Digital transformation

Obstacle-free progress

The processes and activities of our business are constantly evolving, seeking to achieve efficiencies and optimal results. Advances in Digital Transformation in 2020 focused specially on taking care of the health and safety of our employees.

Why is this important?

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2020 was the year in which the whole world was threatened by Covid-19, testing the capacity of people and companies to react and to continue with their productive activities; and at TGI we did not stop. The Digital Transformation mobilized a whole strategy to face this pandemic in our company.

The digital and virtual tools that we have at TGI and GEB show the Group's technological robustness, which allowed the business to continue smoothly during 2020.

Since 2018, we have been designing the Strategic Technology Plan that allowed us, during the contingency, to be at a higher level and support the business with applications and platforms necessary for the operation. In addition, advances in cybersecurity made it easier for employees to adapt to their work from home.

The evolution of Digital Transformation in the company during the year impacted the efficiency of processes and employees: it is one of the key tools to promote transparency, traceability, interaction in shorter times and trust in relationships with customers and stakeholders.

All these actions were possible thanks to the alignment of the Digital Transformation to the Strategic Plan from the following fronts:

With Digital Transformation platforms focused on the operation. We started a pilot for measurements in the transport infrastructure using IoT (Internet of things), which allows us to operate at a world-class level in efficiency, reliability, integrity and sustainability, aligned with the B1 strategic objective of ensuring the value proposition through the infrastructure.
Through the digitization of processes. This directly impacts the development of innovation and contributes to making operations and new businesses more efficient, in line with the B3 strategic objective of ensuring the value proposition through innovation.

How do we manage it?

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In 2020 we promote Digital Transformation from three pillars: processes, people and technology. We focus the innovation or redesign of processes in making the work of people more efficient with the support of technologies, be it information or operation.

In this scenario, and in the face of the Covid-19 pandemic, the Digital Transformation of our company focused on leveraging the business processes that were affected, and which had to be modified or redesigned responding to the needs of the areas and businesses.

The transfer of 83% of employees to work from home increased operational work, so it was necessary to maintain constant communication with the Commercial and Operations areas, where the bulk of our business is located.

In addition, at the head of the Sub-Directorate of Occupational Health and Safety, we developed and launched the VidaRep technological tool, which allowed us to detect three types of risks:

Warning signs and symptoms against Covid-19 for quick decision-making by the medical team, which prevented employees from being affected by the virus.
Mental and emotional health conditions.
Ergonomics and prevention of occupational diseases.

In relation to business continuity, employee protection was key in 2020 with measures that included physical distancing and working from home. For this reason, at TGI we promoted the generation of virtual spaces, such as Health Week, in which we had a 73% participation of employees.

What we achieved in 2020

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We digitalize tgi's supply processes with the implementation and use of the sap ariba tool: this is how we reduce time and use of paper.

With the implementation of the CGA (Commercial Gas Application), our Gas Transportation System, TGI's CORE System and the contribution of various technological tools, such as the integration bus, we managed to go from 100% manual billing to 100% billing automatic.
We reinforced the development of dashboards for data and information analytics, the design of which began in 2019 and now allows for real-time information for decision-making.
We created, together with the leaders of the Commercial Development Management, the Guarantee Management Project to digitize the guarantee process of commercial contracts, impacting from the client to the financial area, to make it more efficient in time, cost and safety. The use of this new tool will bring us great benefits in 2021.
We started the project to calculate the availability of gas transportation and the creation and management of commercial contracts. By regulation, the allocation of capacity for gas transportation must be very transparent. In the past, this registration was done manually (email), but it needed to be automatic and in real time. We expect this technology solution to be in production in June 2021.
We implement the Docusign system, related to the digital signature, which provides efficiency in the Supply, Contractual Affairs and Commercial areas. In addition, it allows you to take care of the planet by avoiding the use of paper, because everything is done digitally, with all the traceability and security.

The digital and virtual tools that we have at TGI and GEB show the Group's technological robustness, which allowed our business to continue smoothly during 2020.
The digital and virtual tools that we have at TGI and GEB show the Group's technological robustness, which allowed our business to continue smoothly during 2020.

Challenges for 2021

At tgi, we have the challenge of defining the new technology strategic plan, according to the strategic plan that redefined our business in 2020.

Start using the first phase of the Guarantee Management System, which complements the guarantee process for commercial contracts.
Provide the company with information that allows strategic decision making.
Assume responsibility and management of the entire operating technology (OT).
Establish the company's digital ambition and align PETI 2021 to this definition and to the new Strategic Business Plan.
Work on Digital Transformation projects that emerge from the definitions mentioned above.
Continue with the development of the VidaRep tool for our collaborators, and with reach to cover contractors.