner.

The Emergency Operations Team (EOT) is activated, based on the type and
nature of the incident, to manage the operational aspects of the organisational
response to an emergency event. It is comprised of the Head Operation and
all HODs.

Emergency Support Functions (ESF): Emergency management of incidents

occurring within or affecting North and North West part of Delhi, i.e., the
operational area of NDPL is dictated in Disaster Management Plan. This plan
uses a bottom-up approach in all phases of emergency management, with
emergency activities being resolved at the lowest possible level of response.
As such, the resources of local response agencies, including those of the
NDPL would be used extensively in the stabilization and recovery effort. NDPL
lead divisions/departments are expected to contribute the necessary
113
Electrical Safety and resources within their respected emergency support function to the response
Disaster Management and recovery effort.

Critical Operation Plans (COP): Each area identified as part of EOT is

determined to have critical responsibilities on an NDPL wide basis during
emergency situations. Responsibilities include either direct management or
Emergency Support Functions (ESF). Each organisational unit listed in Table
2 is required to develop a Critical Operations Plan.

Table 2: Critical Operations Unit Plans

• Primary Data Centre

• SCADA − Power System Control

• IT Department

• Central Record Depository and Satellite Record

Depository

• All District Office Buildings

• Grid Substations − Manned

• Grid Substations − Unmanned

• Satellite Back Office

• Consumer Care Centre

• Projects

• Human Resources

Special Unit Plans: Several units have been determined to have critical
responsibilities on an internal unit basis during emergency situations. Each
Special Unit is required to develop a Unit Plan. As necessary, Special Unit
Plans will be augmented by Response Annexes to address specific situations.
Special Unit Plans are required from the Units listed in Table 3.

Table 3: Special Units Plan

• Corporate Operation Services

• Technical Services and Projects.

• Central Store

• Operation and Maintenance

• Administration

• Finance

• Medical

• Security and Disaster Mitigation

• Power Management

114
Building/Area Emergency Plans are developed to reduce the risk of life or Disaster
property loss through preparation for foreseeable events. Management

Response Annexes to specific type of incidents (i.e., terrorism, natural

disaster, etc.) are developed by individual functional areas within the
organisation to identify key personnel and define specific responsibilities and
procedures to mitigate the specific threat.

These components and their functions are given in Fig. 2.

Emergency Management Team (EMT)

• Makes critical policy decisions (strategic decisions) affecting the organisation during
an emergency and recovery.
• The EMT is headed by Chief Incident Controller, i.e., Head of Operations.

Site Incident Controller

Emergency Management Plan Coordinator • Confers directly with the Chief
• Consult directly with the Chief Incident Incident Controller and the EMT
Controller during and emergency. during an emergency.
• Maintains the DMP document. • In-Control and charge of the
• Serves as facilitator of the Disaster EOT at site level.
Preparedness committee. • Make critical management
• Serves as NDPL nodal point to Delhi State decisions during an emergency
Disaster Management Plan. at site.

Disaster Plan Committee Emergency Operation Team (EOT)

• Establish organizational • Execute the DMP as directed by the chief Incident
procedures for disaster. Controller during an emergency.
• Assure cooperation with • Reviews all provisions of the DMP for approval by the
community, stack holder, EMT.
government authorities. • Regularly carrying out the mock drill and reviewing the
• Review of independent plans DMP based on the findings.
submitted by Critical
Operations Unit & Special Unit
Plans.
Unit Plans
• Critical Operation Plans – unit with important
organization wide responsibilities.
• Special Unit Plans – Units with important
responsibilities in the organization.
• Other Unit Plans – All other units of the
organization.

Response Annexes
• Procedures for specific response activities.

Fig. 2: Disaster Management Plan − Organisation, Relationship and Primary Responsibilities

115
Electrical Safety and The primary responsibility for monitoring emergency threats and events
Disaster Management resides with Power System Control (PSC) and Disaster Mitigation (DM)
team. PSC operates on a continuous 24x7x365 basis and is always available
to receive emergency communications from variety of official and public
sources. Full plan activation begins at the discretion of EMT Members and
Managing Director and upon the receipt of information of an emergency event
or threat of an emergency. In case of any type of declared local, state or
regional emergency, a decision will be made by the Head Operations on a
plan of action and whether to activate the Emergency Management plan in
consultation with the Managing Director.

Upon activation, appropriate Emergency Operations Team members will be

notified and should report to the designated command centre as directed. The
Chief Incident Controller will review the circumstances of the emergency with
the Emergency Operations Team and initiate the appropriate action. In case it
is deemed necessary to warn the local community of an impending threat or
emergency situation, the Power System Control will communicate with Police
Control Room, to activate alerts, warning resources and activities. Based on
the initial report and information obtained from other appropriate entities, the
Chief Incident Controller will declare the level of the emergency.

The Security department of NDPL has the overall responsibility for

coordinating and alerting the appropriate parties. PSC will maintain a list of the
Emergency Management Team members and telephone and contact
information. The Head of Disaster Mitigation and Safety should be informed in
addition to the Head Operation. As and when Emergency or a Disaster (Level
2 or 3) is declared, the Emergency Management Plan will be activated. Upon
declaration of an Emergency or Disaster, the Emergency Management Team
Members need to respond and should report immediately to the designated
command centre location. Emergency Operation Team Leaders will also be
informed and are required to report at the command centre. The EOT
Members will be ready in field, and will take necessary instructions from the
EMT and EOT leader.

The primary Emergency Control Centre like District office building (in
respective District/ system offers/circle head office) will be continuously
maintained in a state of readiness for conversion and activation. The
Command Centre serves as the centralized, well-supported centre located at
PSC in which the Emergency Operation Team (EOT) leaders and the
Executive Management Team (EMT) may assemble and assume their role.
Response activities and work assignments will be planned, coordinated and
delegated from the Command Centre. The Command Centre is located at the
office of PSC. Depending upon the type of incident, the members of EMT
may, at their discretion, designate Board Room corporate office as the Primary
Command Centre (Applicable only for cases of Level 1). If all of these
command centres are unsuitable or unusable, the backup command centre
will be located at the command centre IT conference Room, CENCARE.

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Table 3: Areas of Critical Responsibility / Emergency Operation Team Members Disaster
Management
Department Primary Contact Alternate Contact

Information Technology. Head of Department Head of Group

Power System Control Head of Group Manager Shift
Operations Head Operations
District Offices Circle Head District Manager
Network Systems Head of Group Area System Mangers
Finance Head of Department DGM Finance
Industrial Relation Head of Group Manager IR&W
Projects Head of Department Head of Group.
HR Head of Department Manager HR
Administration Head of Department Head of Group (A&AS)
Medical Chief Medical Officer Ad CMO

A) Building / System − Emergency Coordinator (BEC/ SEC): In various

emergency plans, emergency coordinators are identified for buildings,
(Building owners / site in-charges) portions of or group of buildings. These
individuals are responsible for the pre-planning and activation plan
elements at a local level (e.g. District Managers / Building owners

B) Executives and Staff: Executive members are seen as leaders by the

staff and should be prepared to direct their staff to assemble in designated
areas in the event of an emergency. Every member of the Executive and
Staff should be familiar with the component of the Disaster Management
Plan applicable to him/her. They should familiarize themselves with
emergency procedures and evacuation routes. Executives and staff must
be prepared to assess situation quickly but thoroughly, and use common
sense in determining a course of action.

C) The geographical maps of each 12 districts of NDPL are being prepared

and are being put on website so that the Emergency Response Team/
Disaster Management Team of NDPL can access the information for
guidance. The map encompasses all relevant information of the respective
areas like details of NDPL office, nearby Fire Station, Hospitals, Police
Station, shortest and easiest way to get out of the affected location, etc. A
special training session on the above shall be conducted for all the Team
Members by the GIS department.

Building / Network Recovery

After a disaster where NDPL’s operations have been shut down the entire
environment may be dangerous. The first recovery step is to secure the
network and then the buildings/ facilities. After ensuring that the working
environment is safe, restoration efforts begin followed by an orderly reopening
of normal operating procedure.

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Electrical Safety and
Disaster Management Emergency Response
Team Inspects
Building / Network

NO Is Building / NO Facilities Assess and Repair

Conduct Hazard Evaluation System Damage(s)
Safe?
NO

YES

System / Building are put in System / Building Content

use again Damage Assessment

Work Resumes at Normal

Service Level.

Fig. 3: NDPL-wide Emergency Recovery Steps

Role and Responsibilities of Officials during Disaster

In the event of a state-wide emergency, including an emergency that effects

the NDPL, agencies designated Delhi Disaster Management Committee will
have primary responsibility for coordinating state-wide response and recovery
efforts associated with their respective emergency support function as directed
by the State Disaster Management Committee. NDPL’s Divisions/Department
assigned ESF responsibilities will work cooperatively with ESF of State Level
agencies during a state-wide emergency.

For emergencies occurring in NDPL that are not part of a state-wide

emergency or that do not exceed that capabilities of operation area of NDPL
emergency response resources, NDPL’s Divisions / Department assigned
ESF responsibilities will coordinate NDPL response and recovery efforts
associated with their respective emergency support functions as directed by
Disaster Management Plan of NDPL.

Emergency Support Function (ESF) Listing

A. ESF 1 – Transportation: The purpose of this team is to provide

coordination in transportation of assets to support emergency operations.
This support includes:

1. Performance of and assisting with evacuation and re-entry.

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 2. Process all transportation assistance request and task received from Disaster
Emergency Management Team. Management

3. Prioritization transport resources for the movement of people, material

and services.

4. Perform necessary actions to assist in recovery operations.

NDPL Lead Department Administration

B. ESF 2 – Communications: The prime responsibility of this team is to

assure the provision of required communication support to local Disaster
personnel. Restoration of essential communication system is coordinated
by this team. Additionally, it plans; coordinate communications assets
(equipment and services) locally.

NDPL Lead Department Power System Control

C. ESF 3 – Projects: Project is to provide and coordinate resources

(personnel, equipment, facilities, material and supplies) to support works
and infrastructure needs during an emergency or disaster. They will be
required to assist with following:

1. Debris clearance and provide emergency ingress / egress to affected

area(s).

2. Clearing, repair or construction of damaged emergency access routes

necessary for the transportation of rescue personnel, equipment and
supplies.

3. Emergency restoration of critical services and facilities.

4. Emergency demolition or stabilization of damaged structures and

facilities designated as immediate hazards to public safety.

5. Provide technical assistance and damaged assessment.

NDPL Lead Department Technical Services and Projects

D. ESF 4 – Medical: The medical team provides the means for health
response, treatment, sending medical team along with mobile dispensary
on the site and transportation of victims out of impact area(s); immediate
support to hospitals and other health care facilities; provision of emergency
external medical help form outside or nearby medical hospitals. The Chief
Medical Officer will lead the team of the doctors and in his/her absence his
official second in charge will take the responsibilities.

NDPL Lead Department Medical Services

E. ESF 5 - Supply and Store Team: The team has to ensure supply and
storage of the list of the emergency equipments required at the time of
recovery from Disaster / Emergency.
119
Electrical Safety and 1. It is necessary to have an inventory of recovery equipment and spares
Disaster Management available with various power utilities and their location so that these
could be used into service within the shortest possible time.

2. Store has to arrange for the sufficient number of DG sets available at

all distribution or as and where required and should be moved
immediately to provide emergency relief and to meet the need of
dewatering pump.

3. It shall be the responsibility of every team member to inform HOG

(Stores) for additional requirements, if any.

4. The working of stores is on the basis of 24x7x365. The same has to be

strictly adhered on the time of emergency / disaster.

5. In such cases HOG (Store) has to dedicate an Executive with special

powers to issue the material without many paper works.

6. HOG (Store) has to ensure that material issued form store has been
delivered at site in shortest possible time.

7. HOG (Store) has to ensure the suitable stock position of the material in
his store and timely submitting the stock position of same to
Emergency Management Team for any addition emergency
procurement.

NDPL Lead Department Central Stores

F. ESF 6 – Power Management Team: The team has to arrange for the
alternate source of the supply from nearby Power Supply Utilities in case;
failure of supply from Delhi Transco Ltd. (DTL) in proper coordination with
Corporate Operation Services and Operation department of NDPL.

NDPL Lead Department Power System Control

G. ESF 7 – Finance Team: The team has to arrange for any of financial
requirement during emergency / Disaster.

1. The team has to distribute certain amount of the cash to other ESF
teams directly related to recovery and restoration. The account will be
settled soon after emergency.

2. If any team requires extra cash the same will be approved by Chief
Incident Controller and sanctioned to Team leader.

3. The team to explore the possibilities of arranging the funds/ cash for
any emergency procurement/ salary of the employees.

NDPL Lead Department Finance and Accounting

H. ESF 8 - Corporate Communication Team: The Team has to

continuously keep a watch on the situation and to become the media
advisor of the Chief Incident Controller.
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 1. The team has to properly communicate the message and the Disaster
information (in both ways) between the Emergency Management Team Management
(EMT) and the media.

2. Updating the information/ appeal to media for mass circulation in

operational area of the NDPL.

NDPL Lead Department Corporate Communication

I. ESF 9 – Legal and Insurance Team: The team has to inform the
insurance and other allied legal agencies during/ post disaster.

1. The team has to contact the insurance agency and plan for the site
visit.

2. The team has to take all legal clearance from the Govt. agencies if any
required during the restoration/ recovery process.

3. The team has to gather all relevant data of injury/ fatal accident/
property damage from the ground staff/ Chief Incident Controller so
that claim (if any) to settle them on priority basis. As well as to present
the authentic report of the accident if required in the court.

NDPL Lead Department Corporate Legal

J. ESF 10 – Government Liaison Team: The team has to maintain proper

coordination between government agencies and NDPL during disaster/
emergency.

1. The team has to take all required clearance/ approvals from the Govt.
agencies.

2. The team has to work closely with the Chief Incident Controller/ Site
Incident Controller.

3. The team has to provide administrative help to Emergency Operation

Team at site.

4. Arrangement of Government help for the recovery/ restoration for the

emergency/ Disaster in the operation area of the NDPL from the
District/ State Disaster Management Committee.

5. The team has to tie up for any emergency requirement of Workforce for
the nearby Power distribution agencies, Vendors, Military, retired
employees of the organisation.

NDPL Lead Department HOG Admin and Admin Services

K. Security and Disaster Mitigation Team: The team has overall

responsibility to maintain the law and order of the company. The team has
to report to Chief Incident Controller (CIC) and coordinate with Site
Incident Controller in field for:
121
Electrical Safety and 1. Maintaining the security and safety of NDPL staffs, equipment and
Disaster Management material. And will take necessary instruction from Chief Incident
Controller.

2. Managing the traffic in area/ near by so that the Emergency Operation

Team can reach site immediately.

3. Assisting the Emergency Operation Team on incident site.

4. Search and rescue activity in operation area of NDPL or requested

outside.

5. Fire Fighting activity, if required in the area / incident site.

6. Taking the support of security staff from other security agencies also.

7. Also working closely with the Power System Control and the Chief
Incident Controller for sharing of any vital information, and

8. Working round the clock and sharing the information with the Area
Security Managers, Security Officer, Disaster Mitigation, etc.

NDPL Lead Department HOG (S&DM)

L. Requirements of Critical Operation Plan (COP)

Specialized plans prepared by department with Critical Operations in

NDPL will be consistent with the guidelines established in this Disaster
Management Plan. Each unit shall, as appropriate directed, execute that
portion of their specialized plan that may be required to assure optimum
endurance and rapid recovery from the effects of an emergency. Head of
Departments/ Head of Group/ Department Heads and other responsible
parties shall at a minimum develop and maintain procedures to accomplish
the following:

A. Identify the individuals and alternates to whom the specific

responsibilities are assigned;

1. Unit plan execution / Emergency Response.

2. Unit Plan Maintenance – all units are required to provide the

Disaster Management Plan Coordinator with an update Unit Plan
every year.

3. Identify a Unit Plan Disaster Management Team.

B. Develop procedures for communicating with in the unit.

1. Current emergency call roster for the team members.

2. Contact list of all Unit Head and Team members e.g. Details like all
contact nos. of District Manager along with the same of Zonal
Managers.

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 Disaster
C. Identify all life safety threats. Management

D. Identify important assets and how to protect them in an emergency

situation.

1. Assets including physical items of value and data information.

2. Assign individuals (or other units) to secure physical assets.

3. Assign individuals to be responsible for vital records.

A. As appropriate identify disaster – specific Response Plans to maintain and

restore services that are critical to the NDPL.

B. Identify and document (contact names, location, telephone numbers, email

address, etc.) subcontractors, suppliers and service providers that may be
needed in an emergency situation.

C. Identify critical dependence on other Power Supply Units.

D. Provide training for new hires as necessary.

E. Communicating assignments to all employees.

123
Electrical Safety and
Disaster Management '' 3 &
. (
Table 1: Extent of
Damage '
220 kV 2 The cyclonic storm on 16th October, 2001 disrupted power supply in six
Substations districts of Andhra Pradesh: Nellore, Prakasam, Cuddapah Chittoor, Kurnool
and Ananthapur. There was extensive damage to lines and substations and
220 kV tower 1
power supply in all six districts was affected. Many 220KV, 132KV, 33KV and
collapse
11 KV lines and substations were affected and huge number of distribution
132 kV 3 transformer structures collapsed (Table 1).
Substations
All villages and tanks were flooded and approach roads were cut off. The lines
33 kV 54 and DTR structures were inaccessible due to water logging. As a response to
Substations the disaster, AP Transco deputed those senior most officials who had earlier
worked in these districts and had good knowledge of the electrical layouts in
33 kV lines 63 the districts as well as the resources in the region. Material requirements,
availability in local stores, balance to be arranged from out-stations were
11 kV feeders 321
assessed. Men and materials with break down vehicles, tools, etc. were
Distribution 759 rushed from other districts where the supply network was safe. All contractors
transformers who executed works were asked to depute their men with vehicles, T & P, etc.
to help quick restoration of supply.
Towns 133
affected Temporary advances were opened and disbursed to DEs, ADEs, and AEs in
smaller denominations in the field. Control rooms were set up at division,
Villages 1295 district and state Head Quarters levels and manned round the clock with One
affected Divisional Engineer, SE and Chief Engineer heading each shift team. Top
priority was given to establish wireless communication from work spots up to
Head Quarters. Walky talkie sets for men, mobile wireless sets for break down
vehicles and cars of officers and stationery sets at control centres were
established within 12 hours. The AP TRANSCO carried out weekly monitoring.

Near normalcy was restored within 10 days and total normalcy within 20 days
of the disaster.

APTRANSCO MANUAL FOR OPERATIONAL EMERGENCIES

The State has faced a sudden shortage in generation during September 2002
when 1470 MW Neyveli Power House was totally shutdown due to a fire
accident and also the 340 MW Kalpakkam Atomic Power Station was
shutdown for statutory checks. There was simultaneous fall in hydel
generation on account of no inflows into the hydel reservoirs, which have
touched MDDL. Also one 500 MW unit at NTPC, Ramagundam was under
overhaul and the Simhadri units (2 x 500 MW) were getting shutdown on and
off due to teething troubles. The power supply situation got further aggravated
due to continuous dry spell and the daily energy demand touched 150 MU
against normal 120 MU during same period in previous years.

124
The staff at SLDC, grid substations and in Discoms faced tough challenges in Disaster
view of the big gap between demand and availability to ensure nine hours Management
supply to the agricultural sector in two spells (four hours during daytime and
five hours during night time). The Discom staff extensively toured and
identified problem areas and took remedial actions whereby the standing
Kharif crops in the entire State could be saved and while doing so they gained
first hand knowledge and experience of certain bottle necks in the System to
be removed before commencement of Rabi 2002-03.

ACTION PLAN (Contingency plan for System Emergencies)

Whenever an operational emergency is declared due to outage of a large

sized unit or a transmission constraint effecting a part or whole of the State
grid the following actions are to be taken:

I. Group Line of EHT Feeders: The 132 kV feeders are segregated into three
groups: I, II & III. The hours during which the load on these feeders is to be
brought down to nearly zero by cutting off loads other than those declared
essential (like Railways, Water works, defence, major hospitals, etc.)
should be fixed. If this is not implemented by Discoms, the entire 132 kV
feeders should be cut off and recharged only after the expected load relief
is given by 33 kV substations fed by these feeders.

II. The schedules for providing 3 phase supply to agriculture through 11 kV

feeders formed into two groups 'A' and 'B' are synchronised with the
probable 132 kV feeder interruptions.

Workforce for Monitoring Discoms

One Load Monitoring Cell has to be opened at each Discom and District Head
Quarters are to be manned round-the-clock.

• One DE to be on shift at Discom Head Quarters;

• One ADE to be on shift at District Head Quarters.

One ADE from Discom has to be on shift at each 220 kV SS in the jurisdiction
of Discom for coordination. One AE from Discom has to be on shift at each
132 kV SS in the jurisdiction of Discom for coordination.

125
Electrical Safety and
Disaster Management '' 3 &
. (

On 26.12.2004, Sunday, the day after Christmas, at about 9.15 hours, the
people near the sea shore encountered the tsunami. After it struck, the need
of the hour for the personnel in the power sector was to avert any electrical
accidents due to snapping of conductors, uprooting of poles on the roads, etc.
The next foremost duty was to resume power supply to all emergency services
such as Hospitals, Telephone Exchanges, Collectorate, City areas, Street
lights, etc. in order to speed up the rescue operations of other Departments.
Rescue operations included clearing of dead bodies, rescuing
trapped/affected persons from damaged buildings, huts, etc., providing
temporary shelters to the affected persons and providing food and medical
facility to the rescued persons.

Daily Reports of Restoration of Electricity Supply were maintained. For

example, on 26.12.2004, the 110/11kV Nagapattinam Sub Station group
control breaker was hand tripped at 09.27 hours to ensure safety after the
devastation due to the tsunami. The 11 kV Town feeder, the 11 kV
Velipalayam feeder, the 11 kV Nagore feeder, the 11 kV Vailankanni feeder
and the 11 kV Palakurichi feeder were feeding the Nagapattinam Town,
Nagore, Vailankanni and suburbs of Nagapattinam Town. These feeders were
to be patrolled at least up to the first reach of the respective feeders. Also, the
damaged structures and damaged lines were to be isolated, at the first
instance, to restore immediate power supply to the town. The above feeders
were patrolled; the damaged portions isolated and it was confirmed that the
feeders were safe to extend electricity.

The feeders were then energized one-by one. The damages due to the above
devastation were tentatively assessed and furnished to the Head Quarters.

The following hierarchy was maintained for ensuring grid safety:

• Every Discom was to provide hourly load requirements for the next day
before 4 P.M. to SLDC.

• SLDC was to inform by 6 P.M. every day the hourly allotment of loads that
could be drawn based on availability.

• Every Discom was to ensure that their withdrawals were not in excess of
allocations given by SLDC. In the event of the necessity to ensure grid
safety, SLDC was to Suo Moto instruct immediate "trip off' of certain
loads / feeders and such instructions were to be complied by the EHT Staff
without any reservations. Normalcy could be restored only after taking the
concurrence of SLDC.

126
• Directors (Operations) of DISCOMs would daily monitor implementation of Disaster
the measures required to safeguard the Grid as per the directions of Management
SLDC.

• The Superintending Engineers (Operation) were nominated as Nodal

officers for all actions concerning maintenance of power supply in their
respective districts and were to effectively coordinate all activities
concerning Transmission and Distribution (Transco and Discoms) in their
respective Districts.

• All the staff manning EHT substations was to send the programme of load
shedding to EHT substations immediately, with a copy to Chief Engineer
(Grid Operation).

• The Superintending Engineers/TL&SS, Divisional Engineers (TL&SS) and

all staff working with them were to be in close touch with Superintending
Engineers (Operation) and were to act to regulate the loads always in
accordance with the requirements of Discoms and as indented by
SEs/Opn.

• The Chief Engineers (TL&SS) ensured such coordinated action between

the staff of APTransco and Discoms. The CMDs of Discoms thus assumed
full responsibility for Load Management in the districts.

DEs & ADEs (Operation) – Field Inspections

DEs and ADEs (Operation) chalked out a daily programme so that they could
go in different directions to visit substations and villages en route, and meet
the farmers to elicit their problems. The reasons for the system emergency,
actions taken to mitigate the emergency, the scheduled hours in which they
were to get supply (3 phase and single phase) would be explained. Actions
being taken to redress their grievances would be detailed including the time
frame. An impression was to be given that all possible efforts a\were being
taken to ensure reasonably fair power supply to them despite the system
emergency.

They were to be in close touch with the district administration (Revenue and
Police), and elected representatives and explain the steps being taken to
mitigate the situation. Schedule of timings of supply was displayed in bold
letters at the entrance of the substations, village panchayat offices, market
yards, etc. Printed pamphlets in local language were distributed in all villages
explaining the hours of power supply being maintained. The substation staff
was made fully conversant with the schedules drawn up, their responsibilities
and need to give daily feed back. A brief daily report on areas visited,
complaints received, actions taken or proposed to be taken was given to
District, Discom and Transco Head Quarters.

127