4.1 Planning and development

• We finished defining the planning scenarios.
• We prepared the characterizations and strategic positioning together with teams from the Business Units.
• We carried out a second workshop to discuss strategic options, this time with the management team.
• The previous work enabled the development the strategic guidelines and targets for the business units and functional areas.
• We compiled strategic initiatives for the next five years and worked on their prioritization with these areas.
• We prepared the fuel demand projections.
• We started working on the financial business evaluations.

Together with the Natural Gas Management we carried out the appraisal of the company "Conecta" and continued working on the “Small Scale LNG (Fase I)” project, in particular in the definition of the technical requirements to operate small vessels at the LNG del Plata Terminal.

We took part, together with the Portland Cement and Environment areas, in the project carried out by ALUR on the viability study of setting up a refuse-derived fuel (RDF) production plant to be used in cement plants from solid urban waste from the department of Canelones.

We carried out information and analysis systematizations to add to the discussion of the Transportation Inter—institutional Group of the proposal submitted before the Ministry of Industry, Energy and Mining to modify the IMESI tax for the imports of alternative fuel vehicles.

We continued to work with the National Bureau of Energy- Ministry of Industry, Energy and Mining, and in particular with our involvement in "Grupo 6" regarding Oil Taxes.

We were involved in the data collection and systematization of initiatives for the 2015-2030 National Infrastructure Schedule requested by the Planning and Budget Office.

The review of the strategic guidelines started in 2014 by Diversified Businesses was the basis to produce a new version of the Strategic Map for that unit, working along with its management team. Subsequently, we worked on reviewing indicators.

Regarding strategic control based on the Corporate Balanced Scoreboard, presentations were given before the Managing Committee regarding the KPI analysis and initiatives related to strategic objectives.

We took part in the Optimization Project of the distribution chain, which ended with the presentation of proposals before higher management.

Finally, we continued to assess the Campos Maduros project in Venezuela, in order to determine an update of its technical and financial assessment.