Compagnie Ivoirienne d’Electricité PTME/DPE/BS

1. Nickel Project How to act positively on men and the environment to improve DPE’s performance Compagnie Ivoirienne d’Electricité PTME/DPE/BS

2. OUTLINE OF THE PRESENTATION 1. INSTITUTIONAL SET UP • BACKGROUND • METHODOLOGICAL APPROACH • IMPLEMENTED ACTIONS • ACHIEVEMENTS • ENSURING SUSTAINABILITY 2. ORGANIZATION OF THE POWER GENERATION DIRECTORATE 3. ELECTRICAL POWER GENERATION 4. NICKEL PROJECT 5.CONCLUSION ANNEXES

3. ANARE SOGEPE SOPIE 1 – INSTITUTIONAL SET UP DUTIES STAKEHOLDERS FINANCIAL MECHANISM • STATE • - Development strategy • - Electricity pricing • ANARE • Sector regulation • Arbitration • SOGEPE • - Project owner • - Asset management • - Financial flow management • SOPIE • - Planning • Contractor for sector works • - Technical control of operations • - Rural electrification STATE OF CÖTE D’IVOIRE Sale of energy and fuels to independent producers and gas suppliers Ministry of Minies and Energy VAT Ministry of Economiy and Finance DUES Concession contract CIE compensation Energy sales proceeds CIE CIE - Utility operations - Facility maintenance - Customer service Payment for services Legal link Financial link CONSUMERS - Request for services - Bill settlement CUSTOMERS

4. 1 – INSTITUTIONAL SET UP Snapshot: • STATE: Through its various entities ensures • Asset ownership. • Selection, planning and implementation of investment activities (construction of power plants, lines, stations, grid extension and rural electrification). • Electricity pricing • CIE • Operation • Generation • Transmission • Electrical power distribution and sale • Energy exchange • Maintenance of the electricity grid and generation means

5. 2 –DPE ORGANIZATION • CIE is structured around four (4) poles of activity and DPE is part of the Power Generation, Transmission and Dispatching Pole. MISSIONS • Ensure the security of facilities and people through strict compliance with facility surveillance directives (flood water ways. fire safety.…) • Ensure the availability of generation facilities through strict enforcement of maintenance programs • Generate electricity using hydro and thermal generation means while complying with operational safety and occupational health regulations.

6. 3 – ELECTRIC POWER GENERATION CIE operates a state-owned generation fleet comprising 6 hydropower facilities as follows: • Ayamé 1 and Ayamé 2 (on the Bia River) • Kossou (on the Bandama River) • Taabo (on the Bandama River) • Buyo (on the Sassandra River) • Fayé (on the San Pedro waterbody) And a thermal power plant: VRIDI 1 (located at Vridi Canal). In all. CIE operates a fleet of 19 machines with an overall installed power of 704 MW including 604 MW for hydropower generation and 100 MW for thermal power generation.

7. 4. NICKEL PROJECT 4.1- BACKGROUND • Cancellation of the ISO 9001 Certificate version 2000 for Vridi in 2003 • Flaws noted in preventive security • Environmental weaknesses (orderliness, tidiness and cleanliness) • Deficiencies noted in preventive maintenance, resulting in increased maintenance budget and dwindling availability • Documentary and organizational flaws

8. 4.1- BACKGROUND • Deficiencies noted in preventive maintenance, resulting in increased maintenance budget and dwindling availability • Documentary and organizational flaws • In response to this noted failure, the CIE General Directorate requested the DPE to undertake necessary actions to regain the certificate. • This commitment translated into : • The secondment of resource persons from the Hydropower Generation Department to steer the project • The provision of means required for the implementation of the course of actions determined by the Steering Committee

9. 4.2- METHODOLOGICAL APPROACH • Development of a quality plan: • This plan focused on: • Security; • The environment; • Documents and training; • The maintenance and operational policy. • Establishment of working groups composed of the Vridi site staff • Immersion training periods of the working groups at the Taabo and Buyo hydropower plants followed by site visits to independent producers (CIPREL and AZITO) • Staff involved in identifying thrusts for progress and in defining action plans (buy-in)

10. 4.3- ACTIONS IMPLEMENTED • Documents quality and training • Updating of working procedures and instructions • Development of the working instructions on operational. maintenance and security aspects • Drafting of a nomenclature of equipment and arrays of maintenance • Development of maintenance covering the whole set of equipment • Staff training (organization. security...)

11. 4.3- ACTIONS IMPLEMENTED: • Equipment • Replacement of corroded piping and heat-insulators and standardized colour paints • Redoing of the facility paints: generators, pipings, compressor sheaves for air aspiration painted white (gain of 0.5 MW) • Construction of alternators shelters • Revamping of two (2) group transformers • Performance of two thorough checks on turbocharger, alternators and enforcement of corrective measures

12. 4.3 - ACTIONS IMPLEMENTED • Security • Marking reinforced • Provision of trainings and conduct of POI and Fire drills • Performance of statutory checks (pressure.lifting and noise-control devices) • Upgrading of the fire control system: fire system and RIA • Redeployment of fire control equipment in the field • Provision of a direct access to GTs • Construction of a covered parking away from the risk area • Isolation of the industrial premises and renovation of the site fence • Rehabilitation of two villas for the safety expatriate fitters

13. 4.3- ACTIONS IMPLEMENTED • Environment • Construction of a waste dump • Regulatory control of gas emissions • Fitting up of warehouses and tidying up • Upgrading of the canteen and nursery • Landscaped areas • Decontamination of polluted areas • Removal of fuel residue from the fuel storage sites • Paving of active areas to TAG 5000 • Upgrading of restrooms, operating rooms and offices premises

14. 4.4 - ACHIEVEMENTS: • ISO 9001 Certification version 2008 for the DPE perimeter since 2001 (Vridi Certificate regained in 2004) • OHSAS 18001 Certification since July 2007 for the DPE perimeter

15. 4.5 – ENSURING SUSTAINABILITY • To ensure the sustainability of the results achieved and improve the level of performance of the generation plants run by Compagnie Ivoirienne d’Electricité, a project of the Power Generation Directorate (DPE) called “Nickel” was launched on 06/06/2008 with the approval of the Chairman of the Board of Directors. • The “Nickel” project is in line with the Compagnie Ivoirienne d’Electricité’s Corporate Project.

16. 4.5 - ENSURING SUSTAINABILITY • Rationale of ‘NICKEL’ : • Nickel is a NOBLE and/or almost STAINLESS metal • Though RIGID enough. it is still sufficiently MALLEABLE • Even in small quantity, the presence of Nickel is a token of SOLIDITY and DURABILITY • Lastly, when used in French to describe a job that means FINISHED, NEAT and MODEL work

17. 4.5 - ENSURING SUSTAINABILITY: • With this project, the DPE and its staff intend to be like "NICKEL” for the values it embodies, that is: rigid but malleable, strong, stainless and durable, role model, supporter of well-done works, noble with teams wherein cohesions prevails, respectful of texts, laws and regulations, environmentally friendly and concerned with sustainable development.

18. BACKGROUND OF THE “NICKEL PROJECT” • Audits • January-May2008 Objective Improvements in the plants and DPE performance • 1st set: • Methods. • Tools. • Infrastructure. • Skills • Organisation Progress thrusts Two sets of improvement actions • 2nd set: • Cohesion • Motivation • Manpower

19. ARTICULATION OF THE NICKEL PROJECT Sets of actions 1 and 2 • Global availability of power plants • Frequency of internal incidents • kWh generation cost • Improve on : • Availability • Reliability • The f/kWh generated Operationalobjectifves • Improve on: • Team functioning • The holding of meetings • The facilitation of common functions • The compliance with regulations • The social environment through monitoring • The reinforcement of the chain of authority

20. The Nickel Project involves acting positively on the manpower for them to improve the quality of their work and their environment. It seeks to bring the manpower to cater for themselves in a sustainable manner. with the ultimate of contributing to the improvement of CIE’s brand image. In short. 9 audit and coaching missions out of 7 missions scheduled. • 87 % of realisation. that is 243/262 improvement thrusts A list of six sub-priority actions was developed: • Computer-assisted maintenance management: 62 percent overall. and 100 percent at the pilot site in Vridi • Planning: 100 percent • Operational data computerization (Winservir): 26 percent overall. and 100 percent at Vridi • Compilation of alerts and protection triggering: 90 percent • Operational application of UTE C18-510 (Regulation for electrical system operation) : 90 percent • ISO 14001Certification: 100 percent Nickel is also a team coaching programme Nickel translated into 278 improvement actions Nickel involves sub-projects processed in a business fashion

21. 5. CONCLUSION • The Nickel project has had a proven impact on the DPE staff complement and its achievements. 1. On the staff complement • Greater awareness of security and environment issue (risk identification leading remedial actions) • Federating the staff around an ambitious and coherent project that led to ensuring the sustainability of the existing social environment. 2. On the DPE performances • Significant reduction of occupational accidents and their impact on the staff • Number of accidents with work stoppage 2008 :7 2009: 5 2010: 5 • Number of work stoppage days 2008: 198 2009: 162 2010 : 96 • Increased availability • 2008 : 65.55% 2009 : 73.34% 2010 : 80.21% • Continued reduction in the KWh cost • 2008: 4.77 2009: 4.13 2010 : 3.21

22. 5. CONCLUSION In the future, the Project will consist in maintaining the achievements and in developing actions revolving around the three main thrusts as follows: Management • At the various levels of the managerial line • Contracting out management contracts between DUs and heads and section • Developing an internal control plan for all managers Maintenance and operation • Improved planning and preparation of major works • Continued upgrading of the generators and the site • Maintenance, operation, stock and organizational reform • Reinforced training and assistance Human resources • Ensuring sustainability by identifying and monitoring potentials and establishing incubators

23. Through its power plants, DPE has gotten triple certification : • Quality ISO 9001 version 2000 since September 2001. OHSAS 18001 Security since July 2007 • ISO 14001 Environment since 4 August2010 • This was made possible thanks to: • the commitment at the highest level of the General Management of the PTME Pole, of the DPE and the DPE staff complement • site upgrading following environmental audits and audits conducted by the Ministry of Environment • the quite good responsiveness of the entire staff complement and the willingness to remedy all the deficiencies • the staff’s ownership and integration of the prevention of pollution in their habits to improve their environmental performances. 5. CONCLUSION

24. ANNEXES

25. 3 – ELECTRICAL POWER GENERATION MALI BURKINA FASO LEGEND 225 kV 90 kV ODIENNE BOUNDIALI Existing stations KORHOGO FERKESSEDOUGOU Planned stations GUINEA BOUNA Existing lines Planned lines LABOA Hydropower MARABADIASSA PLANTS SEREBOU Thermal SEGUELA TANDA MAN 174 MW (3x58) BOUAKE GHANA ZUENOULA DANANE AGNIBILEKRO KOSSOU ABIDJAN GRID YAMOUSSOKRO DIMBOKRO DALOA ABENGOUROU ABOBO BUYO ATTAKRO Yopougon TAABO 210 MW (3x70) GAGNOA Bia-nord 50 MW (2x10 + 2x15) 165 MW (3x55) LIBERIA Plateau RIVIERA ABOBO DIVO SOUBRE AYAME Treichville AZITO DABOU Vers VRA FAYE 5 MW (2x2.5) ABIDJAN VRIDI GRAND-BASSAM Bia-sud THERMIAL: 606 MW GFP 100 MW (VRIDI 1: 4x25 MW) GFP 210 MW (CIPREL : 3x33 + 1x111 MW) GFP 296 MW (AZITO: 2x148 MW ) SAN-PEDRO

26. 3 – ELECTRICITYGENERATION

27. THANKS FOR YOUR ATTENTION www.cie.ci