aiema news aprmay2013
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A n I S O 9 0 0 1 : 2 0 0 8 C e r t i f i e d A s s o c i a t i o n
Issue 7 April - May 2013
www.aiema.net
ISO 9001 : 2008 Certified Associations
Mr. S. Shanmugavel, Joint Commissioner of
Police - West Zone, Chennai, inauguratingthe blood camp at ATC
Mr. S. Rajarathinam, Director - Autotech
Industries India (P) Ltd., honouring the
chief guest Mr. Vidyut Shivaramakrishnan,
Ranji Trophy Player at the Valedictory
function of Cricket Tournament.
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THIRUKKURAL
BIBLE
QURAN
SRI MATH BHAGAVAD GITA
AIEMA NEWS
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Think, and dare a proper deed
Dared and think is bad in need.
The one who controls the senses by the trained and purified mind and
intellect, and engages the organs of action to selfless service isconsidered superior. (3.07)
"For whatsoever things were written afore time were written for our
learning, that we through patience and comfort of the Scriptures might
have hope." Rom. 15:4.
Who made the earth a resting-place for you and the heaven a structure,
and sends down rain from the clouds then brings forth with it fruits for
your sustenance; so do not set up rivals to Allah while you know.
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CONTENTSIssue 7 April - May 2013I
AIEMA NEWS
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Industry
ADVERTISERS INDEX
Editors Page 5
AIEMA Hall Booking 6
President's page 7
AIEMA Diary 8
From ATC Chairmans Desk 9
AIEMA Membership Tariff 10
Advertisement Tarrif 10
ATC Membership Tariff 10
CAAIIUC List of Directors 44
AIEMA Executive Committee Members 45
ATC Executive Committee Members 46
Empowering Indian SMEs
Why Europe's Carbon Woes
Matter to the Whole World 13
EPF grievance management:
All you need to know 15
Wind Energy Basics 16
Free German Senior Expert
assistance available through SES. 23
11 Creating the Best Workplace on Earth 25
The Unmanageable Star Performer 32
Indian Infrastructure Icons 37
The Virtual Option 42
10 Tips for Public Speaking 43
Blood Donation Camp Held at ATC 47
Cricket Tournament 2013 -
Autotech Trophy 48
Eye Camp at ATC 50
CNC Training Courses -
100% Govt Subsidy 50
AIEMA Fraternity Congratulates
M/s Vanjax Sales Pvt Ltd 51
Events
Technology
Expert Services
Finance
Regular
S & T ENGINEERS PVT LTD. 54
HAAS AUTOMATION 55
ACMEE 2014 56
UNITECH ASSOCIATES PVT.LTD. 02
CHENNAI INSTITUTE OF TECHNOLOGY 52
CRYSTAL ESTATES 53
Management
Development
General
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Greetings from the Editorial Board of AIEMA News...
We have pleasure in covering various events in AIEMA's golden jubilee year. We have
also covered the 5th Annual Cricket Tournament, which was held in a great way. This
year's tournament had the maximum number of registrations. Total number of team
registrations for the tournament was more than 100. Meetings with TANSIDCO officials
were also held to get their affirmations on the drainage and other maintenance
activities within the scope of TANSIDCO. We congratulate AIEMA / ATC in organising
various medical camps for the benefit of the employees of the association and the
general public.
We have also published other selected articles of interest from various publications to
benefit our members. Please mail us your suggestions for improvement.
Thanks & Regards,
Hon. Editor - AIEMA News
R. Ramchander
Published by: AIEMA for and on behalf of Ambattur Industrial Estate Manufacturers' Association, Industrial Estate,
SIDCO AIEMA TOWER, 1st Main Road, Ambattur Industrial Estate,
Chennai - 600 058. Phone: 2625 0245, 2625 0489 Fax: 2625 0489 URL: www.aiema.net Email: [email protected]
Printed by: K. Dhamodharan at Print Zone, Chennai - 600 024. Phone: 2481 2001 / 2002 Email: [email protected]
Views expressed in this magazine are the personal views of the authors and do not necessarily reflect view of editorial team of AIEMA / ATC / CAAIIUC
THOMAS K. VARGHESE
Editor Page's Editorial Board
V.RAMAN
L. VENUGOPAL
S. SHANMUGAM
S. SRINIVASAN
Message
GIRISH GUPTA
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available at
for
Halls available for 2 Hrs. - 4 Hrs. - 8 Hrs.
Can accommodate 50 to 150 members
AIEMA TECHNOLOGY CENTRE
TRAINING / SEMINARS / PRODUCT PROMOTION
Tariff Hall
AIEMA TECHNOLOGY CENTREFor further details contact :
First cross Road, Ambattur Industrial Estate, Chennai 600 058.
Tel: 044 - 2625 8731 / 8619 Email: [email protected] Web: www.aiema.net
AIEMA TECHNOLOGY CENTRE
Amenities : Fully equipped halls with chairs, lightings, podium mikes,hand mikes, collar mike and white board.
Service tax as applicable
Spl.disco
unt
for
ATCMem
bers
CONFERENCE HALL FACILITYCONFERENCE HALL FACILITY
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President's Page
Greetings and hope this finds your business in the pink of health.
A lot of HEALTH CLINICS from leading consultancy firms have approached to organize health checkups for firms.
Many banks have approached us to address the members.
The new MSME policy was unveiled by the State Government.After many years the policy has something for the small
industries.It has also subtly nailed the first nail in the coffin of AMBATTUR INDUSTRIAL ESTATE.The policy also gives
clearance for our much awaited GOLDEN JUBLIEE TOWER.
The economic revival is still awaited especially for the automobile industry.
A lot of time is being spent to chase payments.
When talking so much about the health of the company,AiEMA thought that the health of the employees should also be
given a flip up,so a string of health check ups are being organized.
Wishing you a lot of health and happiness.
Best Regards,
President
P.S. Ramesh
Many attempts to communicate are nullified by saying too much. - Robert Greenleaf, ATT
Message
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AIEMA Diary19.04.2013 - Met Mr. Karthikeyan, IAS, CMD Sidco, Guindy
08.05.2013 - Met Mr. Hansraj Varma, IAS, CMD of TIDCO regarding IIU scheme
13.05.2013 - Met Mr. Veera Raghavan Roa, IAS regarding issuing Patta
14.05.2013 - Met Mr. K. Dhanavel, IAS, MSME Secretary and Mr. Karthikeyan, IAS, CMD, Sidco regarding MSME Policy.
Regards,
Hon. Gen. Secretary
T. Nalangilli
Message
The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem.
19.04.2013
20.04.2013
- Eye camp held at ATC for the welfare of Members (1st Batch)
- Eye camp held at ATC for the welfare of Members (2nd Batch)6.05.2013 to
8.05.2013
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Dear Friends,
Greetings from Aiema Technology Centre.
The training programmes organized during the past 2 months viz., Waste Elimination at Shop Floor and Total Productive Maintenance
were attended by 64 participants. Other programmes were organized with MSME viz., TN VAT Audit, Letter of Credit, Purchase & Stores
Management.
Our CNC Training Centre has been approved by the Department of Employment & Training for conducting CNC courses under the Govt's.
Scheme of SDI-MES sanctioned upto 31.3.2017. MES courses are covered under 6 modules of 240 hours each viz., Turning, AdvanceTurning, Milling, Advance Milling, CNC Turning and CNC Milling under 100% Govt. Subsidy. The same was inaugurated on 16th May by
Mr.S.Ravi Basker, Regional Jt. Director Chennai, Department of Employment Training. We expect to have 100 candidates per batch
which is to commence shortly. Members are requested to utilize this opportunity in getting your employees trained in CNC field.
Membership card has been issued to ATC members. The card can be utilized at the Restaurant in our premises for which a loyalty
discount of 5% on the catering bill is being offered.
Cricket tournament 2013 'AUTOTECH TROPHY' held from 12th April to 15th May, 2013 was a mega success with participation from 100
teams. Valedictory function was presided by Chief Guest Mr.VidyutSivaramakrishnan, Ranji Trophy Player. The Trophy was won by ACL-
A Team, Runner-upM/s.Alkraft Thermo Technologies and Second Runner-up M/s.Mercury Fittings. We wish to place on record our
sincere thanks and gratitude to the Trophy Sponsor Mr.K.S.Jeyaraman & Mr.S.Rajarathinam and Mr.Dilip Kumbhat for arranging the
Chief Guest.Due to the overwhelming response, interest and enthusiasm shown by all the employers and the players in the recently concluded
Cricket Tournament we are representing two tournaments on behalf of AIEMA/ATC viz., CII Yi Tennis Ball Cricket Tournament which
will be conducted at ATC grounds during June 2013 and Lucas TVS TDCA Cricket Ball Tournament 2013-14 organized by the
Thiruvallur District Cricket Association.
The Annual Sports Meet 2013 has been scheduled from 12th June to 22nd June 2013. Members are requested to depute their
employees for the various events.
The Blood Donation Camp held on 27.04.2013 which was inaugurated by Sri.K. Shanmugavel IPS, Jt.Commissioner of Police was a
grand success with blood donors from 511 good-hearted employees.
ENT Camp has been planned from 10th to 12thJune, 2013 at ATC in association with M/s.Hitone Hearing.ILO Score Project for productivity enhancement for SMEs with the first module of 11 Companies has been completed and the award
function was held on 15th May at ATC. An interaction meeting was held with Mr. ThoralfStenvold, Counsellor, Head of Political Affairs
Royal Norwegian Embassy in India on 23rd May at ATC alongwith a Press Meet.
Best regards,
Chairman
K. Sai Sathya Kumar
FromATCChairmans Desk
Sticks in a bundle are unbreakable. ~Kenyan Proverb
Message
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*Advertisement Tariff with effect from November 01, 2012 is asbelow:
Only colour advertisements accepted. Advertisements supported by positives
should be given by the advertiser on or before 15th for insertion in the issue for
the same month.Advertisement design to be approved by AIEMA.
Advertisement charges to be paid in favour of "AIEMA" along with the advt material.
Sl. No Particulars Tariff (Rs.)
1. Wrapper Back (Colour) 15,000.00
2. Wrapper Inner Front & Back (Colour) 12,000.00
3. Inside Full Page (Colour) 5,000.00
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Note:
~ Service Tax at 12.36% extra.
~
~
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Rebate:
10% for 6 issues, pre-payment
15% for 12 issues, pre-payment
ADVERTISEMENT TARIFF
IN AIEMA NEWSAIEMA
MEMBERSHIP
The current membership tariff is as follows :
MEMBERSHIP CATEGORY
1. LIFE MEMBER - NEW
2. LIFE MEMBER - UPGRADATION
3. CORPORATE MEMBER
Note: a) The membership fee as above is one-time payment to AIEMA.
b ) Entrance Fee is Rs.5,000.00
c) Service Tax @ 12.36% payable.
d) For Ordinary members, the annual subscription is Rs.1,500.00,
w.e.f. 01.04.2010.
* includes the Entrance Fee.
TARIFFRs. 20,000.00*
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For details and application form,
contact AIEMA Tel: 2625 0245 / 2625 0489
AIEMA TECHNOLOGY CENTREMEMBERSHIP
AIEMA TECHNOLOGY CENTRE
MEMBERSHIP
This is to request the members of AIEMA who are non-
members of ATC to enroll themselves as a member of
AIEMA Technology Centre. The membership tariff follows:
Note: a) The membership fee is a one-time payment to ATC
b) Only members of AIEMA are eligible for the categories 1 to 3
Service Tax 12.36%
For details and application formcontact ATC at 26258731 / 26258619
For details and application form
contact ATC at 26258731 / 26258619
TARIFF
1. LIFE Rs. 5,000.00
2. PATRON Rs. 10,000.00
3. DONOR Rs. 15,000.00
4. CORPORATE Rs. 40,000.00
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* Service Tax as applicable
SPORTS GROUND BOOKINGSPORTS GROUND BOOKING
PRODUCT DISPLAY FACILITYPRODUCT DISPLAY FACILITY~ Rs. 400/- for ATC Members & Rs. 500/- for Non-Members
~ 10% discount for 6 months booking & 20% discount for 1 Year & Above
PRODUCT DISPLAY SPACE ON MONTHLY RENTAL BASIS
For booking contact ATC office
at 2625 8731 / 2625 8619
DURATION TARIFF
Half-a-day Rs. 1,000/- for ATC Members
(4 hrs. between 7.00 am & 6.00 pm) Rs. 2,000/- for AIEMA Members
Full day Rs. 1,500/- for ATC Members
(8 hrs. between 7.00 am & 6.00 pm) Rs. 3,000/- for AIEMA Members
Evening hours(between 6.00 pm & 10.00 pm) Rs. 3,000/- for ATC Members
with flood lights Rs. 5,500/- for AIEMA Members
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magine a scenario wherein you can easily procure the
best price for the raw material required to manufactureIautomotive OEM parts, for construction needs or forprecision engineering. Examples include chemicals ec.
additives, inks, paints, polymers, cement and so on. Whatever
be your requirement, buying clubs that bring buyers andsuppliers on the same platform can help manufacturers find
solutions to several problems at the same time. This includes
the acute problem of economical and quality supply of raw
material for the manufacturing sector, putting in place a
consistent and sustainable supply chain and eliminating the
constant worry of ensuring constant and timely supply of raw
material.
GROWTH MATTERS
According to a research report by Zinnov ManagementConsulting, a frequently asked question is how buying dubs
will help the overall SME sector to grow. First, let's take a
quick look at where the SME sector currently stands. Today,
there are an estimated 35 million SMEs in India. Together,
they employ 42 million people and contribute to a stunning
45% of the industrial input and 4096 of India's total
manufactured exports, informs a report by SME Chamber of
India. These figures make for a sector that contributes up to
8% of India's GDP (Source: SME India. net). However, thissector is far from realising its real potential, as compared to
other countries. China, in comparison, provides employment
to 94 million people with a network of 37 million units.
Further, India is aspiring to achieve an economic growth of
9% or more over the next decade. To achieve this level of
overall GDP growth, assuming a steady growth of 15% and
8% in the agriculture and manufacturingsectors,
With approximately 35 million SMEs in India, it is highly assential to ensure timely delivery,
quantity conformance and a steady supply of raw material. Heres taking look at the role played by
clubs and how group procument of manufacturing supplies can provide an added Impetus to the
growth of the SME sector in India.
Empowering Indian SMEs
respectively, the SIV1E sector (both existing and new
enterprises) would need to quadruple its GDP contribution
from the current level of US$200 billion. This would mean
that both existing and newly created enterprises would
contribute as much as 28% of India's GDP by the year 2020,
when the overall economy is expected to reach US$2.8trillion. With the current downward revision of the projected
GDP growth rates in the range of 5.7% to 5.996 in 2012
2013, from the earlier estimate of 7.6%, its becomes
extremely essential to find solutions that would reduce the
problems faced by the SME sector in India. To help turn the
vision of economic growth rates into reality, SMEs must be in
a position to unlock their manufacturing potential and grow
consistently.
BUYING CLUBSComing back to how buying clubs can help in this scenario,
let's first look at how buying clubs can work to improve the
manufacturing process supply chain. The SME sector is highly
fragmented as an industry and this is a major problem at the
supply end of the chain. Although there are several
organisations and forums that cater to the needs of SMEs,
they are scattered. In this environment, SMEs have been left
to fend for themselves, which is a great stumbling block in
their growth and development An online buying club, usingcollaborative software, can work to solve all the procurement
needs of SMEs; this is a bold initiative that has been
introduced at the right time. This concept can turn all the
challenges faced by the SME sector into opportunities. How
does this work? Buying clubs bring buyers and sellers at one
platform and take on the job of negotiating bulk prices and
doorstep delivery. This allows SMEs to focus on their core
Whenever you are asked if you can do a job, tell 'em, 'Certainly, I can!' Then get busy and find out how to do it. - Theodore Roosevelt
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A good garden may have some weeds. ~Thomas Fuller, Gnomologia, 1732
Industry
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business of driving growth and expansion, rather than
dealing with daily operational issues of supply and delivery
of raw material.
The SME sector needs a one- stop platform for their
procurement needs that can be quickly scaled up and spread
across not only various manufacturing verticals but also the
country. In this situation, the customer is truly the king as
online platforms help SME buyers to come together in order
to negotiate the best prices and. services. Online buying
clubs act as sourcing & purchase aggregators and turn the
constraints faced by SMEs into opportunities. These buying
clubs arc not the regular e-commerce sites; they are much
more than that. With low inventory business models, SMEs
will only incur the cost of in-transit inventory risk. End-to-end
logistics arc essential to ensure that doorstep delivery of rawmaterial is outsourced to a third party, further reducing risk
and costs.
ONLINE TRACKING
Buyers can also track their order online through a service
portal, which is available to them all days throughout the
year. Special procurement software also allows for push
notification reminders about procurement that provide
critical business information about the last purchase, most
frequent purchase and so on. Moreover, as everything isavailable online, buyers can quickly compare the best
available prices and view their billing and reconciliation in a
transparent manner. As this platform is online, buyers and
sellers can take advantage of the Internet to further expand
the network through focused search solutions and use of
online platforms to discuss the procurement challenges
faced by the SME sector. With over 120 million Internet users,
this model can also spread to Tier 2 and Tier 3 cities, helping
businesses to deploy national networks that are notconstrained by the local availability of manufacturing raw
materials.
MONEY MATTERS
This model will -also help solve one of the biggest problems
faced by the SME sectorrising costs of raw material. Input
costs have been steadily rising in the SME sector and this
affects its ability to compete effectively not only in the
domestic market but also internationally. Buying clubs help
reduce the rising costs of raw material by connecting the
buyer directly to the seller and offering them lower,
negotiated prices. This results in lower margins, better profits
and cash flow for SMEs. The SME sector is also a highly
undercapitalised sector in the country. Experts assess thatlarge Indian firms raised 47% of their total funding from
internal sources, 19% from banks and financial institutions
and 5% from capital markets. The remaining 2.9% came
from alternative sources. For S/VIEs, the financing pattern
was radically different. Half of their total annual
funding came from alternative sources, including family and
friends and credit. Only 15% came from internal sources,
2596 from banks 8c. financial institutions and 10% from
capital markets. In addition, the smaller the firm, the more is
its dependence on alternate sources of finance.
MEASURES UNDERTAKEN
The government is implementing a slew of measures to ease
the pressure on cash, including directed credit programmes
where the government requires banks to provide loans on
preferential terms and conditions to SIVIEs for the
development of the sector. As a policy, banks, especially
public sector undertakings, have numerous SME
development schemes, which financially help theseinstitutions, but these measures will take long to bridge the
credit gap. The industry can help itself to solve some of its
problems by making use of the technologies that allow
buyers and sellers to assemble online and help them achieve
a national manufacturing demand and supply network at the
fraction of a cost of a brick and mortar buying dub.
All over the world, the SME sector is the cradle of
entrepreneurial spirit and fortitude and has the potential to
lift people out of poverty by creating jobs nationally. The SNIE
sector is the backbone of India's manufacturing sector and ishandling the twin pressures of high and inconsistent
procurement costs &- processes and undercapitalisation. It is
time for the sector to network and take advantage of the
advancement in technology to solve these challenges. Only
then will the sector be truly free to bring about an economic
miracle for India.
Source: Search
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"Prosperity depends more on wanting what you have than having what you want." Geoffrey F. Abert
IndustryIndustry
AIEMA NEWS
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ere's a very strange thing: Europe's decades-longeffort to reduce carbon emissions has been thrownHinto a shambles because utilities and manufacturers
are exceeding their carbon-reduction targets.
That's right. Exceeding them. It almost sounds like a joke, butit's not.
Europe's $100 billion carbon market, an innovative force in
the powerful carbon-reduction approach known as cap andtrade, has ceased to function the way it's supposed to. Theresulting chaos in Europe's energy and environmentalpolicies is threatening carbon-reduction initiatives inAustralia, Asia, and elsewhere.
And it's all because of a failure of political will in Europe tooverride the market's built-in lack of flexibility and fix theimbalance between supply and demand.
Cap-and-trade systems are based on government-imposed
targets for reducing greenhouse-gas emissions. In Europe,the emissions-reduction targets were set prior to the 2008financial crisis, which as we all know presaged a deeprecession and a eurozone debt crisis. Because of theeconomic slowdown, industrial activity has dropped morethan 20% in certain sectors of the Continent's economy, andmost industrial companies are using much less energy thanthey were a few years ago. In fact, they're operating at such acomparatively low level that as things stand now, many ofthem, including utilities, will be able to emit as much carbon
as they want for the next decade without hitting their limits.
This has drastically reduced the incentives for them to investin or deploy clean-energy technologies or to modernize theirenergy-infrastructure assets. Utilities are already planning tobuild new coal plants and are burning more coal, which inEurope is a lot cheaper than natural gas but emits twice asmuch carbon (as well as emitting other pollutants such asmercury and particulates).
Because so many companies are below their emissions caps,they don't need to buy the pollution permits, aka carboncredits, that would allow them to exceed their allotted limits the market is awash in unwanted credits. Marketsfundamentally don't work when they are "long" that is,flooded with things no one wants. A tension between supplyand demand is a necessity.
So the European carbon market clearly has a design flaw.Unlike other markets, it has no mechanism for correctionwhen supply and demand are severely misaligned. Thesupply of carbon credits is fixed through 2020 not by aregulator or a committee, but by law. A change requiresapproval by the European Parliament and a majority of the27 country governments.
European policy makers have proposed a multistep processto correct the immediate imbalance caused by the weakeconomy. But a few weeks ago, the proposal's first step,
which would have delayed a scheduled auction of nearly abillion new carbon credits, ran smack into European politics.Swayed by arguments, particularly from coal-reliant EasternEurope, that restoring proper market pricing would increaseenergy costs and possibly hinder growth during a time ofdeep recession, the European Parliament said no.
There's no way to determine precisely how much effect thepostponement would have had on carbon prices. But itcertainly would have demonstrated the EU's willingness toserve as a steward of a critically important market andreaffirm the importance of having a stable and progressiveenergy-regulatory environment for the private sector. Bysaying no, the parliament signaled that it had made a U-turnafter decades of being the world's strongest and mostconsistent political force on climate and the environment.
The effects were immediate: Carbon credits crashed,dropping more than 35%. Prices have risen a bit sinceGerman Chancellor Angela Merkel said recently that
Why Europe's Carbon Woes
Matter to the Whole World
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"Even if you're on the right track, you'll get run over if you just sit there." ~ Will Rogers
Industry
AIEMA NEWS
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learned an important lesson from Europe about the necessity
of establishing a floor price for carbon credits). China, the
world's largest carbon emitter, is developing a series of
regional carbon-trading systems that are expected to grow
into a national carbon market toward the end of this decade.
Will the European debacle affect China's plans? It's unclear,but Europe's market failure certainly doesn't help.
Carbon prices in Europe may remain depressed for years. But
carbon markets will eventually recover. Pricing carbon
remains the only scalable, long-term solution to providing
incentives for shifting the global economy to a more
sustainable energy mix. Even though European companies
are currently below their emission caps, the world still needs
to be making constant progress in developing and
implementing low-carbon energy sources. With greenhouse-gas concentrations in the atmosphere having just now
reached an ominous milestone at 400 parts per million, a
weak economy can be no excuse for delaying action to
reduce greenhouse-gas emissions.
There is evidence that dysfunctional cap-and-trade markets
can improve: The Regional Greenhouse Gas Initiative (RGGI),
a northeast U.S. cap-and-trade system that was oversupplied
from the start, is showing signs of life now that there's
political traction to recalibrate its emissions targets andrestore supply-and-demand balance.
Even in Europe, there's hope: Now that they've had a few
weeks to consider the potential consequences of their
inaction, lawmakers may be willing to revisit their opposition
to intervening in the market. The remedy for the market's
problem is perfectly clear: Regulatory authorities must be
empowered to repair supply-and-demand imbalances and
restore proper price tension. As Merkel put it, it shouldn't be
taboo to revise a system that's based on a set of growthassumptions that have proved false. The only question is
whether European legislators can summon the political will
to put the obvious remedy into place.
ALEX RAU
Alex Rau is a founder and the director of Climate Wedge LLC, an
investment firm focused on clean-energy technologies, carbon
finance, and environmental commodities.
Courtesy: HBR
something must be done to fix the market, but they'll remaindepressed as long as no specifics are forthcoming. Thatmeans future carbon-credit auctions, which help fund clean-energy initiatives, will yield lower revenue. Share prices forEuropean utilities and industrial companies have fallen too,
threatening a wave of credit downgrades and increasingcompanies' cost of capital.
But the worst effect of the vote is the uncertainty it injects
into global carbon-reduction initiatives. Suddenly, doubt has
been cast on major initiatives such as building a Continent-
wide fleet of natural-gas power plants to phase out coal
generation, let alone much more futuristic schemes such as
the Desertec project (exporting solar power from the desert
countries of North Africa). And it will be much harder to
attract private capital to infrastructure projects throughpublic-private partnerships.
There's even a possibility that each of the EU nations will
pursue its own energy and climate policies. A patchwork of
27 sets of regulations would further hurt the energy-
investment climate and lead to a less stable, less efficient,
and more costly energy system in Europe.
Numerous other carbon markets and national regulatory
regimes are directly or indirectly tied to Europe's. For
example, Australia's newly implemented carbon tax, which isset to become a traded carbon market in a few years, is
directly linked to the EU's market, meaning that Australia's
much smaller market could be flooded with cheap EU carbon
permits, as has happened with New Zealand's market.
The disarray in Europe could even slow the momentum of
strong new cap-and-trade initiatives that aren't linked to the
Continent, such as California's AB32 program (which has
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"The greatest test of courage on earth is to bear defeat without losing heart." ~ Robert G. Ingersoll
AIEMA NEWS
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~ The online complaint registration form allows the
complainant to search the establishment code, if not readily
available, by entering the name and city of the
establishment.~ The EPFiGMS system also offers facility for account
holders to check their provident fund account balance
status.
Source : Economic Times
EPF grievance management:
All you need to knowrievance or complaint with respect to employee'sprovident fund such as provident fund contribution,Gwithdrawal or transfer can be initiated with the help
of this system.
The Employees Provident Fund Organisation ( EPFO) has an
online grievance management system (EPFiGMS). Grievance
or complaint with respect to employee's provident fund such
as provident fund contribution, withdrawal or transfer can beinitiated with the help of this system.
Employees who have failed to transfer their EPF balances
when they moved their jobs, or have applied for a transfer
and have not got it, can use this system. Withdrawals, loans
and maturity proceeds can also be tracked.
Online form
To register a grievance, the complainant needs to click on the
tab 'Register Grievance'. This tab opens a form that needs tobe filled by the complainant, who has to select the category
under which the complaint falls and describe the issue.
Supporting documents can be uploaded to clarify the
complaint.
Process:
Once the complaint form is filled by the applicant and
submitted online, the complainant is allotted a unique
registration number to track the status of his complaint. The
complaint is scrutinised and if it is found valid, the same isforwarded to the relevant party for resolution.
Complaint tracking Complaint status can be tracked online
and reminders can be sent using the registration number.
Points to note
~ The complaint registration number must be retained for
future reference and correspondence.
Finance
~ 11% of people are left handed
~ August has the highest percentage of births~ unless food is mixed with saliva you can't taste it
~ the average person falls asleep in 7 minutes
~ a bear has 42 teeth
~ an ostrich's eye is bigger than it's brain
~ most lipsticks contain fish scales
~ no two corn flakes look the same
~ lemons contain more sugar than strawberries
~ 8% of people have an extra rib
~ 85% of plant life is found in the ocean
~ Ralph Lauren's original name was Ralph Lifshitz~ rabbits like licorice
~ the Hawaiian alphabet has 12 letters
~ 'Topolino' is the name for Mickey Mouse Italy
~ a lobsters blood is colorless but when exposed tooxygen it turns blue
~ armadillos have 4 babies at a time and are all thesame sex
Did you know
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Technology
~ a drive train, usually including a gearbox and a generator;
~ a tower that supports the rotor and drive train; and
~ other equipment, including controls, electrical cables,
ground support equipment, and interconnection equipment.
Turbine Configurations
Wind turbines are often grouped together into a single windpower plant, also known as a wind farm, and generate bulk
electrical power. Electricity from these turbines is fed into a
utility grid and distributed to customers, just as with
conventional power plants.
See Wind Energy Photos page for wind farm photographs.
Wind Turbine Size and Power Ratings
Wind turbines are available in a variety of sizes, and therefore
power ratings. The largest machine has blades that span more
than the length of a football field, stands 20 building stories
high, and produces enough electricity to power 1,400 homes. A
small home-sized wind machine has rotors between 8 and 25
feet in diameter and stands upwards of 30 feet and can supply
the power needs of an all-electric home or small business.
Utility-scale turbines range in size from 50 to 750 kilowatts.
Single small turbines, below 50 kilowatts, are used for homes,
telecommunications dishes, or water pumping.
Basic information on wind energy and wind power
technology, resources, and issues of concern.Wind Energy and Wind Power
Wind is a form of solar energy. Winds are caused by the uneven
heating of the atmosphere by the sun, the irregularities of the
earth's surface, and rotation of the earth. Wind flow patterns
are modified by the earth's terrain, bodies of water, and
vegetative cover. This wind flow, or motion energy, when
"harvested" by modern wind turbines, can be used to generate
electricity.
How Wind Power Is GeneratedThe terms "wind energy" or "wind power" describe the
process by which the wind is used to generate mechanical
power or electricity. Wind turbines convert the kinetic energy in
the wind into mechanical power. This mechanical power can be
used for specific tasks (such as grinding grain or pumping
water) or a generator can convert this mechanical power into
electricity to power homes, businesses, schools, and the like.
Wind Turbines
Wind turbines, like aircraft propeller blades, turn in the moving
air and power an electric generator that supplies an electric
current. Simply stated, a wind turbine is the opposite of a fan.
Instead of using electricity to make wind, like a fan, wind
turbines use wind to make electricity. The wind turns the blades,
which spin a shaft, which connects to a generator and makes
electricity.
Wind Turbine Types
Modern wind turbines fall into two basic groups; the
horizontal-axis variety, like the traditional farm windmills used
for pumping water, and the vertical-axis design, like theeggbeater-style Darrieus model, named after its French
inventor. Most large modern wind turbines are horizontal-axis
turbines.
Turbine Components
Horizontal turbine components include:
~ blade or rotor, which converts the energy in the wind to
rotational shaft energy;
Wind Energy Basics
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Life is a shipwreck but we must not forget to sing in the lifeboats. ~Voltaire
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Technology
Wind Energy Resources in the United States
Wind energy is very abundant in many parts of the United
States. Wind resources are characterized by wind-power
density classes, ranging from class 1 (the lowest) to class 7 (the
highest). Good wind resources (e.g., class 3 and above, which
have an average annual wind speed of at least 13 miles perhour) are found in many locations (see United States Wind
Energy Resource Map). Wind speed is a critical feature of wind
resources, because the energy in wind is proportional to the
cube of the wind speed. In other words, a stronger wind means
a lot more power.
Advantages and Disadvantages of Wind-Generated
Electricity
A Renewable Non-Polluting Resource
Wind energy is a free, renewable resource, so no matter howmuch is used today, there will still be the same supply in the
future. Wind energy is also a source of clean, non-polluting,
electricity. Unlike conventional power plants, wind plants emit
no air pollutants or greenhouse gases. According to the U.S.
Department of Energy, in 1990, California's wind power plants
offset the emission of more than 2.5 billion pounds of carbon
dioxide, and 15 million pounds of other pollutants that would
have otherwise been produced. It would take a forest of 90
million to 175 million trees to provide the same air quality.
Cost IssuesEven though the cost of wind power has decreased dramatically
in the past 10 years, the technology requires a higher initial
investment than fossil-fueled generators. Roughly 80% of the
cost is the machinery, with the balance being site preparation
and installation. If wind generating systems are compared with
fossil-fueled systems on a "life-cycle" cost basis (counting fuel
and operating expenses for the life of the generator), however,
wind costs are much more competitive with other generating
technologies because there is no fuel to purchase and minimal
operating expenses.
Environmental Concerns
Although wind power plants have relatively little impact on the
environment compared to fossil fuel power plants, there is
some concern over the noise produced by the rotor blades,
aesthetic (visual) impacts, and birds and bats having been killed
(avian/bat mortality) by flying into the rotors. Most of these
problems have been resolved or greatly reduced through
technological development or by properly siting wind plants.
Supply and Transport Issues
The major challenge to using wind as a source of power is that it
is intermittent and does not always blow when electricity is
needed. Wind cannot be stored (although wind-generated
electricity can be stored, if batteries are used), and not all winds
can be harnessed to meet the timing of electricity demands.
Further, good wind sites are often located in remote locations
far from areas of electric power demand (such as cities). Finally,
wind resource development may compete with other uses for
the land, and those alternative uses may be more highly valued
than electricity generation. However, wind turbines can be
located on land that is also used for grazing or even farming.
Wind power capacity and production
Worldwide wind generation up to 2010
Worldwide there are now over two hundred thousand wind
turbines operating, with a
total nameplate capacity of
282,482 MW as of end
2012. The European Union
alone passed some 100,000
MW nameplate capacity in
September 2012, while the
United States surpassed
50,000 MW in August 2012
and China passed 50,000
MW the same month.
World wind generation
c a p a c i t y m o r e t h a n
quadrupled between 2000
and 2006, doubling about every three years. The United States
pioneered wind farms and led the world in installed capacity in
the 1980s and into the 1990s. In 1997 German installed
capacity surpassed the U.S. and led until once again overtakenby the U.S. in 2008. China has been rapidly expanding its wind
installations in the late 2000s and passed the U.S. in 2010 to
become the world leader.
At the end of 2012, worldwide nameplate capacity of wind-
powered generators was 282 gigawatts (GW), growing by 44
GW over the preceding year. According to the World Wind
Energy Association, an industry organization, in 2010 wind
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Worldwide installed wind power capacity forecast (Source:
Global Wind Energy Council)
In 2010, more than half of all new wind power was added
outside of the traditional markets in Europe and North America.
This was largely from new construction in China, which
accounted for nearly half the new wind installations (16.5 GW).
Global Wind Energy Council (GWEC) figures show that 2007
recorded an increase of installed capacity of 20 GW, taking the
total installed wind energy capacity to 94 GW, up from 74 GW
in 2006. Despite constraints facing supply chains for wind
turbines, the annual market for wind continued to increase at
an estimated rate of 37%, following 32% growth in 2006. In
terms of economic value, the wind energy sector has become
one of the important players in the energy markets, with the
total value of new generating equipment installed in 2007
reaching 25 billion, or US$36 billion.
Although the wind power industry was affected by the global
financial crisis in 2009 and 2010, a BTM Consult five-yearforecast up to 2013 projects substantial growth. Over the past
five years the average growth in new installations has been
27.6 percent each year. In the forecast to 2013 the expected
average annual growth rate is 15.7 percent. More than 200 GW
of new wind power capacity could come on line before the end
of 2013. Wind power market penetration is expected to reach
3.35 percent by 2013 and 8 percent by 2018.
Capacity factor
Worldwide installed wind power capacity (Source: GWEC)
power generated 430 TWh or about 2.5% of worldwide
electricity usage, up from 1.5% in 2008 and 0.1% in 1997.
Between 2005 and 2010 the average annual growth in new
installations was 27.6 percent. Wind power market penetration is
expected to reach 3.35 percent by 2013 and 8 percent by 2018.
Several countries have already achieved relatively high levels ofpenetration, such as 28% of stationary (grid) electricity
production in Denmark (2011), 19% in Portugal (2011) 16% in
Spain (2011), 14% in Ireland (2010) and 8% in Germany
(2011). As of 2011, 83 countries around the world were using
wind power on a commercial basis. Europe accounted for 48%
of the world total wind power generation capacity in 2009. In
2010, Spain became Europe's leading producer of wind energy,
achieving 42,976 GWh. Germany held the top spot in Europe in
terms of installed capacity, with a total of 27,215 MW as of 31
December 2010.
Top 10 countriesby nameplate windpower capacity
(2012 year-end)
Growth trends
Worldwide installed
capacity 19972020
[MW], developments
and prognosis. Data
source: WWEA
China 12,960 75,324 26.7
United States 13,124 60,007 21.2
Germany 2,145 31,308 11.1
Spain 1,122 22,796 8.1India 2,336 18,421 6.5
UK 1,897 8,845 3.0
Italy 1,273 8,144 2.9
France 757 7,564 2.7
Canada 935 6,200 2.2
Portugal 145 4,525 1.6
(rest of world) 6,737 39,853 14.1
World total 44,799 MW 282,587 MW 100%
CountryNew 2012
capacity (MW)% world
total
Windpower total
capacity (MW)
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Technology
Since wind speed is not constant, a wind farm's annual energy
production is never as much as the sum of the generator
nameplate ratings multiplied by the total hours in a year. The
ratio of actual productivity in a year to this theoretical maximum
is called the capacity factor. Typical capacity factors are
1550%, with values at the upper end of the range infavourable sites and are due to wind turbine improvements.
Online data is available for some locations and the capacity
factor can be calculated from the yearly output. For example,
the German nation-wide average wind power capacity factor
over all of 2012 was just under 17.5% (45867 GWh/yr / (29.9
GW 24 366) = 0.1746) and the capacity factor for Scottish
wind farms averaged 24% between 2008 and 2010.
Unlike fueled generating plants the capacity factor is affected
by several parameters, including the variability of the wind at
the site but also the generator size. A small generator would be
cheaper and achieve a higher capacity factor but would
produce less electricity (and thus less profit) in high winds.
Conversely, a large generator would cost more but generate
little extra power and, depending on the type, may stall out at
low wind speed. Thus an optimum capacity factor would be
aimed for, of around 4050%.
In a 2008 study released by the U.S. Department of Energy's
Office of Energy Efficiency and Renewable Energy, the capacity
factor achieved by the U.S. wind turbine fleet is shown to beincreasing as the technology improves. The capacity factor
achieved by new wind turbines in 2010 reached almost 40%.
Penetration
Wind energy penetration refers to the fraction of energy
produced by wind compared with the total available generation
capacity. There is no generally accepted maximum level of wind
penetration. The limit for a particular grid will depend on the
existing generating plants, pricing mechanisms, capacity for
energy storage, demand management and other factors. An
interconnected electricity grid will already include reserve
generating and transmission capacity to allow for equipment
failures. This reserve capacity can also serve to compensate for
the varying power generation produced by wind plants. Studies
have indicated that 20% of the total annual electrical energy
consumption may be incorporated with minimal difficulty.
These studies have been for locations with geographically
dispersed wind farms, some degree of dispatchable energy or
hydropower with storage capacity, demand management, and
interconnected to a large grid area enabling the export of
electricity when needed. Beyond the 20% level, there are few
technical limits, but the economic implications become more
significant. Electrical utilities continue to study the effects of
large scale penetration of wind generation on system stabilityand economics.
A wind energy penetration figure can be specified for different
durations of time. On an annual basis, as of 2011, few grid
systems have penetration levels above five percent: Denmark
26%, Portugal 17%, Spain 15%, Ireland 14%, and
Germany 9%.For the U.S. in 2011, the penetration level was
estimated at 2.9%.To obtain 100% from wind annually
requires substantial long term storage. On a monthly, weekly,
daily, or hourly basisor lesswind can supply as much as or
more than 100% of current use, with the rest stored orexported. Seasonal industry can take advantage of high wind
and low usage times such as at night when wind output can
exceed normal demand. Such industry can include production
of silicon, aluminum, steel, or of natural gas, and hydrogen,
which allow long term storage, facilitating 100% energy from
variable renewable energy. Homes can also be programmed to
accept extra electricity on demand, for example by remotely
turning up water heater thermostats.
VariabilityWindmills are typically installed in favourable windy locations.
Electricity generated from wind power can be highly variable at
several different timescales: hourly, daily, or seasonally. Annual
variation also exists, but is not as significant.
Because instantaneous electrical generation and consumption
must remain in balance to maintain grid stability, this variability
can present substantial challenges to incorporating large
amounts of wind power into a grid system. Intermittency and
the non-dispatchable nature of wind energy production canraise costs for regulation, incremental operating reserve, and
(at high penetration levels) could require an increase in the
already existing energy demand management, load shedding,
storage solutions or system interconnection with HVDC cables.
Fluctuations in load and allowance for failure of large fossil-fuel
generating units require reserve capacity that can also
compensate for variability of wind generation.
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Increase in system operation costs, Euros per MWh, for 10% &
20% wind share
Country 10% 20%
Germany 2.5 3.2
Denmark 0.4 0.8
Finland 0.3 1.5
Norway 0.1 0.3
Sweden 0.3 0.7
Wind power is however, variable, but during low wind periods it
can be replaced by other power sources. Transmission networks
presently cope with outages of other generation plants and
daily changes in electrical demand, but the capacity factor of
intermittent power sources such as wind power, are unlike
those of conventional power generation plants, being on
average 70-90%,[citation needed] higher than winds, thusoffering a challenge to the prospect of large wind power grid
penetration. Presently, grid systems with large wind
penetration require an increase in the frequency of usage of
natural gas spinning reserve power plants to prevent a total
loss of electricity in the event that conditions are not favorable
for power production from the wind. At low wind power grid
penetration, this is less of an issue.
A report on Denmark's wind power noted that their wind power
network provided less than 1% of average demand on 54 days
during the year 2002. Wind power advocates argue that theseperiods of low wind can be dealt with by simply restarting
existing power stations that have been held in readiness, or
interlinking with HVDC. Electrical grids with slow-responding
thermal power plants and without ties to networks with
hydroelectric generation may have to limit the use of wind
power. According to a 2007 Stanford University study published
in the Journal of Applied Meteorology and Climatology,
interconnecting ten or more wind farms can allow an average
of 33% of the total energy produced to be used as reliable,
baseload electric power, as long as minimum criteria are met forwind speed and turbine height.
Conversely, on particularly windy days, even with penetration
levels of 16%, wind power generation can surpass all other
electricity sources in a country. In Spain, on 16 April 2012 wind
power production reached the highest percentage of electricity
production till then, with wind farms covering 60.46% of the
total demand.
A 2006 International Energy Agency forum presented costs for
managing intermittency as a function of wind-energy's share of
total capacity for several countries, as shown in the table on the
right. Three reports on the wind variability in the UK issued in
2009, generally agree that variability of wind needs to be taken
into account, but it does not make the grid unmanageable. Theadditional costs, which are modest, can be quantified.
Solar power tends to be complementary to wind. On daily to
weekly timescales, high pressure areas tend to bring clear skies
and low surface winds, whereas low pressure areas tend to be
windier and cloudier. On seasonal timescales, solar energy
peaks in summer, whereas in many areas wind energy is lower
in summer and higher in winter. Thus the intermittencies of
wind and solar power tend to cancel each other somewhat. In
2007 the Institute for Solar Energy Supply Technology of the
University of Kassel pilot-tested a combined power plantlinking solar, wind, biogas and hydrostorage to provide load-
following power around the clock and throughout the year,
entirely from renewable sources.[95]
Predictability
Wind power forecasting methods are used, but predictability of
any particular wind farm is low for short-term operation. For
any particular generator there is an 80% chance that wind
output will change less than 10% in an hour and a 40% chance
that it will change 10% or more in 5 hours.However, studies by Graham Sinden (2009) suggest that, in
practice, the variations in thousands of wind turbines, spread
out over several different sites and wind regimes, are
smoothed. As the distance between sites increases, the
correlation between wind speeds measured at those sites,
decreases.
Thus, while the output from a single turbine can vary greatly
and rapidly as local wind speeds vary, as more turbines are
connected over larger and larger areas the average power
output becomes less variable and more predictable.
Wind speeds can be accurately forecast over large areas, and
hence wind is a predictable source of power for feeding into an
electrical grid. However, due to the variability, although
predictable, wind energy availability must be scheduled.
Reliability
Wind power hardly ever suffers major technical failures, since
Technology
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Confidence comes not from always being right but from not fearing to be wrong. ~Peter T. Mcintyre
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Technology
failures of individual wind turbines have hardly any effect on
overall power, so that the distributed wind power is highly
reliable and predictable,whereas conventional generators,
while far less variable, can suffer major unpredictable outages.
Integration with other sources
The combination of diversifying variable renewables by typeand location, forecasting their variation, and integrating them
with dispatchable renewables, flexible fueled generators, and
demand response can create a power system that has the
potential to meet power supply needs reliably. Integrating ever-
higher levels of renewables is being successfully demonstrated
in the real world:
In 2009, eight American and three European authorities,
writing in the leading electrical engineers' professional journal,
didn't find "a credible and firm technical limit to the amount of
wind energy that can be accommodated by electricity grids". In
fact, not one of more than 200 international studies, nor official
studies for the eastern and western U.S. regions, nor the
International Energy Agency, has found major costs or technical
barriers to reliably integrating up to 30% variable renewable
supplies into the grid, and in some studies much more.
Reinventing Fire
Energy storage
In general, hydroelectricity complements wind power very well.
When the wind is blowing strongly, nearby hydroelectric plantscan temporarily hold back their water, and when the wind drops
they can rapidly increase production again giving a very even
power supply.
Pumped-storage hydroelectricity or other forms of grid energy
storage can store energy developed by high-wind periods and
release it when needed. The type of storage needed depends on
the wind penetration level low penetration requires daily
storage, and high penetration requires both short and long term
storage as long as a month or more. Stored energy increasesthe economic value of wind energy since it can be shifted to
displace higher cost generation during peak demand periods.
The potential revenue from this arbitrage can offset the cost
and losses of storage; the cost of storage may add 25% to the
cost of any wind energy stored but it is not envisaged that this
would apply to a large proportion of wind energy generated.
For example, in the UK, the 1.7 GW Dinorwig pumped storage
plant evens out electrical demand peaks, and allows base-load
suppliers to run their plants more efficiently. Although pumped
storage power systems are only about 75% efficient, and have
high installation costs, their low running costs and ability to
reduce the required electrical base-load can save both fuel and
total electrical generation costs.[102][103]
In particular geographic regions, peak wind speeds may notcoincide with peak demand for electrical power. In the US states
of California and Texas, for example, hot days in summer may
have low wind speed and high electrical demand due to the use
of air conditioning. Some utilities subsidize the purchase of
geothermal heat pumps by their customers, to reduce electricity
demand during the summer months by making air conditioning
up to 70% more efficient; widespread adoption of this
technology would better match electricity demand to wind
availability in areas with hot summers and low summer winds.
Another option is to interconnect widely dispersed geographicareas with an HVDC "Super grid". In the U.S. it is estimated that
to upgrade the transmission system to take in planned or
potential renewables would cost at least $60 billion.
Germany has an installed capacity of wind and solar that
exceeds daily demand, and has been exporting peak power to
neighboring countries. A more practical solution is the
installation of thirty days storage capacity able to supply 80%
of demand, which will become necessary when most of
Europe's energy is obtained from wind power and solar power.
Just as the EU requires member countries to maintain 90 daysstrategic reserves of oil it can be expected that countries will
provide electricity storage, instead of expecting to use their
neighbors for net metering.
Capacity credit and fuel savings
The capacity credit of wind is estimated by determining the
capacity of conventional plants displaced by wind power, whilst
maintaining the same degree of system security,.] However, the
precise value is irrelevant since the main value of wind is its fuel
and CO2 savings, and wind is not expected to be constantlyavailable.
Economics
Wind turbines reached grid parity (the point at which the cost of
wind power matches traditional sources) in some areas of
Europe in the mid-2000s, and in the US around the same time.
Falling prices continue to drive the levelized cost down and it
has been suggested that it has reached general grid parity in
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I may not be there yet, but I'm closer than I was yesterday. ~Author Unknown
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Technology
also deliver products in the same year that they are ordered
instead of waiting up to three years as was the case in previouscycles.... 5,600 MW of new installed capacity is under
construction in the United States, more than double the numberat this point in 2010. Thirty-five percent of all new power
generation built in the United States since 2005 has come fromwind, more than new gas and coal plants combined, as powerproviders are increasingly enticed to wind as a convenient
hedge against unpredictable commodity price moves."
A British Wind Energy Association report gives an averagegeneration cost of onshore wind power of around 3.2 pence(between US 5 and 6 cents) per kWh (2005). Cost per unit ofenergy produced was estimated in 2006 to be comparable tothe cost of new generating capacity in the US for coal andnatural gas: wind cost was estimated at $55.80 per MWh, coalat $53.10/MWh and natural gas at $52.50. Similarcomparative results with natural gas were obtained in agovernmental study in the UK in 2011. A 2009 study on windpower in Spain by Gabriel Calzada Alvarez of King Juan CarlosUniversity concluded that each installed MW of wind power ledto the loss of 4.27 jobs, by raising energy costs and driving awayelectricity-intensive businesses. The U.S. Department of Energyfound the study to be seriously flawed, and the conclusionunsupported. The presence of wind energy, even whensubsidised, can reduce costs for consumers (5 billion/yr inGermany) by reducing the marginal price, by minimising the use
of expensive peaking power plants.
In February 2013 Bloomberg New Energy Finance reported thatthe cost of generating electricity from new wind farms ischeaper than new coal or new baseload gas plants. Whenincluding the current Australian federal government carbonpricing scheme their modeling gives costs (in Australian dollars)of $80/MWh for new wind farms, $143/MWh for new coalplants and $116/MWh for new baseload gas plants. Themodeling also shows that "even without a carbon price (themost efficient way to reduce economy-wide emissions) wind
energy is 14% cheaper than new coal and 18% cheaper thannew gas." Part of the higher costs for new coal plants is due tohigh financial lending costs because of "the reputationaldamage of emissions-intensive investments". The expense ofgas fired plants is partly due to "export market" effects on localprices. Costs of production from coal fired plants built in "the1970s and 1980s" are cheaper than renewable energy sourcesbecause of depreciation.
Source : Wikipedia
Europe in 2010, and will reach the same point in the US around
2016 due to an expected reduction in capital costs of about
12%.Nevertheless, a significant amount of the wind power
resource in North America remains above grid parity due to the
long transmission distances involved.
Cost trends
Estimated cost per MWh for
wind power in Denmark
The National Renewable
Energy Laboratory projects
that the levelized cost of
wind power in the U.S. will
decline about 25% from
2012 to 2030.
Wind power has low ongoing costs, but a moderate capital
cost. The marginal cost of wind energy once a plant is
constructed is usually less than 1-cent per kWh. This cost has
reduced as wind turbine technology improved. There are now
longer and lighter wind turbine blades, improvements in
turbine performance and increased power generation
efficiency. Also, wind project capital and maintenance costs
have continued to decline.
The estimated average cost per unit incorporates the cost ofconstruction of the turbine and transmission facilities,borrowed funds, return to investors (including cost of risk),estimated annual production, and other components, averaged
over the projected useful life of the equipment, which may be inexcess of twenty years. Energy cost estimates are highly
dependent on these assumptions so published cost figures candiffer substantially. In 2004, wind energy cost a fifth of what it
did in the 1980s, and some expected that downward trend tocontinue as larger multi-megawatt turbines were mass-produced. As of 2012 capital costs for wind turbines are
substantially lower than 20082010 but are still above 2002levels. A 2011 report from the American Wind Energy
Association stated, "Wind's costs have dropped over the pasttwo years, in the range of 5 to 6 cents per kilowatt-hour
recently.... about 2 cents cheaper than coal-fired electricity, andmore projects were financed through debt arrangements thantax equity structures last year.... winning more mainstream
acceptance from Wall Street's banks.... Equipment makers can
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Expert Services
Free German Senior Expertassistance available through S E S.
m a r k e t i n g s t r a t e g i e s /Strengthening of your market position
~ Solution of pressing problems /Workflow optimisation
~ Improvement of environmentalprotection and occupational safetymeasures
~ Quality management
~ Modernisation
~ Involvement of the Clients infinancing project-handling costsand much more
Their focus is to Help towards self-help.
The main attraction is that the knowhowyou receive is Made in Germany
Clients
The services of SES are mainly aimed atsmall and medium-sized enterprises,public authorities, professional bodiesand business associations, social andmedical institutions, and schools andvocational training institutions. Largerinstitutions may also apply.
The general spread of clients based onpast experience is Industry 43%,Education and training 19%,
Infrastructure 15% , services 7%,skilled trades and crafts 6%,Agriculture 5%, and commerce -5%.
Funding
Clients fund the lion's share of the costsassociated with SES assignments particularly those incurred at theassignment location. The amounts
involved are :
1. Board, lodging, local transport, at theassignment location plus a dailyallowance of 450 RS/day
2. International travel
expenses appr.1000
3. Ancillary costs 670
4. Project-handling costs: 3150
The costs at the site (1) above ismandatory and has to be borne by allclients. The small enterprises bear onlythis cost.
The other costs are shared with client onan increasing scale based on thefinancial strength of the client. Whereverthe foreign clients are unable to meetthe costs of international travel and
administrative expenses, BMZ providesfunds on case to case basis. In specificcases, public funds of the GermanFederal Government also can be madeavailable.
Request for help
Clients who would like to avail this helpneed to apply through the localrepresentative Mr S.Krishnaswamy,whose contact details are provided
below. The Client has to go to S E Swebsite www.ses-bonn.de and choosethe English version at the top. Click onclients at the top bar. Click 'How torequest an assignment'. In this new pageyou will find the procedure, and underAssignment head at the bottom half,against 'Do you wish to request a seniorexpert', click on 'here'
This is to introduce to you, S E S, aGerman non profit organization, whohave been act ive ly support ingbusinesses all over the world, tomodernize and grow, for the past 30years, by sending their seniorexperienced experts, who give their timeand advice free ,as a service to business.In the past 30 years they have done over25000 such projects in 160 countries
around the world.
SES is a German non profit organization,formed in 1983, by the Association ofChambers of Industry and Commerce(DIHK). The activities of SES abroad arefunded partly by the Federal Ministry forE c o n o m i c C o o p e r a t i o n a n dDevelopment (BMZ), Germany. Manyother German business organizationssupport S E S in its worldwide activities.
Senior Experts
Most of the S E S experts have retiredfrom active service, and the average ageof the senior experts of is 66. Thus SESExperts draw on their own many years ofprofessional experience They pass ontheir knowledge on a voluntary basis andtrain fellow workers in their subject fieldsall over the world. They come equippedwith diverse knowhow from around 50branches of business and industry, (seelist at the end), along with good socialskills, and readiness to adapt to theconditions prevailing in the assignmentcountry. Their visit could be for aminimum of 3 weeks to 3 months. Thetype of assistance extended is in
~ D ev e lo p me n t of s al e s an d
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Never look down on anybody unless you're helping him up. ~Jesse Jackson
Expert Services
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The request for Assistance form- RFA, willopen. The first 3 pages are the mainapplication, and one must fill the 3rdpage precisely to highlight the problems,and the type of expert required. In caseyou are willing to bear only partialexpenses, fill up the 5th page 'Annex toRFA', which will highlight your financialstatus. In case you have difficulty indownloading the RFA, please contact MrS.Krishnaswamy, and he will send youthe RFA ,through mail, as a soft copy.
These forms can be filled on thecomputer itself and then e mailed to MrS.Krishnaswamy, at his e [email protected] ,for hispreliminary clearance. Once he conveyshis acceptance, the forms can be e
and send alternate C V for acceptance.The visit is planned for a minimum periodof 3 weeks and can extend up to 3months.
The client can request for repeat visits of
the same expert, or different expertss u b s e q u e n t l y b a s e d o n t h e i rrequirements.
For any further details contact
S E S India Representative:
Mr S.Krishnaswamy,
A-1-C, Regal Palm Gardens,
No 10, Velachery Tambaram Main Rd,
Velachery, Chennai 600042.
Phone: 9840154340
E mail: [email protected]
mailed to the Project coordinator, S E S,to her e mail address [email protected] with cc to Mr S Krishnaswamy. IMPORTANT- The last page with theclient's signature, must be scanned and emailed to both of them along with theRFA..
S E S will then locate a suitable expert forthe assignment, and send the C V to theclient for their acceptance. If the C V isaccepted, then a brief client's agreementis made and the expert's details are givento client to enable them to get in touchwith him/her to provide more details.Once the agreement is accepted andreturned the expert's visit is organised. Ifthe client rejects the c v , and providesreasons for non acceptance, S E S will try
Sector of economy Number of experts
Agriculture 474
Automotive engineering 695
Banks and insurances 305
Building industry 860
Charitable institutions 350
Chemistry 626
Communication technology 276
Economic and professional organisations 228
Education 1632
Electrical engineering 577
Energy 330
Environment/waste disposal 295
Food and animal feeding 430
Foundry and forging 183
Glass/Ceramics 123Hydraulics/Pneumatics 64
Information technology 489
Law and taxes 65
Leather processing 45
Measuring & automatic control engineering 280
Mechanical engineering 408
Media, arts, culture 291
Number of experts in the following areas of activity
Sector of economy Number of experts
Metallurgy 85
Metalworking 280
Mining 136
Optics 57
Packaging for final consumers 75
Pharmaceutics /Cosmetics 283
Plant and apparatus engineering 207
Plastic products: manufacture and processing 230
Precision mechanics 63
Printing and graphics 122
Public health 1117
Public sector 1125
Pulp and Paper 90
Rubber processing 75
Sciences 227Services 975
Textiles 272
Tool and machine tool manufacture 212
Top management 385
Trade 393
Traffic and tourism 504
Wood processing 205
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Every tomorrow has two handles. We can take hold of it by the handle of anxiety, or by the handle of faith. ~Author Unknown
AIEMA NEWS
IIApr-May 13 25
Creating the
Best Workplaceon Earthuppose you want to design the best company on earth
to work for. What would it be like? For three yearsSwe've been investigating this question by askinghundreds of executives in surveys and in seminars all over theworld to describe their ideal organization. This mission arose
from our research into the relationship between authenticity
and effective leadership. Simply put, people will not follow a
leader they feel is inauthentic. But the executives we
questioned made it clear that to be authentic, they needed to
work for an authentic organization.
What did they mean? Many of their answers were highly
specific, of course. But underlying the differences of
circumstance, industry, and individual ambition we found six
common imperatives. Together they describe an
organization that operates at its fullest potential by allowing
people to do their best work.
We call this the organization of your dreams. In a nutshell,
it's a company where individual differences are nurtured;
information is not suppressed or spun; the company adds value
to employees, rather than merely extracting it from them; the
organization stands for something meaningful; the work
itself is intrinsically rewarding; and there are no stupid rules.
These principles might all sound commonsensical. Who
wouldn't want to work in a place that follows them?
Executives are certainly aware of the benefits, which many
studies have confirmed. Take these two examples: Research
from the Hay Group finds that highly engaged employees
are, on average, 50% more likely to exceed expectations
than the least-engaged workers. And companies with highly
engaged people outperform firms with the most disengaged
folksby 54% in employee retention, by 89% in customer
satisfaction, and by fourfold in revenue growth. Recent
research by our London Business School colleague Dan
Cable shows that employees who feel welcome to express
their authentic selves at work exhibit higher levels of
organizational commitment, individual performance, andpropensity to help others.
Yet, few, if any, organizations possess all six virtues. Severalof the attributes run counter to traditional practices andingrained habits. Others are, frankly, complicated and can becostly to implement. Some conflict with one another. Almostall require leaders to carefully balance competing interestsand to rethink how they allocate their time and attention.
So the company of your dreams remains largely aspirational
We offer our findings, therefore, as a challenge: an agendafor leaders and organizations that aim to create the mostproductive and rewarding working environment possible.
Let People Be Themselves
When companies try to accommodate differences, they toooften confine themselves to traditional diversitycategoriesgender, race, age, ethnicity, and the like. Theseefforts are laudable, but the executives we interviewed wereafter something more subtledifferences in perspectives,
habits of mind, and core assumptions.The vice chancellor at one of the world's leading universitiesfor instance, would walk around campus late at night tolocate the research hot spots. A tough-minded physicist, heexpected to find them in the science labs. But much to hissurprise, he discovered them in all kinds of academicdisciplinesancient history, drama, the Spanishdepartment.
The ideal organization is aware of dominant currents in itsculture, work habits, dress code, traditions, and governingassumptions but, like the chancellor, makes explicit efforts totranscend them. We are talking not just about the buttoned-down financial services company that embraces the IT guysin shorts and sandals, but also the hipster organization thatdoesn't look askance when someone wears a suit. Or theplace where nearly everyone comes in at odd hours but thataccommodates the one or two people who prefer a 9-to-5schedule.
~ by Rob Goffee and Gareth Jones
Management
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Kindness is the language which the deaf can hear and the blind can see. ~Mark Twain
Management
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For example, at LVMH, the world's largest luxury-goodscompany (and growing rapidly), you'd expect to find brilliant,creative innovators like Marc Jacobs and Phoebe Philo. Andyou do. But alongside them you also encounter a higher-than-expected proportion of executives and specialists who
monitor and assess ideas with an analytical business focus.One of the ingredients in LVMH's success is having a culturewhere opposite types can thrive and work cooperatively.Careful selection is part of the secret: LVMH looks for creativepeople who want their designs to be marketable and who, inturn, are more likely to appreciate monitors who are skilled atspotting commercial potential.
The benefits of tapping the full range of people's knowledgeand talents may be obvious, yet it's not surprising that so fewcompanies do it. For one thing, uncovering biases isn't easy.
(Consider the assumption the diligent chancellor made whenhe equated research intensity with late-night lab work.)More fundamentally, though, efforts to nurture individualityrun up against countervailing efforts to increase organizationaleffectiveness by forging clear incentive systems and careerpaths. Competence models, appraisal systems, managementby objectives, and tightly defined recruitment policies allnarrow the range of acceptable behaviour.
Companies that succeed in nurturing individuality, therefore,
may have to forgo some degree of organizational orderliness.Take Arup, perhaps the world's most creative engineeringand design company. Many iconic buildings bear the mark ofArup's distinctive imprintfrom the Sydney Opera House tothe Centre Pompidou to the Beijing Water Cube.
Arup approaches its work holistically. When the firm builds asuspension bridge, for example, it looks beyond the concernsof the immediate client to the region that relies on the bridge.To do so, Arup's people collaborate with mathematicians,economists, artists, and politicians alike. Accordingly, Arup
considers the capacity to absorb different skill sets andpersonalities as key to its strategy. We want there to beinteresting parts that don't quite fit in...that take us placeswhere we didn't expect to get to, says chairman PhilipDilley. That's part of my job nowto prevent it frombecoming totally orderly.
Conventional appraisal systems don't work in such a world,so Arup doesn't use quantitative performance-measurement
systems or articulate a corporate policy on how employeesshould progress. Managers make their expectations clear,but individuals decide how to meet them. Self-determination means setting your own path and beingaccountable for your success, a senior HR official explains.
Development and progression is your own business, withour support.
If this sounds too chaotic for a more conventional company,
consider Waitrose, one of Britain's most successful food
retailers, according to measures as diverse as market share,
profitability, and customer and staff loyalty. In an industry
that necessarily focuses on executing processes efficiently,
Waitrose sees its competitive edge in nurturing the small
sparks of creativity that make a big difference to the
customer experience.
Waitrose is a cooperative: Every employee is a co-owner who
shares in the company's annual profits. So the source of staff
loyalty is not much of a mystery. But even so, the company
goes to great lengths to draw out and support people's
personal interests. If you want to learn piano, Waitrose will
pay half the cost of the lessons. There's a thriving club
culturecooking, crafts, swimming, and so on. We have a
friend whose father learned to sail because he worked for
this organization. In that way, Waitrose strives to create an
atmosphere where people feel comfortable beingthemselves. We were struck when a senior executive told us,
Friends and family would recognize me at work.
Great retail businesses depend on characters who do things a
bit differently, another executive explained. Over the years
we have had lots of them. We must be careful to cherish them
and make sure our systems don't squeeze them out.
Pursuit of predictability leads to a culture of conformity, what
Emile Durkheim called mechanical solidarity. But
companies like LVMH, Arup, and Waitrose are forged out oforganic solidaritywhich, Durkheim argued, rests on the
productive exploitation of differences. Why go to all the
trouble? We think Ted Mathas, head of the mutual insurance
company New York Life, explains it best: When I was
appointed CEO, my biggest concern was, would this [job]
allow me to truly say what I think? I needed to be myself to
do a good job. Everybody does.
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Management is nothing more than motivating other people. ~Lee Iacocca
Management
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IIApr-May 13 27
Unleash the Flow of Information
The organization of your dreams does not deceive, stonewall,
distort, or spin. It recognizes that in the age of Facebook,
WikiLeaks, and Twitter, you're better off telling people the
truth before someone else does. It respects its employees'
need to know what's really going on so that they can do theirjobs, particularly in volatile environments where it's already
difficult to keep everyone aligned and where workers at all
levels are being asked to think more strategically. You'd
imagine that would be self-evident to managers everywhere.
In reality, the barriers to what we call radical
honestythat is, entirely candid, complete, clear, and
timely communicationare legion.
Some managers see parceling out information on a need-to-
know basis as important to maintaining efficiency. Otherspractice a seemingly benign type of paternalism, reluctant to
worry staff with certain information or to identify a problem
before having a solution. Some feel an obligation to put a
positive spin on even the most negative situations out of a
best-foot-forward sense of loyalty to the organization.
The reluctance to be the bearer of bad news is deeply human,
and many top executives well know that this tendency can
strangle the flow of critical information. Take Novo Nordisk's
Mads vlisen, who was CEO in the 1990s, when violations of
FDA regulations at the company's Danish insulin-production
facilities became so serious that U.S. regulators nearly
banned the insulin from the U.S. market. Incredible as it
seems in hindsight, no one told vlisen about the situation.
That's because Novo Nordisk operated under a culture in
which the executive management board was never
supposed to receive bad news.
The company took formal steps to rectify the situation,
redesigning the company's entire quality-management
systemits processes, procedures, and training of allinvolved personnel. Eventually, those practices were
extended to new-product development, manufacturing,
distribution, sales, and support systems. More generally, a
vision, core values, and a set of management principles were
explicitly articulated as the Novo Nordisk Way. To get at the
root cause of the crisis, vlisen also set out to create a new
culture of honesty through a process he called
organizational facilitationthat is, facilitation of the flow
of honest information.
A core team of facilitators (internal management auditors)
with long organizational experience now regularly visit all of
the company's worldwide affiliates. They interview randomly
selected employees and managers to assess whether theNovo Nordisk Way is being practiced. Employees know, for
instance, that they must inform all stakeholders both within
and outside the organization of what's happening, even
when something goes wrong, as quickly as possible. Does this really
happen? Many employees have told us that they appreciate
these site visits because they foster honest conversations
about fundamental business values and processes.
Radical honesty is not easy to implement. It requires opening
many different communication channels, which can be time-consuming to maintain. And for previously insulated top
managers, it can be somewhat ego-bruising. Witness what
ensued when Novo Nordisk recently banned soda from all its
buildings. PeopleCom, the company's internal news site, was
flooded with hundreds of passionate responses. Some
people saw it as an attack on personal freedom. (I wonder
what will be the next thing NN will 'help' me not to do,
wrote one exasperated employee. Ban fresh fruit in an
effort to reduce sugar consumption?) Others defended the
policy as a logical extension of the company's focus ondiabetes. (We can still purchase our own sugary soft
drinks...Novo Nordisk shouldn't be a 7-Eleven.) That all
these comments were signed indicates how much honesty
has infused Novo Nordisk's culture.
Trade secrets will always require confidentiality. And we
don't want to suggest that honesty will necessarily stop
problems from arising, particularly in h