Propuesta de estrategia de sostenibilidad de la Gerencia de Electricidad 2023-2027 del Instituto Costarricense de Electricidad
Fecha
2023
Autores
Montoya Brenes, Gerardo
Víquez Camacho, Miguel
Castro Duarte, Valentina
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ISSN de la revista
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Editor
Universidad Nacional, Costa Rica
Resumen
En la Gerencia de Electricidad (GE), a pesar de mostrar importantes avances en
Sostenibilidad en los últimos cinco años, los cuales han permitido atender sus riesgos e
impactos asociados a sus actuaciones, se evidencian aún vacíos en materia de gobernanza y
direccionamiento estratégico. Esto debido a que cada División y Dirección establece su propia
dinámica para asegurar la operación y continuidad del negocio, sin una gestión debidamente
interrelacionada que garantice la consecución de las acciones para responder a los
lineamientos estratégicos de la GE y, por ende, de la Administración Superior.
El objetivo de este trabajo fue desarrollar una propuesta de Estrategia de Sostenibilidad
2023-2027 para la Gerencia de Electricidad del Instituto Costarricense de Electricidad (ICE),
mediante la exploración y priorización de temas materiales, así como la definición de una base
de lineamientos y acciones estratégicas, que permitan garantizar la gestión sostenible de la
empresa.
Este ejercicio parte del análisis del contexto interno y externo en que se desenvuelve la
GE, desarrollado en el Capítulo II, donde se identificaron los principales impactos de los
procesos sustantivos en la Cadena de Valor, las brechas existentes en temas Ambientales,
Sociales y de Gobernanza respecto a otras empresas del sector, así como la priorización de las
partes interesadas.
Esto permitió la definición de los temas relevantes de la organización y su posterior
análisis de materialidad, abordado en el Capítulo IV, que, como resultado último, estableció la
propuesta de estrategia definida en el Capítulo V y que conlleva la determinación de los
objetivos, metas, indicadores y acciones estratégicas acordes a la visión de triple impacto y su
respectivo alineamiento con los marcos institucionales, nacionales e internacionales.
A nivel de conclusiones, se logró evidenciar que la GE circunscribe una naturaleza
específica debido a los procesos, actividades y decisiones que requieren una atención
estratégica particular no generalizada.
iv
Asimismo, se hallaron fuerzas políticas y económicas que amenazan su capacidad de
gestión y que vislumbran los desafíos de orden estratégico, táctico y operativo, que es esencial
afrontar para la consolidación de las oportunidades del contexto y que llaman a una mayor
agilidad en los marcos de gobernanza y direccionamiento de las DyD, y de los procesos y
acciones capaces de responder a los cambios dinámicos en los que se desenvuelve la GE.
A nivel de recomendaciones, tanto para el equipo de trabajo como para la GE en su
generalidad, es importante recalcar y comprender que la estrategia aquí propuesta debe
transformarse en la estrategia de negocios, en tanto debe ser el instrumento de planificación y
permear en todos los programas, proyectos y acciones estratégicas que se llevan adelante.
Finalmente, el presente proyecto de graduación fue diseñado e implementado durante
julio de 2022 y abril de 2023, como parte de los requisitos para optar a la Maestría Profesional
en Responsabilidad Social y Sostenibilidad de la Universidad Nacional de Costa Rica.
In the Electricity Management (GE), despite showing significant progress in Sustainability in the last five years, which have allowed addressing their risks and impacts associated with their actions, there are still gaps in terms of governance and strategic direction. This is due to the fact that each Division and Directorate establishes its own dynamics to ensure the operation and continuity of the business, without a properly interrelated management that guarantees the achievement of actions to respond to the strategic guidelines of the GE and, therefore, of the Senior Management. The objective of this work was to develop a proposal for a Sustainability Strategy 2023-2027 for the Electricity Management of the Costa Rican Electricity Institute (ICE), through the exploration and prioritization of material issues, as well as the definition of a base of guidelines and strategic actions that will guarantee the sustainable management of the company. This exercise is based on the analysis of the internal and external context in which GE operates, developed in Chapter II, where the main impacts of the substantive processes in the Value Chain were identified, as well as the existing gaps in environmental, social and governance issues with respect to other companies in the sector, and the prioritization of stakeholders. This allowed the definition of the organization's relevant topics and their subsequent materiality analysis, addressed in Chapter IV, which, as a final result, established the strategy proposal defined in Chapter V and which entails the determination of objectives, goals, indicators and strategic actions in accordance with the triple impact vision and its respective alignment with the institutional, national and international frameworks. In terms of conclusions, it became evident that the EG has a specific nature due to the processes, activities and decisions that require a particular strategic attention that is not generalized. iv Likewise, political and economic forces were found that threaten its management capacity and that reveal the strategic, tactical and operational challenges that must be faced in order to consolidate the opportunities of the context and that call for greater agility in the governance and directional frameworks of the D&D, and of the processes and actions capable of responding to the dynamic changes in which the EG develops. At the level of recommendations, both for the work team and for the overall GE, it is important to emphasize and understand that the strategy proposed here should become the business strategy, as it should be the planning instrument and permeate all the programs, projects and strategic actions that are carried out. Finally, this graduation project was designed and implemented during July 2022 and April 2023, as part of the requirements to qualify for the Professional Master's Degree in Social Responsibility and Sustainability at the National University of Costa Rica.
In the Electricity Management (GE), despite showing significant progress in Sustainability in the last five years, which have allowed addressing their risks and impacts associated with their actions, there are still gaps in terms of governance and strategic direction. This is due to the fact that each Division and Directorate establishes its own dynamics to ensure the operation and continuity of the business, without a properly interrelated management that guarantees the achievement of actions to respond to the strategic guidelines of the GE and, therefore, of the Senior Management. The objective of this work was to develop a proposal for a Sustainability Strategy 2023-2027 for the Electricity Management of the Costa Rican Electricity Institute (ICE), through the exploration and prioritization of material issues, as well as the definition of a base of guidelines and strategic actions that will guarantee the sustainable management of the company. This exercise is based on the analysis of the internal and external context in which GE operates, developed in Chapter II, where the main impacts of the substantive processes in the Value Chain were identified, as well as the existing gaps in environmental, social and governance issues with respect to other companies in the sector, and the prioritization of stakeholders. This allowed the definition of the organization's relevant topics and their subsequent materiality analysis, addressed in Chapter IV, which, as a final result, established the strategy proposal defined in Chapter V and which entails the determination of objectives, goals, indicators and strategic actions in accordance with the triple impact vision and its respective alignment with the institutional, national and international frameworks. In terms of conclusions, it became evident that the EG has a specific nature due to the processes, activities and decisions that require a particular strategic attention that is not generalized. iv Likewise, political and economic forces were found that threaten its management capacity and that reveal the strategic, tactical and operational challenges that must be faced in order to consolidate the opportunities of the context and that call for greater agility in the governance and directional frameworks of the D&D, and of the processes and actions capable of responding to the dynamic changes in which the EG develops. At the level of recommendations, both for the work team and for the overall GE, it is important to emphasize and understand that the strategy proposed here should become the business strategy, as it should be the planning instrument and permeate all the programs, projects and strategic actions that are carried out. Finally, this graduation project was designed and implemented during July 2022 and April 2023, as part of the requirements to qualify for the Professional Master's Degree in Social Responsibility and Sustainability at the National University of Costa Rica.
Descripción
Palabras clave
ELECTRICIDAD, ESTRATEGIAS, INSTITUTO COSTARRICENSE DE ELECTRICIDAD, RESPONSABILIDAD SOCIAL, SOSTENIBILIDAD, COSTA RICAN INSTITUTE OF ELECTRICITY, ELECTRICITY, SOCIAL RESPONSIBILITY, STRATEGIES, SUSTAINABILITY