ADDC provides services distributing water and electricity to the consumers in the district of Abu Dhabi and the Western region. As part of privatization and streamlining of processes, ADDC embarked on implementing various systems. Maximo's asset management was part of this organizational upgrade, CNME's Nancy Sudheer met up with Abdulhamid Nassouri, Director, Asset Management, ADDC to learn more details.

Abu Dhabi Distribution Company (ADDC) was established in accordance with the Water and Electricity Sector in the Emirate of Abu Dhabi. On the 1st of January, 1999, ADDC commenced its operation, which involves providing services distributing water and electricity to the consumers in the district of Abu Dhabi and the Western Region.

In 1999, when ADDC was formed, there was also a lot of privatization that was brought in to enable efficiency in the system, "At that time there was an introduction of new technology to streamline the processes, bring in more efficiency. The tariffs were also set appropriately. We had to make sure customers are charged in line with worldwide standards. As an organization, we always wanted to improve processes, efficiency and reduce costs. At that point we embarked on acquiring various ERP and core systems like Oracle financials, Oracle HRMS, Maximo for Asset Management in addition to geographical information systems (GIS)," states Abdulhamid Nassouri, Director Asset Management from ADDC.

All these projects started simultaneously and there was a lot of activity to acquire these systems, particularly asset management. Nassouri was involved from day one in the selection and implementation of Maximo.

Though ADDC is an organization of a large stature, the fact that it did not have significant legacy systems in place proved to be an advantage. 2005 marked the year of tremendous change and transformation for ADDC. The organization in conjunction with its parent company ADWEA, embarked on a major 5-year improvement program.

Managing their assets

All the subsidiaries at ADDC underwent changes, but it was a task to change the mindset of the employees. Nassouri explains, "We faced difficulty in changing the culture at the organization and we began to conduct road shows. This was mainly for employees to realize the abilities that such a system can offer them and the company. There was also a lot of training sessions that were held including refresher courses and almost four thousand employees were part of this big change."

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