Outline Prices Profits Costs Focus on actuals comparison
- Slides: 12
Outline • Prices • Profits • Costs - Focus on actuals; comparison to other NSPs; comparison to regulatory expectations - At this stage, mainly contextual and high level
NSW households currently paying 2 X VIC households and 2. 5 X GB households for elec. distribution network services 2
NSW DNSPs about twice as profitable as AER expected in current price controls And don’t forget “debt guarantee” fees and income tax equivalents of $857 m in 2012/13 = 174% of actual dividends paid to Treasury By any measure an extraordinarily profitable industry. 3
Actual revenue running far ahead of expected, in spite of much lower throughput than expected. Why? 4
NSW DNSP RAB per connection near the top end in Australia and about 3 X higher than VIC and about 7 X higher than GB! 5
And NSPs proposing only slightly less capitalised spend in coming RP than actual in current RP 6
2012/13 opex/connection also near top end in Australia, though (relatively) not as bad as RAB/connection 7
Proposed opex in next RP hardly changed from actual opex in this RP But headcount in next RP at least 1000 less than this RP. At $80 k person per year, headcount reduction should deliver savings of $400 m in next RP. So, where is the money going? 8
EBSS claims hard to understand How does $37 m overspend for Ausgrid translate into $426 m bonus to be paid by consumers? 9
Proposed return on debt far, far above actual costs: More of the same. Mistakes of the past must not be repeated. 10
Energy density for Endeavour and Ausgrid in sharp decline NSW DNSPs project big bounce-back in energy density. But why? Revenue cap provides strong incentives to over-forecast demand consumption. , Mistakes of the past must not be repeated. 11
Initial summary comments 1. NSW DNSPs currently have high costs, high prices and extraordinarily high profits. 2. Proposals do not head in the right direction: little change from current, if anything with declining energy density things actually getting worse. 3. The mistakes of the past in capex and opex allowances, return on debt and demand projections must not be repeated. 4. Looking forward to engaging with DNSPs and AER in constructive dialog. 12
- Porter's competitive strategies
- Two fundamental business strategies are
- Actor focus vs object focus
- Prolepsis
- Limit convergence test
- Comparison and contrast outline
- Oedipus rex as a tragic hero assignment
- Friedman doctrine
- "notfor profits"
- Pest control profits
- Arbitrary ratio meaning in accounting
- In praise of profits
- Lic jeevan kishore