TABLE OF CONTENTS A. Fricker and G. Oluwande
The privatisation and deregulation of the UK electricity industry has profoundly changed the way power plants need to be controlled and managed. Initially after privatisation a Pool system was introduced in which generation companies competed on price and availability to supply the Pool. However, in 2001 New Electricity Trading Arrangements (NETA) were introduced which rely on contracts being struck between generators and consumers and a complicated balancing market is used to ensure supply meets demand at all times.
Under NETA the delivery of power, energy and other ancillary services is subject to complex contractual obligations and monitoring procedures. The effect of NETA on power generators is that there is now an even greater emphasis on plant availability and flexibility, in addition to the continuing requirement to minimise costs. Local and global environmental concerns are resulting in increased regulation and the tightening of emission limits requires improved combustion control. All these factors have resulted in a major shift in what is expected from power station operations staff. In particular, the role of the operator has moved from an equipment controller to a plant manager who has to balance competing demands to achieve optimal performance.
To be able to continue to achieve better performance, improve the technical controllability and flexibility of the plant and meet the commercial requirements imposed, such as environmental constraints and contractual obligations, it has become necessary for utilities to put in place advanced plant management...
