integroitu johtamisjärjestelmä ja iso 55000: case ... · aurinkotalous aurinkoon perustuva...

Integroitu johtamisjärjestelmä ja ISO 55000: case voimalaitoksen operointi a `la Fortum

Tapio Keränen/PSK-BIM ammattilaisseminaari 8.5.2015 Järvenpää

Sisältö

• Fortum

• Voimalaitosten käyttö ja kunnossapito

(O&M)

• Fortum Way: TOPGen® -konsepti

• Integroitu johtamisjärjestelmä ja

prosessit

• Standardit ja niiden merkitys

2

Fortumin missio ja strategia

3

Strategia

Fortumin toiminnan tarkoitus on tuottaa energiaa, joka edesauttaa nykyisten ja

tulevien sukupolvien elämää. Tarjoamme kestäviä ratkaisuja yhteiskunnan

hyväksi ja tuotamme merkittävää lisäarvoa osakkeenomistajillemme.

Missio

Vahvistamme

ydinliiketoimintaamme

Pohjoismaissa

Luomme vakaata

tuloskasvua Venäjällä

Rakennamme perustan

tulevalle kasvulle

Vahva osaaminen CO2-päästöttömässä vesivoima- ja ydinvoimatuotannossa sekä

tehokkaassa sähkön ja lämmön yhteistuotannossa ja toimimisessa

energiamarkkinoilla

Alh

ain

en t

ehokkuus

K

ork

ea tehokkuus

Suuret CO2-päästöt Päästötön tuotanto

Aurinkotalous Aurinkoon perustuva tuotanto,

järjestelmän kokonaistehokkuus

Perinteinen energiantuotanto Rajalliset energiavarat,

suuret ympäristövaikutukset

Hiili Kaasu

Öljy

Edistyksellinen

energiantuotanto Energiatehokas ja/tai

vähäpäästöinen energiantuotanto

Nykyinen

ydinvoima

Tulevaisuuden

ydinvoima

Sähkön ja lämmön

yhteistuotanto

Hiilidioksidin

talteenotto ja

varastointi

Geoterminen

Vesi

Tuuli

Aurinko

Meri

Bio

Varastot

Aktiiviset

asiakkaat Kysyntä-

jousto

Älykkäät

sähköverkot

Älykkäät sovellukset

4

Copyright © Fortum Corporation

All rights reserved by Fortum Corporation and shall be deemed the sole property of Fortum Corporation and nothing in this slide

or otherwise shall be construed as granting or conferring any rights, in particular any intellectual property rights

Kohti aurinkotaloutta

T&K:n tavoite on mahdollistaa Fortumin kestävän kehityksen mukainen hiilidioksidipäästötön tulevaisuus

• Aaltovoimaa kaupalliseen käyttöön

• Bioöljy (pyrolyysiöljy) askel kohti hiilidioksiditonta sähkön ja lämmön tuotantoa

• Valmistautuminen ladattavien sähköautojen nopeaan käyttöönottoon

• Uudet ratkaisut kaukolämpöön

• Ydinvoimaloiden turvallisuus ja käyttöikä, sähkön ja lämmön yhteistuotanto

• Hajautettu energian tuotanto ja älykkäät sähköverkot

• NURES – radioaktiivisten nesteiden puhdistus

5

6

Espoon kestävän kehityksen talo - Skanska ja Fortum kehittävät edistyneitä kestävän kehityksen mukaisia rakennusratkaisuja

Asunto Oy Espoon Adjutantti

Rakennusratkaisut • Skanskalla kokonaisvastuu talon

rakennusratkaisuista

7

55 kW verkkoon kytketty aurinkovoimala Espoon autovarikolla toiminut hyvin

8

Next generation energy company

We generate and sell electricity and heat.

We have been offering expert services and

solutions over 20 years now

Fortum

Sales: 4,751

Comparable operating profit:

1,351

Balance sheet: 21,000

( EUR million in 2014 )

We operate in the Nordic and Baltic countries, Russia, Poland and India

+ Power Solutions globally

8,800 people passionate about

creating energy that improves life for

present and future generations.

Power Solutions

We have about 300 employees within our team and we

offer operation and maintenance (O&M) related expert

solutions to power and heat asset owners and

developers. Our competence areas cover thermal,

hydro and nuclear.

We veritably create satisfied customers and have developed our service portfolio

to answer all our customers' needs.

Power Solutions Tehokkaita palveluratkaisuja kestävän kehityksen kärjessä

O&M Solutions

Autamme voimalaitosasiakkaitamme saavuttamaan

huippukäytettävyyden ja tuottavuuden optimaalisin kustannuksin

Expert Solutions Tarjoamme asiantuntijapalveluita ja työkaluja tuotantolaitosten

elinaikaisen tuottavuuden ja ekotehokkuuden hallintaan

9

Palvelukonseptina TOPGen®

TOP=Totally Optimised Performance

Palvelukonseptina SusAP™

SusAP=Sustainable Asset Productivity

Energia- ja management-konsultointi

Autamme tuottamaan alueellisia, ekotehokkaita energiaratkaisuja

sekä kehittämään edistyksellistä toiminta- ja turvallisuuskulttuuria

10

Sähköntuotannon teknillinen ydin

Tuotanto-omaisuus

Suuret investoinnit (uponneet

kustannukset), pitkä käyttöika,

(elinjakso 30-40 vuotta ja enemmän)

Perusprosessi: energian konversio

muodosta toiseen, ei välivarastoja

paitsi polttoaineet

Lopputuote sama, tuotanto sidottu

kiinteästi paikkaan

Ydinvoima

Vesivoima

Lämpövoima

http://portal.fortum.com/sites/material_bank/Pictures/Renewable_Energy/Hydropower/Images_for_leaflets/Krångede (KEE )003.jpg

http://portal.fortum.com/sites/material_bank/Pictures/Nuclear_and_Thermal/Meri-Pori/meripori_06.jpg

Voimalaitosomaisuuden hallintastrategia

• Strategia

– “A high level plan to achieve one or more goals under conditions of uncertainty”

• Päätavoite

– Toiminnan jatkuvuus

• Epävarmuuden lähteitä

– Tuotantoteknologia

– Ympäristö

– Yllättävät tapahtumat

• Kestävän strategian rakenneosia

– Pyrkiminen operatiivisen tehokkuuteen joka hetki:

• Kustannukset, käytettävyys, turvallisuus

– Organisointi

– Jatkuva kehittäminen

11

Näkökulmia operatiiviseen tehokkuuteen

12

• Seisokkien kesto

• Seisokkien ajoitus

• Vesikemia!

• Uudet teknologiat

Käyttö

• Priorisointi, ennakointi

• Suunnittelu ja aikataulutus

• Toteutus

• Tiedonhallinta

• Analysointi ja kehittäminen

Kunnossapito

• Ihmiset: taidot, motivaatio, hyvinvointi, aloitteellisuus

• Johtamistyyli, viestintä, toimintaprosessit

• Resurssien hallinta Organisointi

Maintaining plant

13

Maintenance planning and scheduling

Plan work

Schedule work Resources

Documents

Materials

Special tools Work instructions

Safety instructions

Process isolations

Maintenance execution Preventive maintenance

Corrective maintenance

Investments: improving plant and

infrastructure

Outage planning Predetermined

maintenance

Condition based

maintenance

Immediate

maintenance

Deferred

maintenance

Failure

Inspection

Monitoring

Compliance test

Function check-out

Routine maintenance

Overhaul

Fault diagnosis

Fault localization

Temporary repair

Repair

Function check-out

Investment

Rebuilding

Improvement

Modification

New investment

Work plan

Permit to work

Feedback

Reporting

Analysis

Investigation of

failures Outage

Managing

changes

Stores

Logistics

Subcontractors

Process

/equipment data Documents

Production plan

• Annual

• Daily

Priorities,

prevention and

condition

monitoring

Operational excellence: Fortum way O&M services

14

Business objectives, experience, development

Availability

Efficiency

EHS

Costs

Asset integrity

Experience of design,

construction and operations

Development

of O&M technologies

Organizational excellence

Quality management

(ISO)

EFQM

Stakeholders

People

Processes

Continual improvement

Power plant O&M

TOPGen® concept

People and

leadership

Structured operating processes

Use of advanced tools and

techniques

cPIP®

Integrated (Site)

Management System (IMS)

- How to work at site

Continuous improvement

IT tools:

Thermodynamics, hydro-

dynamics (water steam

process), Water chemistry,

Fortum wide support e.g.

purchasing

TOPGen®

15

Fortum TOPGen® O&M concept is a company specific way to set up O&M organization, management

systems and selected IT tools at power plants and to operate and maintain power plants

Professional

and motivated

people

Leadership

Structured

operating

processes

cPIP®

Value creation and

predictable business

performance

• Safety

• Availability

• Costs

• Fuel efficiency

• Asset integrity

Designed

Checked

Approved

Fortum Service OyPerformance Services

Modified Generator output

Fuel input

3

Process steam1 4

5

6

7

8

9

10

112

25 bar Chinoin

IPU

Frame 6FA

District heating

Hot water boilers

Main cooling tower

Guarantee test points, EPC contract

Natural gas

Fuel oil

Injection water

p, q, T

q, T

p, q, T

HRSG LP feedwater:T, p, q

HRSG HP feedwater:T, p, q

HRSG HP steam:T

HRSG LP steam:T

HRSG DH water

T, p, q

T

SB feedwater:T, p, q

SB steam:T, p

ST inlet:T, p

Combustionair

T, qPfan

Fueloil

Naturalgas

T, q T,p,q

Flue gas:TDustCO, NO2, SO2

GT exhaust / HRSG inlet:Tfg, NOx, O2

Extraction: T, p

TT

ST DH exchangers

DH condensate:T, p, q

T, p, q

TT,p,q

T,p,q

T, p

T,p,q

T

6.1 bar Chinoin

6.1 bar Gyoki

2.5 bar Chinoin

Hotwater inlet:T, p, q

T T, p

Ambient air:T, p, RH

p

Makeup water: q, T

q (deluge water)

120 kV:Pnet1, Pnet2cos net1, cos net2Unet, f

Auxiliaries:Paux tf1/tf2Paux fwp1/fwp2Paux SBfan / others

Pgtcos gtUgt

Pstcos stUst

20.4.01

T = temperaturep = pressureq = flow rateP = powerU = voltagecos = power factor

Appendix 2

q, T

T, p T, p

27.7.01/IPU

Solvo® process

modelling/

simulator

TOPi® energy

& process

management

Apros® simulator

Maximo asset and

maintenance

management

ProDiary electronic

log book

Miriam RAM Studio

reliability modelling

and simulation

ProjectWise document and

data

management

Recruitment

Training

Continuous updating

of knowhow

Multi-skilled

Rewarding

Combustion

Fluid

Dynamics

CDF modelling

tool

Use of advanced

tools and techniques

Fortum wide support

and expertise

Laitoksen johtamisjärjestelmä

Integrated Management System (IMS) on suorituskyvyn

perusta

• IMS perustuu TOPGen® -konseptiin

• Kehitetään / sopeutetaan mobilisaation aikana laitoksen

olosuhteisiin sopivaksi henkilökunnan toimesta (koulutus ja

hyväksyntä)

• Sertifioitu ISO 9001, ISO 14001 ja OHSAS 18001

mukaisesti

• Dokumentoidut ja hyvin suunnitellut työprosessit

• Hyvä perusta jatkuvalle kehittämiselle (cPIP®)

• Suunnitellaan niin, että ihmiset voivat saavuttaa hyviä

tuloksia

16

Why a Management System?

Management System is needed to

manage business risk in all its forms and

in particular to:

– Ensure legal compliance

– Meet all stakeholder and customer

requirement

– Develop good practices

– Facilitate training and development

The Management System should be:

– Designed exactly to meet the plant

needs

– Based on what we believe to be good

practices throughout

– Rich in knowledge but lean on

documentation

– User friendly

– A positive resource for inducting and

training

– Flexible and capable of being continually

improved as we gain experience

– A single integrated system

17

Development of the management system: integration

18

Core Processes

Determining

Requirements Products &

Services Maintaining the

Plant

Operating

the Plant

Managing

Finances

Managing

EH&S

Controlling

Documents

Managing

Improvement Administration

Purchasing Controlling

Equipment Managing HR

Managing

Security

Support Processes Requirem

ents

Satisfa

ction

Strategy and

organizational

structure

IMS

Customers

Other stakeholders

Customers

Other stakeholders

TOPGen® - Operating processes, IMS and cPIP®

• Operating processes

People, Production, Stakeholders, EHS,

Business and their sub-processes

• Processes are documented in plant

specific Integrated Management

System (IMS)

• IMS integrates all systems and processes in to one complete framework to manage business and operations at site

Ensure legal compliance

Meet all stakeholder and customer

requirement

Ensure predictable operational

performance

Ensure the motivation, wellbeing and

involvement of people in organization

Develop good practices

Facilitate training and development

Achieve [ISO 9002, ISO 14001 and

OHSAS 18001] standards

• IMS reviews and continual improvement

Periodically through internal assessments

and management reviews

Each process must fulfill TOPGen®

requirements

Compliance with TOPGen® requirements

is verified and potentials for improvement

are identified by Continuous Performance

Improvement Process (cPIP®)

19

Prosessikaavioihin perustuva IMS

Prosessit ja niiden yhteydet toisiinsa on helpompi tunnistaa ja omaksua kuin

ohjeperustaisessa IMS:ssä. Tarjoaa hyvän pohjan jatkuvalle kehittämiselle.

• Description

• Responsibilities

20

TOPGen® requirements

21

Planning starts

Input Output TimelineProcess

Planning and Managing

of outage worksBackProcessLegend

Informing and

publishing annual

outage plan

Maint Mgr

Reviewing and listing

of works

Timetable

Securing key

resources such as

spares, workshops &

competencies

Summary of taken

actions

Forecast of outage

costs

Setting up the

organization

Arranging kick-off

meeting with operation

and relevant parties

Coordinating with

operation and start up

meeting

Creating detailed work

plans and operations

plans, setting up risk

assessments & HSEQ

plan

Purchasing

Outage

Scheduling

(stakeholder/

operation)

Warranty issues

Long term plan/

condition report

Overhaul report

Outage Mgr / coordinator

- 4 m

on

ths

- 2 m

on

ths

+ 5

mo

nth

s+

1 m

on

ths

+1

mo

nth

s

Budget

Maint Mgr / planners



Preplanning

Improvement program

Project snaglist

PM/CM list,

Warranty issues

Long term plan/

condition report

Overhaul report

Improvement program

Project snaglist

Outage Mgr / coordinator /

planners

Planning & preparing

WPs & isolations

Induction HSEQ for

contractors as

appropiate

Performing

maintenance

works

Performing

maintenance

Inspection for

operations

Feedback meeting

Reporting

Outage work completed in accordance

with requirements

Forced shutdown

operations

Outage Mgr /

coordinator / planners


HSEQ Mgr & outage

Mgr / coordinator


Conducting daily

meetings


Operation & maint superv


Budget specification

List of major works

Updated forecast of

outage costs

update overhaul plan

Minutes of meetings

Overhaul plan, Maximo

Work orders

Spare part and

resource orders

Attendance sheet

sign check sheet

Minutes of meetings

PM/CM list,

Warranty issues

Long term plan/

condition report

Overhaul report

Improvement program

Project snaglist

Purchasing

Starting up

the plant

Plenty of varieties of operating processes

depending on

• Location and site

• Legislation

• Plant technology

• Age of the plant

• Organization

• Local practices

• Supporting technology

• Etc.

TOPGen® concept is not

• Technical instructions

• Detailed work instructions

• Operating manuals

• Maintenance manuals

• Preventative maintenance programmes

• Etc.

Description of an

actual process

The processes

must fulfil

TOPGen®

requirements

1.1.1 Shut-down and break down management

Purpose of shutdown management is to utilise outage time for maintenance that is not possible to

carry out during operating state or is otherwise preferable to carry out during shutdown state.

Shut-down works are managed as a project that has nominated responsibilities (owner, steering

group, project manager), schedule and resources. Planning consists of customer's instructions and

production plans, scheduling, resources, spares and materials, risk assessments, planning of costs

follow-up, work orders, permissions and instructions, planning of process disconnections and

isolations.

Breakdown or "unplanned outage" may provide opportunity to carry out maintenance works for

which resources and materials are available, work plans are in place and for which there is enough

time during downtime.

Minimum requirements

1. Set up project

Setting up organization for annual outage early enough

Responsible person (project manager) has been nominated by project owner

(e.g. plant manager)

Responsible persons for planning and implementation of mechanical, electrical

and automation works have been nominated

Contact person on production side

The time frame for annual outage has to be defined in co-operation with

customer and other relevant parties.

The content and the scope of outage including budget

2. Planning

Review and list of outage works

Procedure in place to produce outage work lists (Long term plan (investments

and major overhauls, Reports from previous outages, Improvement programs)

Outage works waiting for annual outage are available in MMS

Unplanned shut down work list available in MMS (works planned) up to date

Procedures in place to manage work packages according to aforesaid outage

types

Preliminary project plan done/exists and cost estimations in place

22

TOPGen® requirements: Maintenance (sample)

Requirements

Requirements

Requirements

Requirements Production

Operation

Maintenance Procurement

Logistics

Determining requirements

Customer relationship and reporting

Local involvement and public relations

Occupational health, Safety

Fire protection

Environment

Site security

Planning and budgeting

Business results and administration

Information management


Business continuity

Stakeholders

EHS

Business

Requirements People

Leadership

Recruitment

Training and development

Communication

TOPGen® process structure Sub-processes

• Maintenance planning

• Work planning

• Performing maintenance works

• Shut-down and break down management

• Reporting and analyzing maintenance, managing

changes

Maintenance planning

Planning base and objectives

• Responsibilities defined

• Maintenance strategy based on the role of the plant in

production portfolio

• Objectives defined according to the maintenance strategy

• Sub-systems, equipment and components are classified

according to their criticality (safety, environment, failure costs)

and used as foundation for maintenance planning

• Item specific maintenance strategy based on the criticality

classification when applicable

• Extensive information of site equipments and up to date

maintenance history available in the Maintenance

Management System.

• Appropriate condition based maintenance specified including

NDT methods, vibration monitoring, monitoring for rotating

machinery etc.

Standardit ja johtamisen kehittäminen

• Yhtiön ja toimialan perinne

– Tehdään asiat hyvin ja huolellisesti

– Käytettävyys ja luotettavuus korkeassa kurssissa

– Alituinen huomio kustannuksiin ja operatiiviseen tehokkuuteen

• Vuodet 1990-2004

– Palveluliiketoiminta mukaan kuvioihin ja voimakas kasvu

– Toimintatapojen yhtenäistäminen

– ISO 9000 standardit

– Raskaita järjestelmiä, ”byrokratian” tuntu, ”me on tehty hyvää työtä ilman laatujärjestelmiä”

– Johdon suhtautuminen ”käsitellään nämä laatuasiat ja mennään sitten oikeisiin asioihin”

– EFQM Excellence –malli, itsearviointi

– Kansainvälinen voimalaitosten O&M liiketoiminta: asiakkaiden vaatimukset (ISO 9000, ISO 14000, OHSAS 18000) =>

– Vaarana erilliset johtamisjärjestelmät!

– IMS (Integrated Management System)

23

1.1.1 Shut-down and break down management

Purpose of shutdown management is to utilise outage time for maintenance that is not possible to

carry out during operating state or is otherwise preferable to carry out during shutdown state.

Shut-down works are managed as a project that has nominated responsibilities (owner, steering

group, project manager), schedule and resources. Planning consists of customer's instructions and

production plans, scheduling, resources, spares and materials, risk assessments, planning of costs

follow-up, work orders, permissions and instructions, planning of process disconnections and

isolations.

Breakdown or "unplanned outage" may provide opportunity to carry out maintenance works for

which resources and materials are available, work plans are in place and for which there is enough

time during downtime.

Minimum requirements

1. Set up project

Setting up organization for annual outage early enough

Responsible person (project manager) has been nominated by project owner

(e.g. plant manager)

Responsible persons for planning and implementation of mechanical, electrical

and automation works have been nominated

Contact person on production side

The time frame for annual outage has to be defined in co-operation with

customer and other relevant parties.

The content and the scope of outage including budget

2. Planning

Review and list of outage works

Procedure in place to produce outage work lists (Long term plan (investments

and major overhauls, Reports from previous outages, Improvement programs)

Outage works waiting for annual outage are available in MMS

Unplanned shut down work list available in MMS (works planned) up to date

Procedures in place to manage work packages according to aforesaid outage

types

Preliminary project plan done/exists and cost estimations in place

Integrated Management System (IMS)

24

IMS

Integrated Management

System

Laatu

ISO 9000

Ympäristö

ISO 14000

Työterveys ja –turvallisuus

OHSAS 18000

Asset Management

ISO 55000

Kaikille ominaista jatkuva

kehittäminen

PDCA sykli (Plan-Do-Check-Act).

Samantyyppisiä vaatimuksia:

Suunnittelu, dokumentit,

poikkeamien käsittely

TOPGen®

requirements

ISO 55002:2014 Asset Management System

25

Organizational plans

and organizational

objectives

Strategic asset

management plan

(SAMP)

Asset management

objectives

Asset management

plans

Implementation of asset

management plans

Performance evaluation and

improvements

Asset portfolio

Asset management

system + relevant

support elements

Plans for developing

asset management

system + relevant

support

Asset management

policy

4.1 Understanding the organization and its context

4.2 Understanding the needs and expectations of the

stakeholders

5.1 Leadership and commitment

5.3 Organizational roles, responsibilities and authority

5.2 Policy

4.4 Asset management system

6.1 Actions to assess risks and opportunities for the asset

management system

7.1 Resources

7.2 Competence

7.3 Awareness

7.4 Communication

7.5 Information requirements

7.6 Documented information

8.2 Management of change

9.1 Monitoring, measurement, analysis and evaluation

9.2 Internal audit

9.3 Management review

10 Improvement

8.1 Operational planning and control

8.3 Outsourcing (control)

8.2 Management of change

6.2.2 Planning to achieve asset

management objectives

8.3 Outsourcing (scope)

4.3 Determining the scope of the asset

management system

6.2.1 asset management objectives

Stakeholder and organization context

Compliance TOPGen® with ISO 55001 requirements

26

=Fulfills the requirements of ISO 55001 = Does not completely fulfill the requirements of ISO 55001

ISO 55001 COMPLIANCE MATRIX ISO 55001 requirements February 2015 Page 1 of 1

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ent

4.1 4.2 4.3 4.4 5.1 5.2 5.3 6.1 6.2.1 6.2.2 7.1 7.2 7.3 7.4 7.5 7.6.1 7.6.2 7.6.3 8.1 8.2 8.3 9.1 9.2 9.3 10.1 10.2 10.3

TOPGen® general concept requirements ! ! ! ! ! ! ! ! ! !

General requirements

IMS and cPIP

People

Leadership

Leadership principles

Setting targets, actions and follow-up

Organization and personnel

Recruitment

Recruitment principles and job descriptions

Job interviews and decision to recruit

Induction and training (on boarding)

Compliance TOPGen® with ISO 55001 requirements (cont)

27

Business

Planning and budgeting

Process defined

Evaluation and development of resources

Business results and administration

Active management of business

Financial process

Reviews and reports

Information management

Administration of IT infrastructure

Document management

Data ownership

Continuous improvement

Quality policy

Performance assessments and improvement

Activities to encourage innovativeness, improvement proposals and

rewards

Plant economics

Problem solving

Business continuity

Asset management

Asset management policy

Asset management system

Yhteenveto ja mietteitä

• Voimalaitoksen käytön ja kunnossapidon johtamisjärjestelmä

• Voimalaitoksen päivittäinen tuotanto etusijalla

• Pohjimmiltaan on kysymys operaattorin haltuun uskotun omaisuuden hoitamisesta siten, että omaisuuden arvo ei ennenaikaisesti alene

• Standardien hyödyntäminen on ollut itse asiassa osa jatkuvaa kehittämistä

• Standardit eivät kahlitse toimintaa (vaikka niin aluksi luultiin)

– Jos joku on miettinyt asiaa niin miksi sitä ei voisi hyödyntää …

• ISO 55000 standardi

– Ei mullista vastuullisen operaattorin ajattelumallia

– Muutamia asioita täytyy määritellä ja lisätä TOPGen® vaatimuksiin

28

Kiitos mielenkiinnosta!

[email protected]

http://fortum.com

mailto:[email protected]

http://fortum.com/

30

Suomen valtio 50,8 %

Ulkomaiset omistajat 31,7 %

Kotitaloudet 8.2 %

Muut suomalaiset omistajat 7,5 %

Rahoitus- ja vakuutuslaitokset 1,8 %

Fortumin osakkeenomistajat

28.1.2015

• Listattu Helsingin pörssiin 1998

• Nasdaq Helsingin vaihdetuimpia

osakkeita

• Noin 110 000 osakkeenomistajaa

• Markkina-arvo noin 18 miljardia

euroa

Osaketietoa

Fortum lyhyesti

31

Pohjoismaat

Sähköntuotanto* 49,2 TWh

Lämmön myynti* 10,9 TWh

Sähköasiakkaat 1,3 million

Sähkönjakeluasiakkaat

Ruotsissa 0,9 million

Jakelu

Sähkön-

tuotanto

Sähkön

myynti

Lämpö

OAO Fortum

Sähköntuotanto 23,3 TWh

Lämmön myynti 26,0 TWh

Venäjä*

* Lisäksi, 29.5 % osuus TGC-1:stä * Sisältää Fortumin osakkuusyhtiön Fortum Värme;

sähköntuotanto 1,2 TWh ja lämmön myynti 7,6 TWh.

Puola Sähköntuotanto 0,7 TWh


Baltian maat Sähköntuotanto 0,7 TWh


Intia Sähköntuotanto 9 GWh

2014 Liikevaihto 4,8 mrd. euroa

Vertailukelpoinen liikevoitto 1,4 mrd. euroa

Tase 21 mrd. euroa

Henkilöstö 8 600

Fortumin strateginen kehitys

32

Birka Energi

50 % → 100 %

Østfold

Lenenergo

osuus

Hafslund

osuus

Gullspång

Neste

Ei-strategisten

lämpö-

toimintojen

myynti

2007

Skandinaviska

Elverk

Länsivoima

45 % → 65 %

Birka Energi

50 % Fortum

50 % Stockholm Gullspångin ja Stockholm

Energin yhdistyminen

TGC-10

Kaukolämpö

Puolassa→

Fingrid

osakkeiden myynti

Lämpöliike-

toimintojen

myynti Tukholman

ulkopuolella

Lenenergo

osakkeiden myynti

1996

IVO Fortum

Pien-

vesivoiman

myynti

2012 2008

1997

Lenenergo

osuus →

Stora Kraft

Länsivoima

→100 %

2000

Elnova

50 % → 100 %

2003

Öljyliiketoimintojen

eriyttäminen

TGC-1

perustetaan

2005

2011

1998 2002

Sähkönsiirto- ja

lämpöliiketoimintojen

myynti

Sähkönsiirtoliike-

toiminnan myynti

Grangemouthin

voimalaitoksen myynti

2014

Gasum

osuuden

myynti

2006

E.ON

Finland

2015

Sähkönsiirto-

liiketoiminnan

myynti

(toteutumassa)

http://en.wikipedia.org/wiki/File:Union_flag_1606_(Kings_Colors).svg

Process-based quality management system What does ISO 9000 standard say?

33

Auditing the … management system

•Audits are used to determine the extent to which the …

management system requirements are fulfilled.

•Audit findings are used to assess the effectiveness of the

… management system and to identify opportunities for

improvement

The process approach

•… organizations … have to identify and manage

numerous interrelated and interacting processes

•The systematic identification and management of the

processes employed within an organization and

particularly interactions between such processes

Summary of ISO 9000: Quality management

principles

a) Customer focus

b) Leadership

c) Involvement of people

d) Process approach

e) System approach to management

f) Continual improvement

g) Factual approach to decision making

h) Mutually beneficial supplier relationships


•Analysing and evaluating the objectives for improvement

•Establishing the objectives for improvement

•Searching for possible solutions to achieve the objectives

•Evaluating these solutions and making a selection

•Implementing the selected solution

ISO 55000 Asset management – requirements (sample)

34

4.4 Asset management system

The organization shall establish, implement, maintain and continually improve an asset management

system, including the processes needed and their interactions, in accordance with the requirements of

this International Standard.

4.2 Understanding the needs and expectations of stakeholders

The organization shall determine:

— the stakeholders that are relevant to the asset management system;

— the requirements and expectations of these stakeholders with respect to asset management;

— the criteria for asset management decision making;

— the stakeholder requirements for recording financial and non-financial information relevant to

asset management, and for reporting on it both internally and externally.

6 Planning

6.1 Actions to address risks and opportunities for the asset management system

When planning for the asset management system, the organization shall consider the issues referred to

in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be

addressed to:

— give assurance that the asset management system can achieve its intended outcome(s);

— prevent, or reduce undesired effects;

— achieve continual improvement.

Processes!

Stakeholder requirements!


35

7.4 Communication

The organization shall determine the need for internal and external communications relevant to assets,

asset management and the asset management system including:

— on what it will communicate;

— when to communicate;

— with whom to communicate;

— how to communicate.

8 Operation

8.1 Operational planning and control

The organization shall plan, implement and control the processes needed to meet requirements, and to

implement the actions determined in 6.1, the asset management plan(s) determined in 6.2, and the

corrective and preventive actions determined in 10.1 and 10.2 by:

— establishing criteria for the required processes;

— implementing the control of the processes in accordance with the criteria;

— keeping documented information to the extent necessary to have confidence and evidence that the

processes have been carried out as planned;

— treating and monitoring risks using the approach described in 6.2.2.

9.2 Internal audit

9.2.1 The organization shall conduct internal audits at planned intervals to provide information to

assist in the determination on whether the asset management system:

a) conforms to:

— the organization’s own requirements for its asset management system;

— the requirements of this International Standard;

b) is effectively implemented and maintained.

Emphasis on processes!


36

10.2 Preventive action

The organization shall establish processes to proactively identify potential failures in asset

performance and evaluate the need for preventive action.

10.3 Continual improvement

The organization shall continually improve the suitability, adequacy and effectiveness of its asset

management and the asset management system.

10 Improvement

10.1 Nonconformity and corrective action

When a nonconformity or incident occurs in its assets, asset management or asset management

system the organization shall:

a) react to the nonconformity or incident, and, as applicable:

— take action to control and correct it;

— deal with the consequences;

b) evaluate the need for action to eliminate the causes of the nonconformity or incident, in order that

it does not occur or recur elsewhere, by:

— reviewing the nonconformity or incident;

— determining the causes of nonconformity or incident;

— determining if similar nonconformities exist, or could potentially occur;

Continual improvement!