6

6.MANAGERS

António
Martins da Costa

What is your assessment of 2017? What were the major challenges?

As a whole, 2017 was marked by the fires and storms in Portugal that affected about 1,900km of lines and 47 transformer stations, which had an impact on the power supply to more than two million customers. EDP Distribuição placed more than 4,300 people on the ground, where they worked closely with local authorities and civil defence. On the positive side, 2017 saw a significant reduction in the number of accidents; the fact that no-one was involved in a fatal accident is something that has never happened before.

As for EDP Valor, it reduced its costs by a further 4% and is now well on its way to reducing costs by 20% by 2020. This customer-oriented effort was also recognised: the evaluation of B2C (business to customer) increased from 6.5 to 7.0, while for B2B (business to business) it increased from 7.6 to 7.8. The goal in both areas is to reach 8.0 in 2020.  EDP Valor also continued its international growth strategy, strengthening its provision of services to EDP España and EDP Renováveis in areas such as salary processing, finances and insurance.

In line with the Digital Transformation Plan launched in 2016 and recently reconfirmed with EDP X, the biggest challenge facing DSI (Information Systems Department) was and will continue to be the construction of information technology and DSI that is more flexible, collaborative, automated and analytical, and which has the technological skills required for the EDP Digital Utility.

In 2017, DDO (Organisational Development Department) remained focused on the DIGITAL Step Programme, which aims to raise EDP’s performance in terms of organisational management and process management, as part of the new policies and new digital tools to be introduced.

As for the Ombudsman's Office, a very significant number of initiatives were continued to enhance the ethical culture within the group and to improve the complaints management process, while also developing cooperation partnerships and networks, innovation and knowledge sharing with the company.

What facts stand out in the different areas for which you are responsible?

During 2017 a new organisational model for EDP Distribuição’s regional and local structures of (DRCs and ARCs) was drafted to enable it to respond to the new and important challenges facing the company, such as the assimilation of smart grid technologies and preparing for the future tender for low voltage concessions. In digital channels, as part of the EDP Distribuição Digital Project, version III of the app with advanced features was released and made available through the local authorities’ portal, and the Autarca Module of the app released. Internationally, 2017 was a very busy year for EDP Distribuição, which participated in eight projects with a total value of €210 million.

At EDP Valor, digital transformation featured in two major initiatives: the adoption of robots in its operations (Robotic Process Automation), and the digitisation of contact channels with the final customer through the release of the new Easy4u and Approve and the relaunch of the contact centre with a single contact number. 

In DSI, the main features are the 15 AGILE products now operational at the end of 2017; the JUMP grid management programme, one of the largest IT programmes ever undertaken by EDP; and the SIM integrated financial management programme, which was successfully launched in Spain.

Finally, it should be said that the EDP Group has been one of the Ethisphere Institute’s World’s Most Ethical Companies for six years running, and that the improvements seen in most of the areas assessed by EDP’s Corporate Ethical Performance Index (Ethicis) are a reflection of the positive impact of the initiatives undertaken.