Security Coordination Centre SCC Ltd. Belgrade is a modernly organized, efficient company, with applied advanced technologies and qualified professional staff, and as such represents the key actor in enabling Transmission System Operators’ (TSOs) coordination in South East Europe to tackle the new challenges in operational planning processes. SCC is the Regional Security Coordinator (RSC) - a regional company that is owned by its service users, the TSOs. RSCs were recognised by EU law in mid-2017, when the System Operation Guideline, one of the EU network codes, was implemented.

On 10 December 2015, European TSOs and ENTSO-E signed a “Multilateral Agreement on Participation in Regional Security Coordination Initiatives” (RSCI MLA). It requires TSOs to participate in RSCs and to contract five essential services from them. The agreement also ensures that TSOs and RSCs develop tools, procedures, and methodologies in a harmonised, interoperable, and standardised way under ENTSO-E’s coordination. According to RSCI MLA, SCC provides the following five core RSC services to its TSO service users: 

• Validation and merging of Individual Grid Models (IGMs) – Common Grid Model (CGM) creation,
• Coordinated Security Analysis (CSA),
• Coordinated Capacity Calculation (CCC),
• Outage Planning Coordination (OPC) and
• Short-Term Adequacy (STA) forecast.

The management structure of SCC is bicameral, consisting of two management bodies: the Assembly and the Supervisory Board. These bodies consist of the SCC’s TSO shareholder representatives, and they are in charge of the strategic management of the company. On the other hand, the Director of the company is ultimately responsible for taking managerial decisions for the day-to-day operation of the company. Representatives of the mentioned bodies are:

• Assembly: CEOs of EMS AD, NOSBIH, and CGES AD;
• Supervisory Board:
  • Mr. Dejan Dedović (CGES AD)– Chairman,
  • Mr. Nemanja Pandurević (NOSBiH),
  • Mr. Branko Šumonja (EMS AD);
• Director: Mr. Luka Okuka.

Assistant Directors for ICT, core business and development are senior executives who oversee ongoing business operations for different crucial company aspects, but also proven technical experts who provide professional assistance to the Director. SCC's organisational schema is provided in the following figure. 

The Heads of departments in SCC are required to lead, manage, and develop their departments to ensure they achieve the highest possible standards of excellence in all their activities. Head of departments are required to exercise leadership, demonstrate vision, and empower others to achieve predefined tasks:

• The ICT department is in charge of maintaining a very complex IT system that was developed over the years, which includes: communication and control of outsourced IT services, backup process, SIEM control, as well as basic administration of domain controllers, databases, and IT networks.
• The development department is in charge of organizing all development activities from everyday administration, over the external projects, up to the continuous improvement of RSC services in line with the current ENTSO-E papers and EU practice.
• The operation department has a responsibility to timely and with high-quality provide all RSC services that are contracted with TSO service users.
• The data quality & analytics department has a responsibility to provide information related to the quality of provided RSC services to the TSO service users, as well as to generate analytics that will be used by the operational department for future improvement.
• The corporate department covers finance, accounting and legal tasks of the company.

To organise a relatively small company that has a wide range of versatile obligations, SCC uses the Kanban agile management approach, which provides significant flexibility and more efficient realisation of the projects. All work is divided into projects, and projects are split into tasks – the realisation of each task is entrusted to a small team which consists of the Head of department and several engineers. This approach supports strong leadership, organizational transparency, teamwork, open communication, high interaction between team members, and collaboration in the company, thus allowing for rapid adjustments throughout a project. To achieve this level of company organisation, close cooperation between the Director and all departments is necessary.