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Electrical knowledge development


The main aim of this definition phase of the project is to develop a high level set of enterprise requirements for both P.P.C. and Vattenfall about the re-structuring and reengineering of critical processes within the Electricity Supply Industry. This definition will have a multifaceted role specifically it will seek:
- to define specific requirements for both P.P.C. and Vattenfall for specific business processes requiring re-engineering
- to provide the overarching rationale that binds the application areas of P.P.C. and Vattenfall for the future pilot project
- to indicate the kind of generic business processes that will be applicable not only to P.P.C. and Vattenfall but also to other European companies within the ESI sector
- to produce a definition of the pilot study project which will form the basis for evaluating a continued phase of the project.

The definition phase of the project will be entirely motivated by industrial concerns, needs and aspirations. The two selected business areas are those of "customer service" and "strategic planning" for P.P.C. and Vattenfall respectively. Both P.P.C. and Vattenfall are large organisations with complex business procedures. They have strong needs for optimising them in order to improve their competitiveness.

The objective of P.P.C. with respect to the "customer service" function is to improve customer service and achieve large cost reductions in the way that they currently provide such a service. These reductions have already been quantified through an in-depth study which looked at only one of the many aspects of "customer service" namely, billing: according to the study it is estimated that a reduction from 20 days to 5 days in this process will yield an immediate saving of approximately 30 MECU. Another area within "customer service" which has been studied by P.P.C. is that of introducing IT-led processes in the customer department in order to support functional work flow, according to the study this would yield a 30% cost reduction in supporting office activities aimed at servicing customers. These two examples are powerful arguments for P.P.C. in attempting to utilise state-of-the-art techniques in order to re-engineer these two and many other related processes within its "customer service" function.

One of the main business objectives of Vattenfall currently is to improve the management and dissemination of knowledge and information, internal as well as external to Vattenfall. Strategic planning and decision making are heavily dependent on access to internal information about Vattenfall (historical as well as current) as well as external information. Such information concerns experiences about particular business situations, how problems were solved, what mistakes were made, etc. In Vattenfall, much of this information is either never recorded or lost in a multitude of different media and locations. The business objective of Vattenfall in the ELKD project is to introduce a set of processes, which would be supported by an information system, for the capture, management and dissemination of technical and scientific information on how to solve certain engineering problems, e.g. repairs, etc. This focused objective will provide the springboard for other tasks of business transformation, outside the scope of the ELKD project within the broad scope of strategic planning.

These requirements of P.P.C. and Vattenfall will provide the backcloth for the work to be carried out within the ELKD definition phase.

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Public Power Corporation
Arahovis str 32
10681 Athens

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