At TGI, we aim at innovation as one of the main levers for business sustainability. We know that by improving culture and innovative thinking at all levels of the company, we will achieve our strategic challenges.
This will also allow us to develop new products and services in our business catalog that will generate additional income. In addition, it will make it easier for us to change some processes, methodologies and technologies that will make us more agile, productive, and efficient, in order to overcome the gaps that we currently face in order to meet our organizational objectives.
For some years now, we have prioritized the implementation of innovation initiatives, initially in our main gas transportation business. Now, with the road traveled, we are committed to working among different disciplines to promote the Digital Transformation of our company and to achieve new businesses that ensure our sustainability.
In addition, our capacity as a business should reflect the focus on innovation to obtain low-emission hydrocarbon and energy solutions. Furthermore, as a value proposition for our stakeholders, innovation is key to facilitating the energy transition and making our operation more efficient.
Our innovation efforts are related to TGI's corporate strategy. Since 2019, we have included innovation as one of the objectives of our strategic map, and from the strategic redefinition that we carried out in 2020, it became a fundamental pillar in our commitment to turn TGI into a highly innovative company.
Today we have a strategic path with four lines of action. One of them is technological innovation, where we intend to implement developments for operational improvements, as well as the launch of new disruptive energy businesses together with GEB.
From the corporate strategic map, in 2020 we carried out measurements through the B3-Innovation objective: develop innovation that contributes to making the operation more efficient and reaching new businesses. With it, we measure the progress on the first approach to innovation with the level of implementation of the PETI (Strategic Information Technology Plan) and with the work plan Structuring the Innovation Management System, where we complied with 100% of the actions established.
During 2020, we guaranteed the innovation process in different ways, such as measurements and monthly monitoring with the compliance report of the strategic map, and interviews with the management team for the planning process. Furthermore, each of the leaders of the topics in which we are dedicating efforts in innovation reported follow-up and progress in the primary teams. We also presented results and progress on some of the initiatives to the management team, in the Presidency Committee.
We conducted more than 15 innovation workshops where we sought solutions to the challenges and difficulties generated by Covid-19.
We have the participation of at least 25 collaborators in the innovation workshops, with whom we established actions and contingency plans to overcome difficulties. These workshops focused on challenges related to access to critical communities, changes in work dynamics, and operator shifts at critical stations.
We carry out a training process as innovation representatives for 12 employees in order to promote the adoption of innovative thinking in our culture at all levels.
We had four virtual strategic regional meetings with the participation of more than 120 employees from the Maintenance area. These spaces were led by the innovation representatives and we obtained 19 ideas from the field teams to plan efficiency initiatives: The most relevant ones include implementation of the plant shutdown strategy, optimization of compressor start-up systems, recovery of flared gas, implementation of its own telecommunications network, integration of the Reliability and CBM area.
We continue with the process of experimenting with the winning ideas of the 2019 Strategic Meetings. The initiatives of the loyalty plan for leaders of community action boards, research and development of new businesses and knowledge management of natural gas progressed in their maturation process and we achieved the development of the first pilot.
We progressed in our Digital Transformation objective with the development of the pilot for the remote monitoring of the cathodic protection system.
We continued with the implementation of the PETI and achieved the fulfillment of five initiatives, among which the secure management of accesses and the system of administration of guarantees in commercial contracts stand out.
We were awarded the post-doctoral Call 848 from the Ministry of Science, Technology, and Innovation to generate knowledge on the impact of leaks in sub-river crossings and noise mitigation measures; it adds to the development of Call 841 in the pilot project for the generation of biogas, awarded in 2019.
We had four virtual strategic regional meetings with the participation of more than 120 employees from the Maintenance area, where we obtained 19 ideas from the field teams to plan efficiency initiatives.
We had four virtual strategic regional meetings with the participation of more than 120 employees from the Maintenance area, where we obtained 19 ideas from the field teams to plan efficiency initiatives.
We had four virtual strategic regional meetings with the participation of more than 120 employees from the Maintenance area, where we obtained 19 ideas from the field teams to plan efficiency initiatives.
Our aspiration for 2027 is to generate impacts of up to USD 50 million through relevant innovative initiatives in non-regulated businesses, and to leverage initiatives close to TGI's current business.
Launch the Vice Presidency of Transformation for the implementation of the roadmap for innovation, business development and Digital Transformation.
Progress in the roadmap for innovation, in order to reach our aspiration: to generate an impact of up to USD 50 million in 2027 through relevant innovative initiatives in non-regulated businesses, and to leverage initiatives close to the current business.
Implement the strategic map on issues related to changes in our way of measuring compliance with innovation, bringing results indicators related to the resources invested, their development and the capture of value in Ebitda.
Develop the innovation portfolio that we define in 2020; we will work on three lines of action:
Digitization of the operation and advanced data analytics as opportunities for the improvement of our current business.
New sources of energy, which will be our disruptive innovation goal in the medium and long term.
Operating model, whereby we will develop all efforts, centralizing them in a specific area in charge of ensuring that the results are tangible, in addition to maturing and financing innovation projects.