Standardising Enterprise Processes to APQC Taxonomy Through End-to-End Business Process Reengineering for a Leading Power Generation Company

The Company is a leading power generation business, operating a fleet of power plants that supply electricity to the national grid. Its enterprise processes span generation operations, maintenance, procurement, finance, and human resources across multiple plant sites and corporate functions.

• Enterprise processes developed independently across plant sites and functions, with no common taxonomy or standard
• Inconsistent process documentation, making it difficult to benchmark performance or identify improvement opportunities
• Duplication of process steps and roles across sites performing similar functions
• Limited process governance, with unclear ownership for cross-functional processes
• Difficulty comparing performance across plant sites due to inconsistent process definitions

• Process standardisation against a recognised taxonomy such as APQC is a well-established lever for driving comparability, benchmarking, and continuous improvement in large asset-intensive organisations
• Power generation companies with standardised processes are better positioned to benchmark plant performance and identify best-practice transfer opportunities across sites
• As generation portfolios and regulatory requirements grow more complex, a common process language becomes essential for consistent governance and compliance
• Absent standardisation, process fragmentation keeps performance gaps hidden and slows the transfer of best practices across the fleet

• APQC-Aligned Enterprise Process Taxonomy
• Standardised Process Documentation Library
• Cross-Site Process Benchmarking Framework
• Process Governance & Ownership Model
• Duplication Elimination Roadmap
• Process Adoption Training Programme
• Phased Rollout Plan Across Plant Sites

100%

Core enterprise processes mapped and standardised against APQC taxonomy

20–25%

Reduction in duplicated process steps across sites (approx.)

90%+

Plant sites onboarded to the standardised process model (approx.)

30%

Improvement in cross-site performance benchmarking capability (approx.)

15%

Reduction in process-related administrative overhead (approx.)

1

Enterprise-wide process governance model established (approx.)

Plant sites and corporate functions now share a common process language rather than a documentation archive, connecting performance around a single standard. Standardised processes, clear governance, and benchmarking capability let the business continuously identify and transfer best practices across its generation fleet.