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1Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Asset Management in practice at Essent Netwerk Zuid
Bas WehmanBarcelona14 May 2003
2Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Agenda
•Introduction
•Management summary
•Latest developments
•Answers to questions in special report
3Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Essent Netwerk Zuid
•Part of the Essent holding•Responsible for management of infrastructure•Key figures
– Turnover 2002 € 700 mln– Customers
• Electricity 1.400.000• Gas 900.000• Heat 35.000
4Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
ENZ
ENN
5Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Management summary : Starting points
•Business sense – Business values– KPI's
•Mastery of skills– Technical knowledge– Project management
•Shared vision within organisation– Clear goals– No sub-optimalisation
6Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Management summary :Organisation
•2 basic models :– Separation of roles– Process-orientation
•Ideal organisation combines benefits•Rules of reorganisation :
– One job at a time– Focus on processes– Motivate personnel
•Gradual implementation, processes first
7Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Management summary :Roles and responsibilities
Asset OwnerAsset Owner Asset ManagerAsset Manager Service ProviderService Provider
Ro
leR
esp
on
sib
ilit
iees
• Provides funding for new infrastructure
• Provider of all technical services/support
• Manages all AO’s assets
• Business planning • Project manager• Investment planning & implementation
8Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Management summary :Processes within ENZ
•Connections
•New infrastructure
•Replacements
•Maintenance
•Interruptions
•Customers
9Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Management summary : Steering model
•Model differs slightly per process– Decoupling point– Standards, design criteria– Local autonomy
•Added value important criterion•Minimal bureaucracy•Internal benchmarking as steering tool
10Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Management summary :Results 1996-2001
50%
60%
70%
80%
90%
100%
1996 1997 1998 1999 2000 2001
CostsInvestmentsCML
11Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Latest developments
•IT implementation complete– Combination ERP - GIS
•Introduction Dynamic Business Modeling– Simulation long term effects of decisions
•Integration Essent Netwerk Zuid and Essent Netwerk Noord
– Economies of scale– Bundling of skills
• ENN : risk management
12Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Answer to special report
5.11 How to prevent the growth of the organisation,
when separating Asset Owner, Asset Manager and
Service Provider ?
•A little growth is inevitable, but is compensated by greater effectiveness and efficiency (FTe –25%)
•Growth is minimalised by thoroughly implementing processes first (less coordination needed)
•Fighting bureaucracy (see question 5.12)
13Bas Wehman NL Session 5 – Block 2
Barcelona 12-15 May 2003
Answer to special report
5.12 How to deal with the managerial effort of the formalisation of contracts etc.
•Starting point : shared vision (different roles, but same goals)
•Thoroughly implementing processes first reduces need for extensive contracts
•Determine prices in joint effort (commitment)