Oct 5, 2020

Deloitte: embrace a digital workplace culture

DigitalTransformation
Oil
Gas
chemicals
Bizclik Editor
2 min
Deloitte Insights report highlights four levers of transformation to overcome 'great compression'
Deloitte Insights report highlights four levers of transformation to overcome 'great compression...

Creating a structured roadmap for digitalisation to transform who carries out work and how holds the potential to unlock new operational gains, effectively manage a distributed workforce and virtualise the entire business model through technology-enabled, human-driven decision making, according to a new Deloitte study.

The Future of Work in Oil, Gas and Chemicals: Opportunity in the time of change explores the opportunities today's changed environment presents organisations to transform themselves and bolster their earlier appeal with current and prospective employees.

The industry's reputation as a reliable employer has been challenged following big layoffs - 107,000 lost their jobs between March and August - and heightened cyclicality in employment triggered by recent subsequent downturns and the COVID-19 pandemic. The study highlights that 70 percent of jobs lost during the pandemic may not return by the end of 2021, assuming oil stays around $45 per barrel oil.

Four levers of transformation

The report highlights four levers of transformation - energy transition, integrated human-machine collaboration, recoded careers, and organizational agility - which could push OG&C organizations into the future.

  • With only 1-2 percent of oil and gas capex spent on new green energy projects, there is nearly "unlimited scope" for companies to transform their traditional hydrocarbon model.
  • The power of digital transformation lies in a structured road map that extends structural changes from an individual asset level to the entire organization and creates a platform for innovation and collaboration. The human-machine collaboration model is one such road map.
  • Renewing the focus on the workforce lies at the very center of the talent puzzle, and the time has perhaps come to revisit the traditional talent life cycle.
  • With dwindling gains from the usual performance levers in the near term, it is time for organizations to now challenge their traditional way of functioning, including how they have set up their core and support functions, and how they manage resources and work with partners. Put simply, organisational agility is the way forward with fndamental changes needed across each element of the income statement and balance sheet.

Duane Dickson, Vice chairman and U.S. oil, gas and chemicals leader, Deloitte LLP, said: "Companies that choose to see the coming decade as an opportunity for transformation will likely not just outlive this compression but may even lead the industry into the future of work. By putting people at the core of business transformation strategies, the industry may hopefully regain its appeal and position itself for what's expected to be a much different landscape in the future."

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May 6, 2021

Global Offshore rebrands Enelift and invests in global hubs

Tubulars
rebrand
Globalhubs
Dominic Ellis
2 min
Enelift plans to augment existing solutions with robotics and remote operational and training technology

Global Offshore has rebranded Enelift and will invest "a seven-figure sum" in establishing new support hubs in Houston, Dubai, Singapore, Perth and the Caspian during the next six months.

The investment will cover oil, gas and renewables, mainly concentrating on manufacturing capability with associated R&D, as well as in stock held in the hubs.

The company’s flagship Hinge Lok technology provides aluminium, non-welded light weight transportation cradle for casing and tubing. Enelift now plans to enhance its offering by augmenting its existing solutions with robotics and remote operational and training technology, which will reduce manpower for handling offshore equipment that is transported and stored using the Hinge Lok system.

Enelift is partnering with "a Japanese robotics company" and the technology will be trialed with "a Norwegian operator on a Norwegian drilling rig", according to a statement.

Operating from its bases in Aberdeen, UK and Esbjerg, Enelift was founded by 35-year industry veteran and Managing Director Paul Brebner 10 years ago to offer the offshore energy industries safe, reliable and efficient storage and transportation of equipment.

The expansion plans are bolstered by the appointment of Jim Clark of the Craigendarroch Group to Chairman, and Adam Maitland to Non-Executive Director. Maitland is the Managing Director of Hutcheon Mearns IF, and brings his wealth of expertise in the field of corporate finance.

Brebner said Enelift may be a new name in the market, but the experience it brings is "industry renowned".

"Our solutions are underpinned by safety that enables inefficiencies and their associated costs to be eradicated – meaning operational personnel can focus doing what they do best, safely. We remain committed to providing the safest storage and transportation solutions for equipment in the sector as we grow our global operations," he said.

Clark said the market is changing and its solutions fully support customers’ economic and safety aspirations.

"We are very well placed to take full advantage of increasing opportunities in the Middle East, Africa, Far East and Americas. Safety is our absolute commitment to our customers and our support hubs will facilitate this. Aligning our identity to our entire offering ensures that we will drive our expansion through new products and global support sites across the rest of this year."

 

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