The IAM Annual Conference 2017

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The vital combination:
workforce engagement, discipline in decision making
and continuous improvement.

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Topics
• Context
• Asset Management in ISA REP
• A vital combination for success
• Results
• Lessons Learned

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CONTEXT
ISA GROUP
PERU
ISA REP

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Grupo ISA

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PERÚ
32 million
people
24 departments
Energy demand:
6 600 MW

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10 000 Km of lines
Construction, operation
and maintenance of high
voltage transmission lines
that the state grants us.
We have invested USD 1700 million
68 electric
substations
in Peru
Present in 20 departments
• We offer transmission
services to generating
companies and large
users.

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ISA REP: Market leader in energy
transmission in Peru
Market Share
REP
32.3%
CTM
32.0%
ISA Perú
3.2%
Eteselva
2.1%
Redesur
3.9%
Abengoa
17.1%
Others
9.36%
ISA controls
68%
of the Peruvian Market
Font: Osinergmin

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ISA REP ASSET
MANAGEMENT
- Why ISA REP goes for asset
management
- Our journey until today
- Level of maturity based on
ISO 55000

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Level of maturity based on ISO 55000
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of stakeholders
4.3 Determining the scope of the asset management system
4.4 Asset management system
5.1 Leadership and commitment
5.2 Policy
5.3 Organizational roles, responsibilities and authorities
6.1 Action to adress risks and opportunities for the asset management system
6.2.1 Asset management objectives
6.2.2 Planning to achieve asset management objectives
7.1 Resources
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Information requirements
7.6.1 Documented information general
7.6.2 Creating and updating documented information
7.6.3 Control of documented information
8.1 Operational planning and control
8.2 Management of change
8.3 Outsourcing
9.1 Monitoring, measurement, analysis and evaluation
9.2 Internal audit
9.3 Management review
10.1 Nonconformity and corrective action
10.2 Preventive action
10.3 Continual improvement
• 2015: 1.58
• 2016: 2.13

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Asset
Management
GOALS
Creation
stage
Maintenance
stage
Operation
stage
End of
life cycle
Continuous
improvement
Supply
Asset’s
health
Processes
Competencies
Organizational
culture
Good asset
management
practices
Risks
Communication
Finance

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Organization strategy 2017

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Level of maturity based on ISO 55000
1
2
3
4
Awareness
Understanding
Competence
Optimising
5 Excellence

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A VITAL
COMBINATION

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Culture of continuous improvement
Managers, as
process owners,
promote the cultural
transformation
towards continuous
improvement in a
systematic and
proactive way
Develop habits,
beliefs and
behaviors in the
collaborators
associated to the
continuous
improvement
Have a model of
thinking and acting
beyond the
application of tools

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Work approach

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Intervention strategy endorsed by TWPL

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Bussiness strategy deployment

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Bussiness strategy deployment
Management tools for junior managers
Alignment program for junior
managers
Leadership program “EL DESAFÍO”
Leaders as cultural trainers

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Integral program
“Construyendo Juntos”
Awareness in Asset Management
Simplicity in processes
InnovaREP
Recognition program

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How we communicate Asset Management:
Internal social network
Team
recognition

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How we communicate Asset Management:
Mailing
Site on the intranet
Video Activation: play with a roulette

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Generating discipline to make the best decisions
Taking into account the
assets’ life cycle
Applying decision making with consultation and
participation
Incorporating new decision-making tools in
processes
Cost, risk and performance
Commitment to identify and solve real problems or opportunities in
the Company (E.g. ECR or DST cases)

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DST software tools (see www.DecisionSupportTools.com) – SALVOprocess.org
ECR = Elimination of Causes of Risks (a predictive/proactive, and action-oriented version of Root Cause Analysis)
MSR = Maintenance Standard Routines
RCM = Reliability Centred Maintenace
Improvement of skills

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RESULTS

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Quantitative Benefits

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Consultation and
participation
Colaboration
Adaptative
challenges
• Simplification of processes
Improvement in communication

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01
02
03
Visible leadership is essential. E.g. our CEO has participated in the development
of SAMP and has incorporated AM in the strategy of the Company.
Considering cost, risk and performance ensures optimal decision making.
E.g. We are now applying this in the development of our POA.
Working in an integrated way and taking into account the opinion of
the areas involved should improve decision making. E.g. There is more
integrated work between technical staff, financial staff and support areas.
Lessons Learned

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04
Successful asset management requires the active participation
and commitment of staff. The implementation plans of AM must be for the
entire company, not as a project but as part of management in whole.
A culture of continuous improvement is essential to achieve efficiency
in asset management. E.g. We have improved in the investigation of
causes of events or failures, and we are designing action plans so that
they are not repeated.
Lessons Learned
05

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www.rep.com.pe
RED DE ENERGÍA DEL PERÚ S.A.
RUC: 20504645046
Juan de Arona 720, oficina 601
San Isidro, Lima 27, Perú
Tel: +51 1 7126600
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