At TGI we are committed to adopting the best practices in the industry. For this reason, in the implementation of the Integrity Management Program we involve the effective management of the CORE business assets to guarantee the operation. This is how we ensure the transportation service to our clients and minimize the financial impacts caused by service interruptions.
We have an infrastructure distributed throughout the Colombian territory that includes approximately 4,000 kilometers of pipeline and nearly 200,000 horsepower installed for the transportation of natural gas. Maintaining and operating our infrastructure requires significant costs, so operational efficiency becomes a critical aspect for the sustainability of the business.
That is why we propose to promote savings initiatives in the operation and maintenance of assets, without affecting reliability and operational availability, and, therefore, increasing competitiveness. This pillar also has administrative implications and in our entire organization.
TGI's sustainability depends on the quality of the service. For this reason, we structure the dynamics that allow the generation and prioritization of initiatives based on a rigorous analysis process to guarantee their development.
The Integrity Management Program is led by our Vice President of Operations. It has three lines of action:
Integrity Management Plan, whereby we manage threats and identify the risks to which our infrastructure is exposed.
Asset Management Plan, which allows us to advance in continuous improvement and establish the processes related to the implementation of the maintenance strategy.
Integrity Management System, essential to maintain the integrity of our gas transportation infrastructure, obtain the highest operational efficiency and optimize the assigned resources. In this system, we implement the specialized PIDT tool for managing risks associated with variables that affect the integrity of the gas pipelines.
Our company permanently monitors the Strategic Plan regarding the indicators and initiatives of the defined objective for the achievement of the organizational goals. And to achieve efficient operation and maintenance, ensuring the integrity and reliability of the infrastructure, each month we report the achievements and results of the initiatives to the Operating Committee of the Board of Directors and quarterly to said Board.
To promote agile decision making and accelerate the impact of operational efficiency initiatives, in 2020 we established a meeting schedule, as follows: each week to present the progress of the portfolio, and a monthly strategic forum to review progress and make decisions.
We define the strategic indicator -B1.6 Operational Model - which emphasizes on increasing the capabilities of our operations and maintenance personnel associated with new challenges.
We implemented the strategic indicator B1.6 Operational Model in order to work in a more integrated way, to be aligned with the best practices of the industry worldwide and to strengthen the leadership scheme. The above, with the aim of taking advantage and enhancing the competencies of each of the collaborators, simplifying processes and increasing operational efficiency.
We created the Center of Knowledge and Experience team with the aim of managing the knowledge and standardization of norms and processes of the Vice Presidency of Operations.
We structured the government to manage the Efficiency Pillar, where we established the dynamics for the generation and prioritization of initiatives, ensuring that all of them go through a rigorous analysis and approval process to guarantee the development thereof.
For the Efficiency Pillar governance, we define the roles, responsibilities, and key collaborators for the success of the project. For this we have a portfolio of initiatives in which we prioritize those that maximize impact and feasibility, with special work on efficiency.
(See annexes - Historical evolution of the indicators)
As a result of the condition-based maintenance management (CBM), we had seven success stories where we avoided potential major failures on the compression units. We created the Center of Knowledge and Experience team with the aim of managing the knowledge and standardization of norms and processes of the Vice Presidency of Operations.
As a result of the condition-based maintenance management (CBM), we had seven success stories where we avoided potential major failures on the compression units. We created the Center of Knowledge and Experience team with the aim of managing the knowledge and standardization of norms and processes of the Vice Presidency of Operations.
We have the challenge of strengthening operational efficiency with actions such as the definition of a strategy to enhance the use of the ballena-barranca gas pipeline, which is at 20% of its capacity.
Strengthen the operation and maintenance activities that are part of operational efficiency.
Strengthen the integrity and training of employees so that they have an impact throughout TGI.