2016-2020 Strategic Planning

In the preparation of its strategic plan, ONS adopted in 2015 a methodology that, in its essence, was already being followed in previous years.

From internal and external subsidies, the external constraints and the internal issues that shape the vision and strategic objectives of the organization were identified.

Internal subsidies were obtained from interviews with ONS’sdirectors, from an evaluation of the results from previous strategic planning cycles and from a of Technological Development and Knowledge Management Committee report,which identified strategic actions and challenges focused on innovation and technological development, also considering ONS’s participation in international collegiate bodies.

External subsidies came from a personal interview with the Minister of Mines and Energy and from lectures held at ONS by ANEEL’sdirectors, by EPE’sGeneral Director, by UFRJ’s Electric Power SectorStudy Group Coordinator, by the representative of theElectric Power Sector’s Forum of Associations, and by the president of the Board of Curators of Fundação Nacional da Qualidadeand the former president of ONS’sAdvisory Board.

From these inputs, a survey was heldon the external environment main factors under various approaches - the BIPS; the sector model and the regulation; society and governance; innovation - and how they rebutthe organization’sinternal issues: human resources, structure and processes, agent’s network management and information technology.

This analysis allowed to ensure ONS’s continuing mission and to adjust the statement of its vision for 2020: "Ensuring electric power supply in the BIPS at the lowest cost possible in an environment of uncertainty and increasing complexity."

The following also served as basis for the formulation of the strategic objectivesfor the 2016-2020Strategic Plan:

1. To act preventively along with the expansion planning, the regulator and the Granting Authority, aiming at increasing security and reducing costs of operation.
2. Work along with the Governance in order to improve ONS’s corporate performance.
3. Ensure the BIPS’s Electric power security face to the changes in the electric matrix structure, the consumption profile and the significant introduction ofinnovations.
4. Improve the actuation as manager of the Agents’ network and the respective installations: Regarding the relationship with the Agents and the Management of the Grid Procedures.
5. Improve the management abilityto perform its attributions guided by the Organizational Values.
6. Improve institutional communication with stakeholders.

Then, for each of the objectives challenges and 43 multi-annual strategic actionswere identified, in which ONS will concentrateits efforts in the following years.