Annual Report 2009 - Isagen

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ANNUAL REPORT 2009 / ISAGEN S.A. E.S.P.72CHART 21.ENERGY GENERATIONParticipation in Energy Demand 2009 Projected Growth to 2018499Brazil235Mexico60Chile142Southern CommonMarket (Mercosur) 140223Andean Communityof Nations1.199Note (1) Mercosur excluding Brazil, shown separatelyNote (2) CAGR: Compound Annual Growth RateSource: OLADE; ISAGEN AnalysisCentral AmericaTotal19%3% 4,312%5%20%42%As a whole, Brazil and Mexico represent around 62% of all of Latin America’s energy demand;Mexico, together with Chile and Central America, project the region’s highest growth levels inthe next ten years, with over 6% annual estimated averages.Brazil6,6Mexico6,2Chile2,65Southern CommonMarket (Mercosur) 16,76Central America2,42Andean Communityof NationsDeveloping theInternationalization StrategyThe Internationalization Strategy encompassesassessment of diverse businessopportunities with dissimilar characteristics,in varied markets and contexts. It is foundedon a Reference Business Portfolio, and onthe construction of ISAGEN’s MarketIntelligence, structured around the StrategicInternationalization Model.The international financial crisis, togetherwith the large resource requirements of theSogamoso Project, led the activities during2009 to center on research and follow-upofindividual markets, as well as the identificationand selection of projects with a potentialfor development in other countries.So far, survey activities have been advancedin Central and South America, where severalconfidentiality agreements have been signed,together with other covenants. Such efforthas resulted in two prefeasibility studies ofhydroelectric generation projects in Peru.It is important to highlight that clean generation techniques, such as hydroelectric and wind,show opportunities for supplementing highly thermal matrices in some countries, especially takinginto account the rising tendencies of international prices for fuel used in power generation.Contents Letter from the CEO Achievements2009Good GovernancePractices EvaluationCorporateManagementFinancial Management
ANNUAL REPORT 2009 / ISAGEN S.A. E.S.P.73ORGANIZATIONMANAGEMENTSince its creation, ISAGEN has been conceived as a systemic organizationwhose competitiveness calls for development, consolidation and utilizationof its capabilities to manage three intangible assets: human, informationand organizational resources. To this end, the Company has defined as itsobjectives: facilitating the workers’ integral development, having aninformation platform to support decision-making processes, andincorporating management practices that boost the Company’ssustainability and that of its stakeholders.Integral Development of the WorkersISAGEN conceives human management as a systemic, dynamic process highly influencedby its setting, requiring periodic revision and adjusting, in order to adapt to thenew Company’s challenges.INTEGRALDEVELOPMENT OFWORKERSINFORMATIONPLATFORMMANAGEMENTPRACTICESIn 2009, ISAGEN pronounced its concept of company to be a human group that existsto meet the needs and expectations of other human groups, and has the ethical obligationto reach good results, in terms of well-being for everybody. On the basis of this pronouncement,added to recognition of the worker as an integral, unique, dynamic, responsibleand transcendental person, the human management system was reformulatedin such a way that work will become a real space of development for both workersand Company.This reformulating was achieved through a participative process that involved all of theCompany’s associates, and it will encompass adjustment of every administrative processrelated to people: Recruitment, Compensation Management, Perfomance Appraisal,Human and Professional development, career and succession, and knowledge management.It will also call for consolidated management of interactions, culture, labor relations,change management, organizational climate, and internal communications as aplatform that supports these processes.Contents Letter from the CEO Achievements2009Good GovernancePractices EvaluationCorporateManagementFinancial Management
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