Sunday , March 26 2023

electromobility (…) and traditional business


In October, Arturo Natho celebrated Copec for one year. It was his return to signing the Angelini group, which he was 16 years old, from 1997 to 2013. t In the middle he completed the four exercises that led the Corpesca, only in his most difficult time when he was involved in the political plaque scandals. A work step that qualifies as hard but in many ways rewarding. View fishing from afar today. His goal now is to combine two watches – he says – the traditional fuel business with the development of electromobility. All that is needed to move forward in the future is where they continue to play the leading role they are demonstrating today among electric cars.

How was this first year responsible for Copec Combustibles in Chile?

– This first year is a return. Returning to the company I know a lot, so it has been very simple, but also very entertaining, because although I found the same DNA, it is also a new world. Digitization in these four years has been an interesting change. The business world has undergone significant changes in society, so this year has been a way to develop a strategy to address this new world.

What is this strategy?

-Copec is a stable company with very high market visibility, so, in thinking about where we can go, the challenge must be a disruption. In this area, we first define what we call the "new balance", namely to try to understand that the company must always deal with five interest groups: customers; shareholders and the market; community; and finally the entire Copec team. This vision was there, but we may not have officially approved it. Today, we strengthened teamwork with dealers, various network members, and systematic community work.

And why do they decide to formalize this work? Do you work with consultants?

– Change is administration change. We are modifying some of this company's 80-year-old emphasis. It is about coordinating two clocks: the development of electromobility, digitalisation and the whole world, but without taking into account the traditional business that is big. We have a business in some way, and things like electromobility suggest how I move forward. Today we have to start creating scenarios for something good for the future and we have worked with McKinsey, with Boston Consulting Group. In digital transformation we are with Deloitte.

And are there specific goals?

РThere are some specific things. On Thursday we started 20 electromobility points from Marbella to Concepción. This year, we have a commitment to place 1,000 kilometers, today we have between 700-800. We also import a super fast charger for 20 minutes, which takes eight minutes to install Santiago. But besides, we will leave the service stations and we will move into the alliance with Turbus, which brought the electric bus, and we will deliver it to the energy.

What is the diagnosis of electromobility?

-We see that electromobility is here to stay. Authorities with a high degree of confidence are moving towards what is public transport, and there is a goal in this country: by 2050, with 100% public electric fleet and speed, it depends on technological advances. in this way, the value of electric cars develops, which in turn largely depends on the cost of batteries. It is estimated that by 2025 there should be the same cost between one car and another, but we still estimate that the change will take some time. 2018 ends with 400,000 new cars, 200 of which are electric, then the exchange rate will last some time. Our focus is on customers and their needs and, if they need gasoline, diesel or electricity, it's the same.

Are they reinventing to make Copec sustainable in the future?

-I don't know if we invent or strengthen the development areas we had. Throughout digital innovation, we have grown significantly. Before they were in charge of commercial planning, we separated it. There is now a separate area for 12 people and they report to me.

Is your role as a leader in preparing this community for the future?

– That's all. These are two clocks.

Does the plan aim to continue to grow in traditional stations or more at power points?

– That's what I mean by two clocks. It must be said today that the fuel business is continuing to grow, with record sales growth in the automotive industry showing that the market is continuing with a clear trend that needs to be backed up and somehow need to go to the point and grow in the future. electricity supply. This transition needs to be adapted to the arrival of new cars, technological changes, so that the transition speed is something that we will have to look at over time.

Does this mean that traditional business will slow down?

No We keep the investment plan the same.

With the same opening speed?

– Yes, more. We have a wide network, but due to the growth of the park, the saturation and overload of some stations are getting high and so more is needed.

But how much space is there to continue to grow in Chile?

– The human fuel market continues to grow. Diesel grows with the product, 3% last year, gasoline is 2%, so there is great potential for growth. In addition, there are applications in applications that are nearly eight, improving performance, efficiency, and other development. This year we started producing and selling mining solvents, as well as a line of filters for mining, that is, there are different territories.

But an increase of 2% -3% is like a maintenance level, I think you want to grow more?

– Yes, given the market share we have, we have to grow in the market. But there are other services in Chile that are related to the development of better amenities, and we will see how we strengthen it. Fuel consumption is once a week more or less, convenience can be much more, and we believe that we have an important direction of development.

And what can they do?

– We are always looking for opportunities. One of the things we've come up with is seeing how we travel with you, Chiletur, Uber Eats.
What is an Investment Plan?

– Usually they are $ 130 million. There are new openings, remodeling, land purchase and logistics. We are building the terminal Mejillones. We offer the Coronel EIA because fuel needs continue to grow.

The issue of automation is also on the agenda. In this sense, how do the automatic plants work? They seemed to be thrown away, but they didn't grow anymore.

– In 2018, we stopped because we adapted some technical achievements, but it has already been resolved and growth has resumed. We are planning to add 15 Zervo each year, we will establish a network with 125 by 2021. Today we have 75 EDS with Zervo Mixto providers and self service or Full. In 2019, another 15 will be integrated.

Self-service is something that happens, it is a trend that is moving forward. In addition, satellite availability is also decreasing. It is a blend that will evolve.

What will be the role of Chile in the growth of Copec incinerators?

– Outside we have taken important positions. And we are firmly established, we are not currently willing to grow. Chile has a very high standard and is the driving force behind many things that can develop in other countries. Speaking of electromobility, Chile's job is to be a leader, because even in the US area where we are, we do not see the electromobility issue very strongly.

What are your goals for electromobility?

-We see what potential we need to turn to this market, strategies aimed at guiding it with confidence.

Guide him in some way?

– Today, in fuel solutions, we are about 50%, we are interested in following it. We want to be the leader in the collection of electric vehicles, we really want to support the development and introduction of electromobility on the road, in the city, mining, transportation. For example, in Norway, one of the most advanced countries on the issue, they talk about 100 cars per station, here we have 400 cars, and we will have 23 stations, that is, management, because I have to have a network. It's like putting a station on Carretera Austral, it's not always a business, but we realize that our customers have a need and we need to cover it.

Or is the lead already in place because it gives the feeling that no competitor has so many points?

– No one in South America. No network.

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