intrapreneurship in aibel€¦ · 04/06/2012 · aibel as aibel as is a leading service company...

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


■ 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


■ Several well established competitors

■ Not Aibel core business■ Competence missing


■ 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?


AC

Offshore Wind Mills

Onshore Trafo Station

<100

AC

AC

AC Collector HUB’s

Offshore Cables

HVDC Converter Stattion


■ 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


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



Taskforce


Signing of

intention deal

2010 Present

Initial Concept

FinalConcept


Aibel’s wind success – 1,8 BNOK

Present Standings



Taskforce


Signing of

intention deal

2010 Present

Initial Concept

FinalConcept


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

8

intrapreneurship in aibel€¦ · 04/06/2012 · aibel as aibel as is a leading service company...

Documents