FACULTY OF ENGINEERING AND TECHNOLOGY

Department of Electrical Engineering

Industrial Training Report:

Course: ITB 440

Report Title: Botswana Power Corporation -Gaborone

Training Period: (09 June 2025 – 31 July 2025)

Submitted as part fulfilment of the Bachelor of Engineering (Electrical) Programme

Department Industrial Supervisor: Prof. Edwin Matlotse

Company Industrial Supervisor: Nkagisang Ntesang (Customer Service Superintendent)

Name: Aobakwe Moseki

ID No: 202100684

August 2025

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STATEMENT OF ORIGINALITY
I, Mr. Aobakwe Moseki (ID No: 202100684), hereby declare that this project report entitled:

“Botswana Power Corporation -Gaborone”

submitted in partial fulfillment of the requirements for the course ITB 440 (Electrical
Engineering), is my own original work carried out under the guidance of my supervisor. I
confirm that this work has not been submitted elsewhere, either in part or in full, for the award
of any other degree, diploma, or qualification.

All sources of information used in this work have been duly acknowledged through proper
referencing.

Date of completion of the report: 25/08/2025

Signature: ________________________

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DISCLAIMER
This report is based on the author’s participation in the Industrial Training Program. The
information, observations, and conclusions presented in this document are solely my own and
do not necessarily reflect the views, opinions, or policies of the organization that provided the
training. While utmost care has been taken in the preparation of this research report to provide
reliable information, the author shall not be liable for any decisions or actions taken based on
or arising from the use of such information.

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ACKNOWLEDGEMENT
I would like to express my sincere gratitude to Botswana Power Corporation (BPC) for granting
me the opportunity to undertake my industrial training within the South Zone Distribution
Department. This experience has been invaluable in bridging the gap between classroom theory
and practical application in the power sector.

My heartfelt appreciation goes to my company supervisor, Mr. Nkagisang Ntesang, for his
guidance, mentorship, and support throughout the training period. His willingness to share
knowledge and provide constructive feedback greatly enhanced my learning. I also wish to
thank all the engineers, technicians, and craftsmen in the department who worked alongside
me and offered their time and expertise during field operations and discussions.

I am equally grateful to my academic supervisor, Prof. Edwin Matlotse, for his encouragement
and continuous guidance in aligning my training activities with the requirements of my
programme. Lastly, I extend my appreciation to my family and peers for their support and
motivation, which sustained me during this attachment.

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SYNOPSIS
This industrial training report presents the activities and experiences gained during my eight-
week attachment at Botswana Power Corporation (BPC), under the Customer Service
Department of the South Zone Distribution Division. The attachment aimed to bridge
theoretical concepts acquired in the classroom with practical exposure to real-world power
distribution operations. During the training, I participated in technical operations such as
transformer overload diagnosis, execution of switching programs, underground cable fault
location, phase sequence verification, and line patrols for clearance checks. In addition, I
gained valuable insights into the use of safety protocols such as the DIES procedure, as well as
SHEMS and SHER meetings, which highlighted BPC’s commitment to workplace safety. My
involvement also extended to administrative and customer service functions, such as issuing
outage notices, work permits, and limitations of access to ensure accountability during
fieldwork. Furthermore, I engaged in technical discussions on substation components, ring
main units, interconnectors, switching rooms, and differences between GLKs and DOLs, which
enhanced my theoretical understanding. Overall, this report captures the balance of practical
field operations, research, and safety culture that shaped my industrial training, providing me
with professional competence and preparing me for a career in the power sector.

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Table of Contents
STATEMENT OF ORIGINALITY ............................................................................................ i

DISCLAIMER ...........................................................................................................................ii

ACKNOWLEDGEMENT ....................................................................................................... iii

SYNOPSIS................................................................................................................................ iv

LIST OF ABBREVIATIONS ................................................................................................... vi

LIST OF TABLES/FIGURES/APPENDICES ......................................................................... vi

INTRODUCTION ..................................................................................................................... 1

Profile of the Company .......................................................................................................... 1

BACKGROUND ....................................................................................................................... 3

WORK CARRIED OUT............................................................................................................ 5

COMMENTS ........................................................................................................................... 12

RECOMMENDATIONS ......................................................................................................... 13

CONCLUSION ........................................................................................................................ 14

REFERENCES ........................................................................................................................ 15

APPENDIX .............................................................................................................................. 16

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LIST OF ABBREVIATIONS
• BPC – Botswana Power Corporation

• DIES – Dead, Isolate, Earth, Screen

• DOL – Drop Out Link

• GLK – Gang Link Knife

• LTIFR – Lost Time Injury Frequency Rate

• LOA – Limitation of Access

• OLTC – On-Load Tap Changer

• PTW – Permit to Work

• RMU – Ring Main Unit

• SAPP – Southern African Power Pool
• SHE – Safety, Health, and Environment

• SHEMS – Safety, Health, and Environmental Management System

• SHER – Safety, Health, Environmental, and Risk

• T&D – Transmission and Distribution

• TRIFR – Total Recordable Injury Frequency Rate

• VT – Voltage Transformer

• CT – Current Transformer

LIST OF TABLES/FIGURES/APPENDICES
• Figure 1: BPC organogram showing South Zone under the Distribution Division
• Figure 2: Using clamp meter to measure current after CB upgrade

• Figure 3: Switching Programme

• Figure 4: Cable Identifier (transmitter unit) attached to test plugs

• Figure 5: Vegetation encroachment and conductor sagging at Old Naledi

• Figure 6: On-Load Tap Changer at Gabane 33/11 kV Substation

• Figure 7: SHER Flash Report

• Figure 8: Limitation Of Access (LOA) document

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INTRODUCTION
My industrial training was conducted at the Botswana Power Corporation (BPC) between 09
June 2025 and 31 July 2025 as part of the requirements for my electrical engineering
programme. The attachment was undertaken under the Transmission and Distribution (T&D)
Division, with primary exposure in substations, switchgear operations, protection systems, and
distribution infrastructure. This eight-week period of training created a unique opportunity for
me to apply classroom knowledge in a real industrial environment, while also providing an
appreciation of the challenges, complexity, and multidisciplinary nature of the power sector.

Profile of the Company

The Botswana Power Corporation (BPC) is a government-owned utility established by an Act

of Parliament in 1970, mandated to generate, transmit, and distribute electricity across
Botswana. The Corporation is headquartered in Gaborone and operates as the sole national
electricity utility. Its vertically integrated structure covers the entire electricity value chain from
generation plants such as Morupule A and Morupule B, through the high-voltage transmission
network, down to the distribution infrastructure that supplies households, businesses, and
industries.

As the principal electricity provider, BPC plays a strategic role in Botswana’s socio-economic
development. Electricity supplied by the Corporation powers homes, supports commerce,
sustains industries, and drives the mining sector, which is the backbone of the national
economy. To balance domestic demand with supply security, BPC maintains interconnections
with the Southern African Power Pool (SAPP), enabling both imports during shortages and
exports when surplus generation is available.

Over the years, the Corporation has embarked on significant infrastructure investment
programs aimed at network reinforcement, rural electrification, and integration of modern
technologies. The rural electrification drive, in particular, has extended access to electricity to
communities previously underserved, thereby supporting national goals of inclusive
development and social upliftment. At the same time, BPC has invested in digital
transformation initiatives, introducing automated systems for network monitoring, customer
billing, and outage management. These efforts have improved operational efficiency and
enhanced customer service delivery.

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Organisationally, BPC is divided into Generation, Transmission, and Distribution Divisions,
supported by Corporate Services and Finance, as well as Safety, Health, and Environmental
(SHE) management. Within the Distribution Division, the network is further segmented into
operational zones such as the North, South, West and East Zones in Gaborone, which allows
for localized management of electricity supply and more effective customer service. With a
workforce of more than 2,000 employees, the Corporation draws on a wide range of expertise
spanning engineering, finance, operations, and administration, reflecting the multidisciplinary
nature of utility management.

Beyond its technical mandate, BPC is guided by its MADUO 26 Strategic Plan, which
emphasizes operational excellence, customer satisfaction, financial sustainability, and
infrastructure development. This plan sets out long-term goals of modernizing the national grid,
reducing reliance on imported power, and increasing the share of renewable energy in the
generation mix. In line with global trends, BPC is gradually expanding into clean energy
initiatives, including pilot projects in solar generation and exploration of hybrid systems,
signalling a commitment to environmental sustainability and alignment with Botswana’s
energy transition targets.

Despite its progress, BPC faces challenges common to many African utilities, such as rising
demand, aging infrastructure, high operational costs, and dependence on regional imports
during periods of low domestic generation. However, its continuous investments in system
upgrades, diversification of energy sources, and capacity-building of staff demonstrate a
proactive approach to overcoming these constraints.

In this context, my training provided valuable exposure not only to the technical operations of
the Corporation but also to its broader strategic and developmental role in Botswana’s
economy. The insights gained underscored BPC’s centrality in national development and its
ongoing transformation towards a more resilient, customer-oriented, and sustainable utility.

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BACKGROUND
As part of the industrial training program under Botswana Power Corporation (BPC), I was
attached to the South Zone Distribution Department, which oversees electricity distribution in
the southern areas of Gaborone and its surroundings. The training focused on exposure to
ongoing operational projects within the Zone, particularly those dealing with maintenance,
fault response, and network reinforcement.
The South Zone is one of the Corporation’s key operational areas, tasked with ensuring reliable
electricity supply to residential, commercial, and industrial consumers in Gaborone South.
Given the rapid urbanization and economic activity in this region, the Zone plays an essential
role in maintaining the stability of the network and meeting the increasing demand for
electricity. Its operations directly support BPC’s overall mandate of providing safe, reliable,
and sustainable energy across Botswana. Below is an organogram of the South zone
department.

OVEREHEAD LINES
OPERATIONS

Figure 1: BPC organogram showing South Zone under the Distribution Division.

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During the training, I was placed under the supervision of Customer Service Superintendent N.
Ntesang, within the Operations section of the South Zone. This section is tasked with
overseeing the work of electricians and assistant craftsmen, focusing on fault repairs, system
maintenance, and customer-related technical services. Being under this department provided
direct exposure to practical field operations, where I participated in identifying faults, assisting
in repairs, and gaining a deeper understanding of the challenges encountered in day-to-day
electricity distribution.

The projects handled during this period were primarily operational in nature. They included
urgent fault response on overhead and underground distribution lines, scheduled maintenance
of equipment, and support for customer services such as disconnections, reconnections, and
new supply installations. Although these activities were not large capital projects with fixed
contract values, they were of high operational significance as they ensured continuous supply
and reduced downtime in areas with high demand. Each assignment contributed directly to
network stability, safety compliance, and customer satisfaction.

The training period extended from 09 June 2025 and 31 July 2025. Throughout this duration, I
was able to observe how operational projects were planned, executed, and documented.
Planned works such as maintenance and inspections followed structured schedules, while
emergency responses to faults required rapid mobilization of teams. This combination of
planned and reactive work provided valuable insight into how BPC balances preventive
measures with urgent interventions to maintain system reliability.

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WORK CARRIED OUT
During my industrial training attachment at BPC under the supervision of Customer Service
Superintendent N. Ntesang, I was exposed to a wide range of operational activities. My work
was primarily focused on electricity distribution operations, customer service, and preventive
maintenance, supplemented by continuous learning about safety standards and technical
procedures. The training was both practical and instructional, giving me the opportunity to
participate directly in field operations while also engaging in discussions with engineers,
craftsmen, and technicians.
1. Technical Operations and Field Work

a) Transformer Load Diagnosis and Solutions

During operations at Old Naledi, I participated in the diagnosis of an overload problem on a

400A-rated transformer, which was being protected by two 200A circuit breakers. During peak
evening load, the demand would exceed the 200A CB limits, causing frequent tripping and
interrupting supply reliability. As part of the field discussion, several solutions were
considered: installing a new mini substation to share the load, upgrading the circuit breakers to
300A each to better align with the transformer rating, or replacing the transformer altogether.
The most practical and immediate solution adopted was the CB upgrade to 300A for each leg,
ensuring protection devices were appropriately rated for the load. During inspection, I also
noted critical issues such as lack of earthing in some points and alleged copper conductor theft,
both of which compromise system safety and operational reliability. This task enhanced my
technical understanding of transformer protection coordination, overload management, and
field troubleshooting in distribution systems.

Figure 2: Using clamp meter to measure current after CB upgrade

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b) Execution of Switching Programs

Another key part of my field training was participating in the execution of switching programs,
which are formal documents outlining the step-by-step procedures for safe isolation and
shutdown of equipment. These programs are critical for ensuring that no equipment is
energized during maintenance or fault clearance activities. The operations were carried out in
a strictly sequenced manner, beginning with the opening of designated circuit breakers and
isolators, followed by earthing procedures to discharge any residual charge, and finally
confirming that the system was safe for work. Importantly, all actions were conducted in direct
communication with the system controller stationed at the control room, who authorized each
step and confirmed status before proceeding. This coordination not only ensured technical
accuracy but also minimized the risk of errors that could compromise safety or system
reliability. A sample of a switching program used during these exercises is attached below

Figure 3: Switching Programme

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c) Fault Location and Isolation of Underground Cables

I was also involved in the diagnosis of a faulty 11kV underground cable at G-West, where we
applied specialized equipment and procedures to identify and safely isolate the fault. A cable
fault locator and identifier were used, consisting of a transmitter and receiver unit. The first
step was to isolate the suspected feeder from the substation panel by withdrawing the circuit
breaker to ensure the circuit was safely disconnected from supply. After confirming isolation,
we used an HV tester through test plugs to verify the absence of voltage upon which the
transmitter was connected to the suspected faulty cable to inject a unique pulse signal, while
the receiver was moved along the cable route to detect the signal. By monitoring changes in
the signal response, we were able to pinpoint the section of the underground cable that was
defective.

Once the faulted section was located, the cable was subjected to spiking before any further
work was carried out. Spiking is the process of mechanically driving a sharp, spring-loaded
device into the cable to physically short all conductors to earth. This ensures absolute
confirmation that the cable is dead and prevents the risk of accidental energization during
maintenance. Only after spiking was performed can technicians proceed with safe handling,
cutting, or repair of the faulty section.

This operation gave me valuable practical experience in underground cable fault management,
emphasizing both diagnostic techniques and strict adherence to safety procedures.

Figure 4: Cable Identifier (transmitter unit) attached to test plugs

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d) Phase-Out and Phase Sequence Verification

Another critical field operation I was involved in was phasing out, also known as phase
sequence verification, which we carried out at Sub 800 and Sub 1600 after maintenance works.
The main objective of this task was to ensure that the phase sequence (Red, Yellow, Blue) of
the two substations corresponded correctly before interconnection.

The procedure involved withdrawing the circuit breaker and using HV testers to confirm phase
alignment. By comparing the phases (e.g., Red-to-Red, Yellow-to-Yellow, Blue-to-Blue)
between the substations, we ensured that there was no phase mismatch. A phase mismatch can
lead to severe consequences such as reverse rotation of customer motors, equipment
malfunction, and possible damage to sensitive machinery. This reinforced my understanding of
how synchronization between substations plays a vital role in maintaining supply reliability
and preventing operational hazards.
2. Safety Procedures and SHE/SHER Activities

Safety was emphasized throughout my attachment. I learned to apply the DIES protocol
(Dead, Isolate, Earth, Screen), a fundamental step in ensuring that precaution is taken before
working on high voltage apparatus. The protocol states that, except for live line work, no person
shall carry out work of any description on any part of high voltage equipment unless such
equipment is:

a) Dead

b) Isolated and locked off from all sources of supply including voltage and auxiliary
transformers and common neutral earthing equipment from which the equipment may be made
live.

c) Effectively and efficiently earthed at all points of isolation.

d) Screened where necessary to prevent danger, and Caution Notices and Danger Notices
attached.

During the underground cable fault handling at G-West this protocol was taught and when
isolating feeders during underground cable repairs, I saw the use of HV testers to confirm that
conductors were dead, after which it was earthed to provide visible assurance of safety.

I regularly attended SHEMS and SHER meetings, where workplace safety statistics were
reviewed and learnt how SHE officers calculate the Lost Time Injury Frequency Rate (LTIFR)
and Total Recordable Injury Frequency Rate (TRIFR), which measure how often injuries occur
relative to work hours. I also participated in a SHER Flash meeting, where recent incidents and
near misses were discussed to promote awareness and improve preventative measures. These
experiences deepened my understanding of the importance of safety culture in the power
industry, where even small mistakes can result in severe accidents.

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3. Customer Service and Administrative Functions

The customer service department plays a vital role in bridging operations with the public. I
assisted in issuing customer notice forms regarding planned outages, ensuring that customers
were informed ahead of time. This built awareness and trust by minimizing inconvenience.

I was also involved in issuing and recording work permits, such as Permits to Work (PTWs)
and Limitations of Access (LOAs). A permit to work is a declaration on an approved form
signed and issued by a Senior Authorised Person to a Senior Authorised Person in charge of
testing of high voltage apparatus for the purpose of making known to such person exactly what
apparatus is to be tested, is dead, isolated from all possible sources of supply and feedback, has
been discharged, earthed and stating the conditions under which the testing is to be carried out.
A limitation on the other hand is a declaration on an approved form signed and issued by a
Senior Authorised Person to a Competent Person defining the limits and nature of work which
may be carried out in the vicinity of live apparatus or on low voltage apparatus which is not
isolated. A Limitation of Access may be used when a Permit to Work is not applicable, where
verbal instructions are not considered sufficient. For example, at Sub 1600 and Sub 2000, I
helped prepare and process these documents allowing field teams to work on equipment safely
while maintaining accountability. Through this, I gained insight into how BPC manages both
technical operations and customer expectations simultaneously.

4. Line Patrol and Clearance Observation

Another important task was line patrol and tracing for preventive maintenance. I joined a team
inspecting distribution lines in Old Naledi, focusing on clearance issues, vegetation
encroachment, and sagging conductors. In some areas, trees were too close to conductors, while
in others, structures had been built beneath power lines, posing electrocution hazards.

These inspections emphasized the importance of early detection. Clearance problems, if left
unattended, could lead to outages, equipment damage, or safety incidents. By observing and
recording such issues, I learned how patrols directly contribute to network reliability and public
safety.

Figure 5: Vegetation encroachment and conductor sagging at Old Naledi

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Other duties

1. Research and Technical Learning

Besides fieldwork and sometimes during fieldwork, I engaged in technical research and
discussions with supervisors and engineers. Some topics included:

a) Tap changers (OLTC vs NLTC): I learned that On-Load Tap Changers (OLTC) adjust voltage
automatically under load, while No-Load Tap Changers (NLTC) require shutdowns and are
used in less critical systems.

Figure 6: On Load Tap Changer at Gabane 33/11 kV Substation

b) Contactor and relay applications: We explored how relays protect circuits from overcurrent
and how DOL (Direct-On-Line) starters use contactors to start motors safely.

c) Transformer operations and testing: I reviewed transformer components, open-circuit and

short-circuit tests, and protection methods such as Buchholz relays and differential protection.

d) Substations and Components

We held discussions on the different components of substations such as power transformers,

circuit breakers, isolators, bus bars, protection relays, lightning arresters, and instrument
transformers (CTs and VT’s). Each component plays a role in ensuring reliable operation and
system protection. For example, circuit breakers are essential for interrupting fault currents,
while CTs and VT’s provide scaled-down values for protection and metering equipment. This
broadened my appreciation of how substations form the backbone of the transmission and
distribution network.

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e) Ring Main Units (RMUs)

A Ring Main Unit (RMU) is a type of metal-enclosed switchgear used at medium voltage levels
(11kV). RMUs allow for multiple feeder connections in a ring configuration, which improves
supply reliability. In case of a fault on one side of the ring, the load can still be supplied from
the other side. We discussed the different compartments of RMUs (circuit breaker, isolator,
earthing switches) and their applications in distribution networks, especially in urban areas.

f) Interconnectors (Feeder Back-Feeds)

I learned about interconnectors, which are feeder links between two substations that allow one
to back-feed the other during maintenance or fault conditions. These are important for supply
flexibility and redundancy. For example, during planned shutdowns, interconnectors make it
possible to isolate equipment while keeping customers supplied from an alternative source.

g) Switching Rooms (Switchgear Rooms)

We explored switching rooms, which house circuit breakers, isolators, relays, and protection
systems. Switching rooms act as the control points for distribution feeders, enabling operators
to safely energize or de-energize lines, isolate faults, and protect downstream customers. Safety
in switching rooms was emphasized, particularly regarding access control, proper insulation,
and earthing systems.

h) Difference Between GLK and DOL

One major area of discussion was the difference between Gang Link Knives (GLK) and Drop
Out Links (DOL):

• Drop Out Link (DOL):

Used mainly off-load. It has individual fuses that can be opened one at a time. DOLs
are primarily protective devices, as the fuse melts under fault conditions to isolate
faulty equipment.

• Gang Link Knife (GLK):

Consists of three blades (knives) that operate together, allowing three-phase
disconnection at once. GLKs can be operated under load conditions, provided the
current is within specified limits. The arc chutes are designed to safely absorb the arc
produced during operation. However, exceeding load limits may result in arcing faults
or fire hazards.

These sessions bridged theory and practice, reinforcing the engineering principles behind the
work I observed in the field.

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COMMENTS
The industrial training at Botswana Power Corporation (BPC) offered a comprehensive blend
of technical, operational, and safety-related experiences. The structured exposure to
transformer diagnostics, switching programs, underground cable fault isolation, and line patrols
enhanced my practical understanding of distribution system operations. In addition, the
emphasis on SHEMS and SHER meetings provided a strong foundation in workplace safety
culture, which is crucial in the power industry.

However, the training period of eight weeks felt relatively short given the complexity and
multidisciplinary nature of BPC’s operations. While I gained meaningful insight into
distribution-level activities, the limited duration did not allow for in-depth exposure to other
important areas such as generation, transmission, and advanced protection systems. A slightly
longer training programme could have provided broader and more diversified learning
opportunities.

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RECOMMENDATIONS
From my experience during this attachment, I recommend that the industrial training
programme be extended beyond the current eight weeks. The time allocated felt too short to
cover the wide scope of operations at Botswana Power Corporation (BPC). A longer training
period, ideally 12 to 16 weeks, would allow students to gain deeper exposure to different areas
of the Corporation, including generation, transmission, and advanced protection systems, in
addition to the distribution network where I was mainly placed.

I also recommend that the training be structured to include rotational attachments across
different departments. Spending time in customer service, substations, maintenance, and
protection would give trainees a broader perspective of how each unit contributes to the overall
reliability of the electricity supply system. This kind of exposure would provide a more
balanced and holistic understanding of the interdependence between divisions within BPC.

In addition, I believe the training could be enhanced by incorporating short technical

workshops and seminars on modern trends in the power sector. Topics such as renewable
energy integration, grid automation, and smart protection schemes are highly relevant to the
future of the industry. Including them in the programme would complement the practical
fieldwork while equipping trainees with forward-looking knowledge that aligns with global
energy transition goals.

Finally, I recommend that the strong emphasis on safety training at BPC be maintained and
further developed. Scenario-based drills, live demonstrations, and case study discussions could
be introduced to strengthen the lessons from SHEMS and SHER meetings. This would
reinforce safe work practices while preparing students to respond effectively to emergencies in
real-life situations.

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CONCLUSION
My eight-week industrial training at Botswana Power Corporation (BPC) under the South Zone
Distribution Department provided me with invaluable exposure to real-world power
distribution operations. The attachment bridged the gap between theoretical knowledge
acquired in the classroom and the practical demands of the electricity supply industry. I gained
hands-on experience in transformer protection coordination, underground cable fault location,
phase sequence verification, switching programs, and line patrols.

In addition, I developed a deeper appreciation of workplace safety through the application of

the DIES protocol, participation in SHEMS and SHER meetings, and the use of permits to
work and limitations of access. The training also expanded my understanding of substation
components, RMUs, interconnectors, and switching rooms, reinforcing the theoretical
foundations of power systems engineering.

Beyond technical skills, the program emphasized the importance of customer service,
teamwork, and communication in maintaining reliable supply and fostering trust with
consumers. However, the relatively short duration of the programme limited deeper exposure
to other critical areas of BPC’s operations. Despite this, the training significantly enhanced my
professional competence, strengthened my problem-solving abilities, and prepared me for
future responsibilities in the power sector.

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REFERENCES
[1] Botswana Power Corporation, Electrical and Mechanical Safety Rules Manual, Revised,
Gaborone, Botswana: BPC, 2021.

[2] Botswana Power Corporation, Safety, Health, Environment and Quality (SHEQ) Manual,
Gaborone, Botswana: BPC, 2022.

[3] D. F. Warne, Newnes Electrical Power Engineer’s Handbook, 2nd ed., Oxford, UK:
Newnes, 2005.

[4] Mr Nkagisang Ntesang

Position: Superintendent
Organisation: Botswana Power Corporation (Gaborone)

Cell: 75419747

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APPENDIX

Figure 7: SHER Flash Report

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Figure 8: Limitation Of Access (LOA) document

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