Alejandro Ormeno

The COES is a private entity, made up of all the Agents of the National Interconnected Electric System - SEIN (Generators, Transmitters, Distributors and Free Users). Its purpose is to coordinate the short, medium and long-term operation of the SEIN at the minimum cost, preserving the system security, the best use of energy resources, as well as planning the development of SEIN transmission and managing the Short-Term Market. The Board of Directors is the main governing body of the COES and is responsible for compliance with the functions of the COES within the framework of the laws and procedures of the electricity sector.

Frozen Solutions Tech is a company dedicated to the design, implementation and operation of efficient solutions for improving industrial processes. Mainly in the cold chain required by the fishing and poultry industries for processing their products (i.e. block ice to chill fish and poultry)

Consultant in: Energy Solutions and Power generation projects Change Management for Transformation of Companies Development of Strategies for Digital Transformation

PBF (now owned by Valero) is a company dedicated to the import, storage and commercialization of liquid hydrocarbons for different uses and types of customers. PBF main shareholders were the investment fund Pegasus Capital Advisors (www.pcalp.com) and the Oil & Gas major BP (www.bp.com) Main Achievements: Position PBF as a reliable company in the Peruvian market. Restructure the organization and implement a new cultural model. Restructuring: commercial and financial that led to a substantial increase in EBITDA.

Statkraft is a Norwegian company based in Oslo, a leader in renewable power generation with investments in more than 20 countries (www.statkraft.no) Statkraft International owns, develops, operates and maintains more than 1,300 MW of hydropower in 14 countries outside Norway with an EBITDA of US $ 360MM. Operations in Peru comprise 443 MW of installed hydropower with an EBITDA of US $ 90MM. Main Achievements: Acquisition of Electroandes S.A., owned by US utility PSEG, with 180 MW, in a transaction of US $ 380MM. Expansion project of 170 MW (Cheves Hydropower plant) with a CAPEX of US$ 600MM Construction of a pipeline of feasible projects for growth on a horizon of 10 to 15 years with an investment amount of $ 1, 200 MM. Improved operational efficiency and increased gross margin by the implementation of an innovative business/commercial strategy. Reorganization/Merger/Automation of Operations → Application or Voluntary Retirement Program 100 + people. Position the company in the Peruvian and International markets as a reference for Best Practices.

Appointed CEO by new shareholder of the company Statkraft (formerly SN Power) Strategic Objective: continue with the restructuring begun and lay the foundations of future sustainable growth. EBITDA of US $ 11.5 million as of December 2004. Actions implemented as part of the restructuring plan included: Refinancing – Issued Corporate Bond Program of US$ 100MM Redefine the business strategy – Restructured Contracts and Clients Portfolio, which allowed to duplicating EBITDA and to mitigating commercial and financial risks without making any investments in installed capacity. Certify 100% of the company’s processes under ISO 9001, ISO 14001 and OHSAS 18001

Cahua S.A. is a power generation company acquired by NRG Energy on November 2001 and then sold to Statkraft on November 2003. Cahua S.A. had an installed capacity of 114 MW, and an EBITDA of US $ 5MM in 2003. Main initiatives implemented: Planning and implementation of the company's financial, operational and organizational restructuring. Implement changes in critical areas to maintain the value of the company during the sale process. Responsible for the sale process of the company in coordination with the parent company and the investment banks.

CLHB was a subsidiary of Oiltanking GmbH, Germany, and of Graña y Montero Petrolera, Peru. CLHB was created as a result of the privatization process undertaken by the Bolivian government for the hydrocarbons sector. CLHB maintained the concession to manage the assets that allowed to store and to transport all the refined hydrocarbons in the Bolivian territory. Total length of pipelines 1,449 Km with capacity of 25 BPD; and total storage capacity of 135,000 M3. Main Achievements: Incorporation of the new company and organization of the operational, administrative and financial structure to start running the company in a new regulatory environment. Task was executed in a very short period of time (< 90 days) Obtain the proceeds for Working Capital and the funds for Improvement Projects. Review/Learn/Use of the regulatory and tax aspects, as well as the new regulation for tariff calculation in Bolivia → Critical to estimate the company's revenues.

Programme developed by "EY" and "ie Business School"

Top Management Program