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Intrapreneurship in AibelInnovating from Within
Fornebu 04.06.2012
Lars Horn
Lars Horn
■ MSc NTNU Trondheim – Produktutvikling og Materialteknikk
■ Senior Marked og Sales Engineer
■ Senior Concept & Study Engineer
■ FERD jury member several years under UE
Agenda
Tell you the story of how and why Aibel went from beeing a leading service provider in the oil & gas industry to also enterthe renewable market.
Intrapreneurship
Intrapreneurship is meant to encourage employees in developing their own ideas, innovations, and techniques into solid plans ofaction that benefit the companies they work for.
Introduction
Aibel AS■ Aibel AS is a leading service company that works within the oil, gas and renewable energy sectors.
We provide our clients with the best engineering, construction, upgrading and maintenance
solutions.
■ Industry pioneer with a 100 year old history
■ Annual turnover of approximately seven billion NOK (2010)
■ 5000+ employees worldwide, main part of workforce located in Norway.
Vision statement
We deliver sustainable solutions
Scope of services
■ Studies and engineering contracts
■ New offshore facilities, fixed and floating
■ New onshore facilities
■ Long term maintenance and modifications (M&M) contracts with Statoil and ConocoPhillips
■ Focus on Norwegian market
■ Modification contracts on offshore and onshore facilities
■ Studies & engineering contracts
New Business
Unit
Modifications &
Upgrade Projects
Field
Development
MMO Frame
Agreements
?
Scope of services
Aibel is a leading service company within the oil, gas and renewable energy industry
Concept studies
FEED
Engineering
Procurement
Fabrication
Installation
System completion
Maintenance
Operational support
Decommissioning
Compliance, Quality and HSE
Prerequisite
Oil & Gas sectorThe oil & gas sector is mainly driven by the demand and supply. When the oil and
gas prices plummets it directly affects the service industry. As recent as in 2008
when the oil prices where as low as 45 $ per barrel several big field development
projects where put on hold by the oil companies. The consequence of this incident
were many layoffs in the industry.
New market
■ How to reduce the exposure to the oil & gas prices?
■ Utilise the Aibel personnel and core competence to produce products that’s not affected by the
cyclic changes in the oil & gas market.
■ Enter into the offshore wind marked
Process
ProcessA good idea is usually the result of some luck and coincidence, which is also true in this instance.
In this case there were three main processes which started more or less at the same time and ran in parallel.
■ Aibel where looking for new markets to enter into
■ Contacted by another company to investigate collaboration opportunities
■ The youths in Aibel urged the management to think greener
Process
■ The taskforce consisted of the most competent personnel from all areas within Aibel’s organisation
■ Totalled 16 persons
This lead to the establishment of a Task Force to develop a concept and further explore the offshore wind possibilities
Process
Aibel Strengths:
■ Manage and execute complex projects
■ Construction of onshore and offshore facilities
■ A flexible organisation
■ Build on our core competences and capabilities
■ Build on our facilities
■ Further expand and develop our core competences and capabilities
Major focus for taskforce, how to utilise our strengths to enter into the offshore wind market:
Aibel Strategy:
Process
Pressure from the youths to be ”greener”
Further Market & Sales Activities
Taskforce
Development of new Business Unit
Signing of
intention deal
2010 Present
Development of Concept
Development of Concept
■ The task Force were relocated to a “secret bunker” to develop a feasible concept in two weeks.
■ A solution which would cater to a part of the offshore wind market
Initial tools
Development of Concept
■ Several well established competitors
■ Not Aibel core business■ Competence missing
■ Several well established competitors
■ Not Aibel core business■ Competence missing
Transport of electricity
Offshore Wind Mills Onshore Trafo Station
Not plausible Market Not plausible Market
■ Few established competitors■ Some parts core business■ Competence on some parts
Plausible Market
What is required?
Development of Concept
AC
Offshore Wind Mills
Onshore Trafo Station
<100
AC
AC
AC Collector HUB’s
Offshore Cables
HVDC Converter Stattion
■ Several well established competitors
■ Small volumes■ Need heavy lift vesselAC Collector HUB’s
Offshore Wind Mills
Onshore Trafo StationHVDC Converter Stattion
Offshore Cables
■ Few established competitors
■ Big platforms is Aibel core business
Transport of electricity
Electricity to consumer
DCAC
Development of Concept
HVDC Converter Stattion
■ Few established competitors
■ Big platforms is Aibel core business
■ A new market
2 weeks
Initial design
Development of ConceptThe concept were later refined and further detailed, This process had a final concept ready after 6 months
Initial tools Final Design
Process
Pressure from the youths to be ”greener”
Further Market & Sales Activities
Taskforce
Development of new Business Unit
Signing of
intention deal
2010 Present
Initial Concept
FinalConcept
Development of Concept
Aibel’s wind success – 1,8 BNOK
Present Standings
Pressure from the youths to be ”greener”
Further Market & Sales Activities
Taskforce
Development of new Business Unit
Signing of
intention deal
2010 Present
Initial Concept
FinalConcept
Development of Concept
Green profile
Contract Signed
New BU
Scope of services
■ Studies and engineering contracts
■ New offshore facilities, fixed and floating
■ New onshore facilities
■ Long term maintenance and modifications (M&M) contracts with Statoil and ConocoPhillips
■ Focus on Norwegian market
■ Modification contracts on offshore and onshore facilities
■ Studies & engineering contracts
Offshore
Wind
Modifications &
Upgrade Projects
Field
Development
MMO Frame
Agreements
■ New offshore facilities, wind conversion platforms
■ Maintenance and facility services
Questions?
Offshore Wind Connections600-1100 MW HVDC platform
© 200
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