NORTH OF SCOTLAND PLANNING GROUP CARDIAC PLANNING EVENT 24 th February 2010 Aberdeen.
Resilience in Oil & Gas event - Aberdeen
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Resilience in Oil & Gas
1st December 2015
David RennieInternational Sector Head –Oil & Gas and CCS
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Energy Jobs Task Force
Theme Champion
Balanced Messaging Alan Johnstone – AMEC FW
Shared Principles and Values Trevor Garlick - BP
Cost Efficiencies Gordon Ballard – Schlumberger
Leadership for Change Roy MacGregor - Global Energy
Retain Talent and Skills Kevin Higgins - Petrofac
Supporting our People Bob Keiller – Wood Group
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Examples of Actions
• Series of Job Fair Events (PACE)• Series of Industry Events covering:
– Leadership – Financial Management– Production Efficiency – Learning from Other Sectors – Values and Behaviours event – follow up action plan– Facilitating discussions between Operators and Supply Chain – Series of consultations with SMEs – and feeding those back to Operators and Contractors
• Oil and Gas UK Efficiency Taskforce• Set of case studies developed (now available)• Job Matching Service • Progress Report
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Scottish Enterprise Text Wall
Do you have a question for any of our Speakers? Is it of a sensitive nature? Then why not send it anonymously to our Text Wall. We will try to answer the most pressing questions during the day and will follow up on all questions post event. How to submit a question to our text wall: Type: SEALL (not case sensitive, followed by a space) followed by @ and the name of the person your question is for e.g. SEALL @david. Then enter your question and send
the text to 0207 183 8329. Standard network charges apply.
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Resilience in Oil & Gas
1st December 2015
Bob KeillerCEO Wood Group
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Resilience in Oil & Gas
1st December 2015
Matt CorbinAker Solutions
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Confidential © 2015 Aker Solutions
A Sustainable Future for our Industry
1st December 2015Matt Corbin | UK Managing Director, Aker Solutions Subsea
May 2, 2023Slide 7
Confidential © 2015 Aker Solutions
Enough bad news?
May 2, 2023 qeqweqweqweSlide 8
Confidential © 2015 Aker Solutions
Spend > Return
■ Trend is unsustainable…■ To extend UKCS, we need to change the model and the culture
May 2, 2023Slide 9
Confidential © 2015 Aker Solutions
“Don’t waste a crisis”
May 2, 2023Slide 10
Confidential © 2015 Aker Solutions
O&G UK outlook – there is a prize
May 2, 2023Slide 11
• The UK opportunity remains large• Considerable focus being put into collaboration, extending
life of assets, and production efficiency• Those companies that demonstrate agility will succeed• Those companies that are restricted by global mandates and
rigid process compliance will (probably) not
Confidential © 2015 Aker Solutions
Industry Reaction
May 2, 2023Slide 12
Confidential © 2015 Aker Solutions
Sustainable Processes
May 2, 2023Slide 13
Subsea Forum 2015Date
Requirement Rose
Confidential © 2015 Aker Solutions
Sustainable Processes
May 2, 2023Slide 15
Confidential © 2015 Aker Solutions
Sustainable People
May 2, 2023Slide 16
Confidential © 2015 Aker Solutions
Thank You
Confidential © 2015 Aker SolutionsMay 2, 2023Slide 18
CopyrightCopyright of all published material including photographs, drawings and images in this document remains vested in Aker Solutions and third party contributors as appropriate. Accordingly, neither the whole nor any part of this document shall be reproduced in any form nor used in any manner without express prior permission and applicable acknowledgements. No trademark, copyright or other notice shall be altered or removed from any reproduction.
DisclaimerThis Presentation includes and is based, inter alia, on forward-looking information and statements that are subject to risks and uncertainties that could cause actual results to differ. These statements and this Presentation are based on current expectations, estimates and projections about global economic conditions, the economic conditions of the regions and industries that are major markets for Aker Solutions ASA and Aker Solutions ASA’s (including subsidiaries and affiliates) lines of business. These expectations, estimates and projections are generally identifiable by statements containing words such as “expects”, “believes”, “estimates” or similar expressions. Important factors that could cause actual results to differ materially from those expectations include, among others, economic and market conditions in the geographic areas and industries that are or will be major markets for Aker Solutions’ businesses, oil prices, market acceptance of new products and services, changes in governmental regulations, interest rates, fluctuations in currency exchange rates and such other factors as may be discussed from time to time in the Presentation. Although Aker Solutions ASA believes that its expectations and the Presentation are based upon reasonable assumptions, it can give no assurance that those expectations will be achieved or that the actual results will be as set out in the Presentation. Aker Solutions ASA is making no representation or warranty, expressed or implied, as to the accuracy, reliability or completeness of the Presentation, and neither Aker Solutions ASA nor any of its directors, officers or employees will have any liability to you or any other persons resulting from your use.
Aker Solutions consists of many legally independent entities, constituting their own separate identities. Aker Solutions is used as the common brand or trade mark for most of these entities. In this presentation we may sometimes use “Aker Solutions”, “we” or “us” when we refer to Aker Solutions companies in general or where no useful purpose is served by identifying any particular Aker Solutions company.
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Resilience in Oil & Gas
1st December 2015
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John ReidMichelin
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Resilience in Oil & Gas
1st December 2015
Gavin Yuill & Chris Durling EY
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Resilience in oil and gas
Building business resilience in a challenging climate
1 December 2015
An introduction to Business Resilience
The principles of business resilience
Resilience in oil and gasPage 24
Control the
controllableUnderstand
your customer’s customer
Keep doing what you’re
good at
Communicate
Embrace innovation
Whatmust
you achieve
Business resilience in overview
Resilience in oil and gasPage 25
What does a resilient business look like?► Has efficient operational delivery and back-office processes► Flexible cost base – which allows it to react quickly to changing market conditions► Robust funding structure – sufficient to withstand any headwinds► Continuously looks to drive improvement in its business efficiency and effectiveness
Business resilience is important at all stages of a business’s life cycle► Should be positive – not defensive► Applicable to businesses at each stage of their life cycle:
► Growing – to ensure operational delivery and back-office processes keep up with revenue growth► Acquisitive – to ensure appropriate integration of existing and new businesses► Mature – to look for opportunities to drive profit and cash flow improvement► And, of course, when a business is facing market or business challenges
Is not just about cost reduction► Identifying and eliminating inefficiency in operational delivery and back-office processes► Targeted investment in key strategic initiatives is important too
And can drive improvement in profit and cash flow
The five big issues
2
Regulatory scrutiny
► Impact of increasing regulation and intervention from regulators and governments
► Revised 2014 Corporate Governance Code requiring companies to form a robust assessment of the risks threatening their business model over an extended period
3
Technological innovation
► Rapidly changing landscape of winners and losers driven by disruptive technologies, changing consumer behaviours and habits and globalisation
► A connected economy with multiple information channels means business situations spread quickly and information is difficult to contain
4
Aggressive capital
► Shareholder activism is on the rise in Europe, with over $100bn of capital to invest
► Traditional and alternative capital providers have huge amounts of capital ready to invest in high yield opportunities
► Capital is targeting undervalued businesses and capital inefficiency, including excess fixed assets and working capital
Winners and losers will be determined by how well a business builds its resilience and find ways to deliver extra value
► Economic uncertainty and geopolitical risk in a number of markets
► Political uncertainty and fiscal austerity constraining growth across Europe
► Volatile commodity prices and exchange rates creating a challenging business environment
1
Economic uncertainty
5
Market uncertainty
► Innovation and new market entrants impacting existing business models
► Customer trends and behaviours continue to drive rapid market transformations
There has never been a greater need for a company to challenge its own business resilience
Resilience in oil and gasPage 26
Resilient businesses ask ‘how can it work better?’
Page 27
► Revenue risks (customer, product, market, competition and pricing) understood and managed
► Market and trading data regularly used to align customer facing activity
► Clear strategy regarding disruptive technologies
► Flexible long term financing and achievable debt covenants supported by robust cash forecasts
► Strong working capital performance – building cash balances and capital efficiency
► Robust management of legacy liabilities
► Operational risks (key supplier, input prices, disruptive innovation) are understood and managed
► Flexibility in the cost base to be able to react rapidly to change
► Operational capabilities built to deliver business vision, with safeguards against challenges to the operational footprint
► A clear vision for the business, supported by market trends and organisational capabilities
► Credible management► Active engagement and alignment
with equity, financial and other stakeholders
Stakeholder resilience
Market resilience Capital resilience
Operational resilience
Helping companies
‘find the money’ and drive
shareholdervalue
Resilience in oil and gas
Resilient businesses ask ‘how can it work better?’
Page 28
► A clear vision for the business, supported by market trends and organisational capabilities
► Credible management► Active engagement and alignment
with equity, financial and other stakeholders
Stakeholder resilience
► Revenue risks (customer, product, market, competition and pricing) understood and managed
► Market and trading data regularly used to align customer facing activity
► Clear strategy regarding disruptive technologies
Market resilience
► Flexible long term financing and achievable debt covenants supported by robust cash forecasts
► Strong working capital performance – building cash balances and capital efficiency
► Robust management of legacy liabilities
Capital resilience
► Operational risks (key supplier, input prices, disruptive innovation) are understood and managed
► Flexibility in the cost base to be able to react rapidly to change
► Operational capabilities built to deliver business vision, with safeguards against challenges to the operational footprint
Operational resilience
Helping companies
‘find the money’ and drive
shareholdervalue
Resilience in oil and gas
Some examples of stakeholder resilience actions
► Engaging early with key stakeholders – lenders; equity providers; key customers and suppliers
► Reviewing corporate strategy to► Define and focussing on their core business – what value do
we add? ► Identify opportunities to dispose of non-core assets or
outsource non-core functions ► Preparing robust trading and cash forecasts, based on:
► Bottom-up view of revenue and costs► Conservative ‘base case’ scenario► Flexible financial model – which allows easy sensitivity
analysis► Regular short-term cash flow forecasting – to provide good
visibility of cash flow needs► Evaluating the skill base of senior management – is it fit for the
current environment?
Resilient businesses ask ‘how can it work better?’
Page 29
► A clear vision for the business, supported by market trends and organisational capabilities
► Credible management► Active engagement and alignment
with equity, financial and other stakeholders
Stakeholder resilience
► Revenue risks (customer, product, market, competition and pricing) understood and managed
► Market and trading data regularly used to align customer facing activity
► Clear strategy regarding disruptive technologies
Market resilience
► Flexible long term financing and achievable debt covenants supported by robust cash forecasts
► Strong working capital performance – building cash balances and capital efficiency
► Robust management of legacy liabilities
Capital resilience
► Operational risks (key supplier, input prices, disruptive innovation) are understood and managed
► Flexibility in the cost base to be able to react rapidly to change
► Operational capabilities built to deliver business vision, with safeguards against challenges to the operational footprint
Operational resilience
Helping companies
‘find the money’ and drive
shareholdervalue
Resilience in oil and gas
Some examples of market resilience actions
► Moving away from delivery of products – to service provision/value adding activities
► Proactively engaging with customers – looking for ‘win/win’ opportunities (e.g., extending contracts on terms that work for both parties; profit share agreements for high cost assets)
► Going to customers with efficiency improvement ideas, extension of product/service offering in return for volume discounts
► Regularly appraising customer credit risk► Understanding the contribution of products, services or
geographies – and proactively taking action to improve or eliminate loss-making products, services or geographies
► Diversifying into oil geographies less impacted by the current oil price
► Examining sales force footprint and effectiveness
Resilient businesses ask ‘how can it work better?’
Page 30
► A clear vision for the business, supported by market trends and organisational capabilities
► Credible management► Active engagement and alignment
with equity, financial and other stakeholders
Stakeholder resilience
► Revenue risks (customer, product, market, competition and pricing) understood and managed
► Market and trading data regularly used to align customer facing activity
► Clear strategy regarding disruptive technologies
Market resilience
► Flexible long term financing and achievable debt covenants supported by robust cash forecasts
► Strong working capital performance – building cash balances and capital efficiency
► Robust management of legacy liabilities
Capital resilience
Helping companies
‘find the money’ and drive
shareholdervalue
Resilience in oil and gas
► Operational risks (key supplier, input prices, disruptive innovation) are understood and managed
► Flexibility in the cost base to be able to react rapidly to change
► Operational capabilities built to deliver business vision, with safeguards against challenges to the operational footprint
Operational resilience
► Operational risks (key supplier, input prices, disruptive innovation) are understood and managed
► Flexibility in the cost base to be able to react rapidly to change
► Operational capabilities built to deliver business vision, with safeguards against challenges to the operational footprint
Operational resilience Some examples of operational resilience actions
► Assessing board and management structures► Proactively looking for partnering opportunities► Evaluating asset utilisation (people and equipment) – can we
consolidate? Can we dispose of excess capacity? ► Building flexibility into key components of operational cost
(vessel charter costs; agency workers; working hours, etc.)► Reviewing procurement costs and processes – can we buy
smarter? Do we understand key supplier risk?► Simplification – can I simply my manufacturing/service delivery
process. (e.g., more standardisation; less bespoke)► Reviewing depot/office footprints – can we consolidate? ► Examining operational waste – can it be reduced? ► Focussing on overhead costs and support structures
► Is there duplication across business units? ► Can we outsource? ► Do we understand IT expenditure? Is it appropriately
controlled? ► Controlling discretionary expenditure.
► Eliminating redundant entities from their group structures
Resilient businesses ask ‘how can it work better?’
Page 31
► A clear vision for the business, supported by market trends and organisational capabilities
► Credible management► Active engagement and alignment
with equity, financial and other stakeholders
Stakeholder resilience
► Revenue risks (customer, product, market, competition and pricing) understood and managed
► Market and trading data regularly used to align customer facing activity
► Clear strategy regarding disruptive technologies
Market resilience
► Flexible long term financing and achievable debt covenants supported by robust cash forecasts
► Strong working capital performance – building cash balances and capital efficiency
► Robust management of legacy liabilities
Capital resilience
Helping companies
‘find the money’ and drive
shareholdervalue
Resilience in oil and gas
► Operational risks (key supplier, input prices, disruptive innovation) are understood and managed
► Flexibility in the cost base to be able to react rapidly to change
► Operational capabilities built to deliver business vision, with safeguards against challenges to the operational footprint
Operational resilience
► Flexible long term financing and achievable debt covenants supported by robust cash forecasts
► Strong working capital performance – building cash balances and capital efficiency
► Robust management of legacy liabilities
Capital resilience
Some examples of capital resilience actions
► Engaging with lenders to agree at an early stage achievable debt covenants and repayment profiles
► Driving a cash culture into their business models – asking:► Can we issue invoices earlier? ► Does our billing process give us the best chance of collecting
cash from trade debtor balances on time? ► Taking a pragmatic view on historical trade debtor disputes► Is there an opportunity to reduce our stock holdings? ► Are we paying suppliers appropriately – on time, but not
before► Identifying tax saving opportunities (e.g., R&D tax credits; salary
sacrifice for pension contributions, etc.)
► Clear vision and strategy, embedded in organisational capability
► Vision and strategy known by wider team – not just senior management
► Strategy used to develop operational priorities
► Appropriate management structure – not ‘top heavy’ with senior management
► Clear reporting lines► Management empowered to take
initiative and make decisions► Appropriate financial monitoring
► Ongoing evaluation of customer and service/product profitability
► Streamline product/service portfolios
► Plans to exit/improve unprofitable customers and products/services
► Continual assessment of manufacturing footprint – is it aligned with strategy and current business focus?
► Explore outsourcing for functions
► Use of benchmarks to pinpoint scale of change in each operational area
► Organisational model aligned to current operations model
► Difficult organisational and management decisions taken without delay
► Appropriate approach to centralisation/decentralisation of direct and indirect functions
► Rewards high-performing employees appropriately
► Tactical savings invested in strategic initiatives
And are most likely to retain the benefits on a sustainable basis if they excel in six leading practices
Resilience in oil and gasPage 32
► Clear vision and strategy, embedded in organisational capability
► Vision and strategy known by wider team – not just senior management
► Strategy used to develop operational priorities
Retaining improvements on a sustainable basis
Helping companies ‘keep the money’
► Appropriate management structure – not ‘top heavy’ with senior management
► Clear reporting lines► Management empowered to take
initiative and make decisions► Appropriate financial monitoring
► Appropriate management structure – not ‘top heavy’ with senior management
► Clear reporting lines► Management empowered to take
initiative and make decisions► Appropriate financial monitoring
► Continual assessment of manufacturing footprint – is it aligned with strategy and current business focus?
► Explore outsourcing for functions
► Use of benchmarks to pinpoint scale of change in each operational area
► Ongoing evaluation of customer and service/product profitability
► Streamline product/service portfolios
► Plans to exit/improve unprofitable customers and products/services
► Organisational model aligned to current operations model
► Difficult organisational and management decisions taken without delay
► Appropriate approach to centralisation/decentralisation of direct and indirect functions
► Rewards high-performing employees appropriately
► Continual assessment of manufacturing footprint – is it aligned with strategy and current business focus?
► Explore outsourcing for functions
► Use of benchmarks to pinpoint scale of change in each operational area
► Ongoing evaluation of customer and service/product profitability
► Streamline product/service portfolios
► Plans to exit/improve unprofitable customers and products/services
► Organisational model aligned to current operations model
► Difficult organisational and management decisions taken without delay
► Appropriate approach to centralisation/decentralisation of direct and indirect functions
► Rewards high-performing employees appropriately
► Tactical savings invested in strategic initiatives
► Tactical savings invested in strategic initiatives
And are most likely to retain the benefits on a sustainable basis if they excel in six leading practices
Resilience in oil and gasPage 33
Retaining improvements on a sustainable basis
Helping companies ‘keep the money’
► Clear vision and strategy, embedded in organisational capability
► Vision and strategy known by wider team – not just senior management
► Strategy used to develop operational priorities
► Appropriate management structure – not ‘top heavy’ with senior management
► Clear reporting lines► Management empowered to take
initiative and make decisions► Appropriate financial monitoring
► Tactical savings invested in strategic initiatives
► Continual assessment of manufacturing footprint – is it aligned with strategy and current business focus?
► Explore outsourcing for functions
► Use of benchmarks to pinpoint scale of change in each operational area
► Ongoing evaluation of customer and service/product profitability
► Streamline product/service portfolios
► Plans to exit/improve unprofitable customers and products/services
► Organisational model aligned to current operations model
► Difficult organisational and management decisions taken without delay
► Appropriate approach to centralisation / decentralisation of direct and indirect functions
► Rewards high-performing employees appropriately
A short, focussed diagnostic can help you identify areas where resilience can be improved
Resilience in oil and gasPage 34
► Short diagnostic:► To identify broad areas where improvements
can be made► To give an indication of potential quantum of
benefits► Focussed on one or more business resilience
areas► Typical scope:
► Analysis of financial data► Benchmarking of performance against selected
peer group of companies► Tour of manufacturing / service delivery facility► Walkthrough of key processes► Workshop with key management
360°Time
Operations – Processes and
performance
Capital – Liquidity and financing
Market – Competitiveenvironment
Transparency and control for
Stakeholders
Market –Business model
Operations– IT
Business resilience in overviewKey messages
Resilience in oil and gasPage 35
Improving business resilience requires a business to ask “how can it work better”?► Business resilience is relevant at all stages of a business’s life cycle► Improving business resilience is not just about cost reduction – improving efficiency and effectiveness,
embracing innovation, and targeted investment are key► Businesses are asking “how can it work better” in four key areas:
► Stakeholders► Markets► Operations► Capital
► A short diagnostic can help you identify potential areas where your business model can work better in these areas.
And can drive improvement in profit and cash flow on a sustainable basis
Any questions?
Thank you
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Scottish Enterprise Text Wall
Do you have a question for any of our Speakers? Is it of a sensitive nature? Then why not send it anonymously to our Text Wall. We will try to answer the most pressing questions during the day and will follow up on all questions post event. How to submit a question to our text wall: Type: SEALL (not case sensitive, followed by a space) followed by @ and the name of the person your question is for e.g. SEALL @david. Then enter your question and send
the text to 0207 183 8329. Standard network charges apply.
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Resilience in Oil & Gas
1st December 2015
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Break
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Resilience in Oil & Gas
1st December 2015
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Stuart BrownBarclays Bank
Stuart Brown, Director
Working together for the long run
Collaboration - Bank and business together
What does it look like?
• Appropriate Headroom
• Support for the supply chain
• Support contribution
• Relationship & Trust
• Facilitating potential partnerships
Alternative Finance Options
Advances on Invoices• Invoice Discounting – For growth and typically debtors paying within 90 days• Supplier Finance – For suppliers to obtain advance payments from key client debts,
often with stretched terms.
Client(Seller)
Debtor(Buyer)Invoice
Sells debtor
Discounted cash received in advance
@ Debtor rate Pays on due date
43
Alternative Finance Options (contd)
• Trade Finance– Funding from imported goods purchase through to debtor receipt
• UK Export Finance– Government support to extend bank facilities for working capital requirements of exporting goods & services.
44
Customer
Supplier
1
2
3
45
Buyer
45
Shared support
Bank Support
Relationship & Trust
Potential Partnerships
Stuart Brown, Director
Working together for the long run
Thank You
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Resilience in Oil & Gas
1st December 2015
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Garry PriceScottish Manufacturing Advisory Service
Operations in a downturnGarry Price
Turn over £12mDirect £ 7.0Indirect £ 3.8
Unit Costs £0.9m (unit)Sales Value £ 1m
Unit Build Time 1 MonthPayment terms 3 Months from Invoice
EBITDA £1.2mWorking Cap £ 0
DRIllstring Co
DRIllstring Co
Turn over £ 8.0Direct £ 7.0Indirect £ 3.8
Unit Costs £1.35 / UnitSales Value £ 1m
Unit Build Time 1 MonthPayment terms 3 Months from Invoice
EBITDA £(2.8)
DRIllstring Co
Turn over £ 8.0Direct £ 4.66Indirect £ 3.2
Unit Costs £ 0.983 / UnitSales Value £ 1m
Unit Build Time 1 MonthPayment terms 3 Months from Invoice
Working capital £ 0.983EBITDA £ 0.136
Lean Background
Lean Background
Waste Identification
Waste Elimination
6 sigma and CI
• Focus on Eliminating Waste• Reducing Cycle Times
• Cut Costs• Reduce inventory
“All we are doing is looking at the timeline, from the moment the customer gives us the order to the point when we collect cash. We are reducing that timeline by removing the non value-adding activities”
Taiichi Ohno – Joint creator of the Toyota Production System
Lean Background
Lean Background
This is not the car industry!
Lean Background
Waste is Non Value Adding Activity in the process
Lean Background
VA NVALean methods
VA NVATraditional Improvement Activities
Major Improvement
Minor Improvement
VA NVATypical Company
Current KPIRight first time
Total Lead Time to Customer
Waste identification
1 Month
£ 983k
Waste identification
Waste identification
1 Month
£ 983k
VA
NVA
Waste identification
1 Month
£ 983k
VA
NVA
Waste Elimination
1 Month
£ 983k
VA
NVA
Waste Elimination
1 Month
£ 983k
Waste Elimination
Success Factors for Change
Skills Incentives Resources Action Plan Confusion
Vision Skills Incentives Resources Action Plan Change
Vision Incentives Resources Action Plan Anxiety
Vision Skills Resources Action PlanGradual Change
Vision Skills Incentives Action Plan Frustration
Vision Skills Incentives ResourcesFalse Starts
Vision Skills Incentives Resources Action Plan Change
Skills Incentives Resources Action Plan Confusion
Vision Incentives Resources Action Plan Anxiety
Vision Skills Resources Action PlanGradual Change
Vision Skills Incentives Action Plan Frustration
Vision Skills Incentives ResourcesFalse Starts
Reference : Tom Peters
£800K
VA
NVA
3 weeks
Waste Elimination
DRIllstring Co
Turn over £ 8.0Direct £ 4.37Indirect £ 3.2
Unit Costs £ 0.946 / UnitSales Value £ 1m
Unit Build Time 1 MonthPayment terms 3 Months from Invoice
EBITDA £ 0.440
Continuous Improvement
– Focus on Company Productivity– Promoting Best Practice in Manufacturing– Hands-On, Practical Support – Free Diagnostic Review– Project Driven Approach through Direct Company Intervention
Client Enquiry & Initial Contact L1 Introduction, Information, Advice & Signposting
Manufacturing Diagnostic Review L2 Free 1-Day Review, Report & Recommendations
Best-Practice Awareness & Training L3 Best-practice sharing, awareness raising, networking and training activities (1-2-1 & 1-2-Many)
Manufacturing Improvement Project L4 Support, Part-Funded and Delivered by SMAS Practitioners
Referrals including Specialist 3rd Parties L5 Signposting and referral to other SE and HIE services and other recognised industry and business support bodies.
What Next
Garry PriceSMAS PractitionerTel: 07748111522
Email: [email protected]
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Scottish Enterprise Text Wall
Do you have a question for any of our Speakers? Is it of a sensitive nature? Then why not send it anonymously to our Text Wall. We will try to answer the most pressing questions during the day and will follow up on all questions post event. How to submit a question to our text wall: Type: SEALL (not case sensitive, followed by a space) followed by @ and the name of the person your question is for e.g. SEALL @david. Then enter your question and send
the text to 0207 183 8329. Standard network charges apply.
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Resilience in Oil & Gas
1st December 2015
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Current needs of the Supply ChainPaddy Collins – AubinJohn Glen – Spartan SolutionsMartin Noble – Samphire SubseaGunnar Olsen - TOTAL
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Resilience in Oil & Gas
1st December 2015
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LUNCH
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Resilience in Oil & Gas
1st December 2015
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Interactive Sessions• Strategic Resilience• Operational Resilience• Financial Resilience• Market Resilience
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Do you have a question for any of our Speakers? Is it of a sensitive nature? Then why not send it anonymously to our Text Wall. We will try to answer the most pressing questions during the day and will follow up on all questions post event. How to submit a question to our text wall: Type: SEALL (not case sensitive, followed by a space) followed by @ and the name of the person your question is for e.g. SEALL @david. Then enter your question and send
the text to 0207 183 8329. Standard network charges apply.
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Resilience in Oil & Gas
1st December 2015
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BREAK
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Resilience in Oil & Gas
1st December 2015
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Round up and Q&A
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Scottish Enterprise Text Wall
Do you have a question for any of our Speakers? Is it of a sensitive nature? Then why not send it anonymously to our Text Wall. We will try to answer the most pressing questions during the day and will follow up on all questions post event. How to submit a question to our text wall: Type: SEALL (not case sensitive, followed by a space) followed by @ and the name of the person your question is for e.g. SEALL @david. Then enter your question and send
the text to 0207 183 8329. Standard network charges apply.