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Assets |
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| Quality |
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Every year the quality
and reliability rates of the system’s power plants improve. The
2005
results prove it: the generation plant availability index (DUG)
rose from 90.9% in 2004 to
92.6% in 2005.
The failure rate also showed good
performance — going from 2.5 in 2004 to
1.6 in 2005 — as
a
result of the operating management program implemented in the plants. |
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| Reliability |
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In 2005, the Company
started to use the Reliability Centered Maintenance system (RCM) looking
for
improvements on plant maintenance and revamping. This is an important
tool for preparing an
efficient preventive maintenance timetable as
it can evaluate the resistance of the physical
elements that make up
each hydroelectric plant, enhancing the cost/benefit ratio.
Also considering improvements on operations, it was adopted the High Impact Low
Probability (HILP)
system which contributes in maintaining high levels of availability
and good performance in the
generation of electricity. This tool evaluates the
safety and financial impact of low-probability
events that could have a high
impact in a power plant. Through this analysis, HILP events can be
foreseen and
preventive actions can be adopted. In 2005, this analysis was carried out on
the
UHE Água Vermelha. In 2006, it will be extended to the other plants
according to a plan established
by the AES Latin American Generation Group. |
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| Management Tools |
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IAES Tietê is
engaged in an international project based on SAP software, named Genesis that
is being
developed by the AES Corporation and its subsidiaries
over the world to improve and centralize
management tools. It will
enhance performance in the commercial as well as the operational and
administrative areas, creating greater control and reliability of information.
This project starts to be
developed in 2006 and shall be implemented
in
2007.
As of the implementation of the Genesis Project, all data will be centralized
in the holding company’s
data-center in the U.S., which will
generate consolidated data, meaning greater economy of scale
and higher
security.
As part of its regular routine, AES Tietê already has adopted
tools such as the Balanced Scorecard
Management System, designed to
guide actions and control the performance and integration of
activities
in a number of different areas. |
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| Knowledge Management |
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Achieving high standards
of excellence requires motivated and well prepared employees.
In December
2004 AES Tietê set up the Corporate Education System based upon
Knowledge Management. The objective is to create and maintain an corporative
environment of
continuous learning and transfer of knowledge.
Employees with recognized technical knowledge voluntarily disseminate
their learning to
their colleagues through structured projects, acting
as “multipliers”. Moreover, the Company
runs a program
to develop the teaching skills of these multipliers regarding technical
aspects and methodologies.
As part of the knowledge management concept, a survey to map out the
technical competences
available for establishing a pool of specializations — the
Talent Pool: Acquisitions Support — also was
initiated in 2005.
The initiative is designed to obtain synergy gains not only for the
Company but
also for all AES subsidiaries. |
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| Image |
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Improving its image
with all target audiences is a priority of AES Tietê’s
strategy. Since 2004,
the Company has been running programs to get
closer to the various communities, particularly
the municipalities
where its power plants are located.
This work is basically carried out on two levels: prevention and management
of crises
(which requires the integrated efforts of professionals from
several areas) and the disclosure/value
of the positive aspects of
the Company, whether through direct contacts, advertising campaigns,
press relations, events or social responsibility actions integrated
with the corporate strategy.
In 2005, to call attention to the operating area professionals and,
at the same time, obtain greater
effectiveness in regional contacts,
the Company implemented its “Communication and
Social Responsibility
Council”. This Council is comprised of professionals from the
power plants
coordinated by the corporate area in São Paulo
and has the mission of acting as a link between the
Company and the
local community. The Company frequently offers training regarding
communication
and social responsibility to these employees. At the end of 2005, an
advertising
campaign was initiated to disseminate public utility messages
published only in
countryside of the state. |
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| Prizes and Distinctions |
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As a result of efforts
carried out over a number of years, AES Tietê was awarded
during 2004 and 2005: |
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Biggest
and Best 2005, Exame Magazine (“Maiores e Melhores”)
The annual edition of Exame Magazine ranked AES Tietê as the
best company in the
“ Public Services” category in 2004.
The appraisal was based on criteria such as
increase in sales, profitability
and capital expenditures, among others.
The Best in Personnel Management
2005
The annual “Career Value” survey of the Valor Econômico
newspaper placed
AES Tietê among the 82 best companies in Brazil,
elected by their own employees,
regarding organizational climate.
3rd Brazilian Environment Benchmarking
2005
AES Tietê’s Program for Reforesting Permanent Preservation
areas was ranked second in the
honorable mention category. The Benchmarking
selects case studies based upon benefits to the
institution, to the
community and to the environment and also programs consistent to the
three sustainability dimensions: economic, social and environmental.
Platinum List 2004 of Forbes Brasil
Magazine
AES Tietê was ranked eighth in the overall Platinum List 2004 of Forbes
Brasil Magazine,
which classifies the 200 best Brazilian publicly-held companies,
among corporations
with net equity over R$ 10 million. |
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