At Camuzzi, where I am Director of Operations, we are responsible for much of that journey. We deployed a large transportation and distribution operation that begins in the extremes of the country and ends in the houses and establishments of the seven provinces where the company has a presence: Buenos Aires, La Pampa, Río Negro, Chubut, Santa Cruz, Neuquén and Tierra of fire.
We operate more than 54,000 kilometers of gas pipelines, branches and gas networks in more than 320 locations, we manage 6 compression plants with 10 machines and we have more than 800 pressure regulating stations, scattered throughout the covered territory. This is a daunting task.
Four keys to operational efficiency
An operation of these characteristics requires management that knows how to adequately respond to its multiple challenges. To do so, at Camuzzi we work guided by four main axes: proper diversity management, a highly committed team, constant planning and proper use of currently available technology.
Diversity management is a fundamental factor for a company like ours, which provides service in such a wide and different geographic space. We are in different areas of the country, with different population density and temperature variance, for example. For this reason, we take care to understand the different needs and idiosyncrasies of each place.
Operating in an urban center with a high population density like Mar del Plata or La Plata is not the same as operating in a small town like Tolhuin, in Tierra del Fuego. And although we have homogeneous technical standards throughout the country – with the safety of people and goods as the main goal, followed by continuity and quality of service – we know how to respond to the particular requirements of each region.
This is possible to a great extent, perhaps the main one, due to the commitment of our human team. In the Operations area, both the 45 people who work in the central offices and the 1,350 collaborators that make up the internal team, show a superlative attachment and responsibility for the task.
In some small provincial towns, the two or three representatives of the company that we may have know that their task is key so that their neighbors have access to the service. And they work with that conscience and that pride; with a sense of responsibility for the community that makes a difference.
To these factors, we add exhaustive planning. Every summer, for example, we deal with the tactics and strategy of the operation to face the winter. In the same way, we carry out maintenance tasks, demand analysis, energy supply and other issues that allow us to ensure the continuity and quality of the service, as well as anticipate possible complications in the harshest season.
Finally, we rely on the great services that technology offers. Thanks to its evolution, today we can monitor our facilities remotely, we have great technical improvements and we also raise the quality of the user experience. Currently, 80% of customer service is provided virtually and all procedures can be resolved with a few clicks or from the cell phone.
In short, thanks to diversity management, a planned operation, first-class technology and, above all, a highly committed team at Camuzzi, we try to rise to the many challenges that our task presents. Every day we make sure that our users, whether they live in a city with millions of others or in a small town with a few hundred, turn on their burners and find the gas they need for their lives. Therein lies the meaning of our task and the reason that drives us.
Director of Operations of Camuzzi
Source: Ambito
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