1. No category

Norwegian O&G industry – challenges and
opportunities
Stavanger, 17. juni 2015
Jan Skogseth, konsernsjef, Aibel
Krevende tider
•
Lav oljepris og kostnadskutt
-
•
Absorberes ikke lenger
-
•
Tendens til økt ledighet (4 prosent +)
Nye prosjekt
-
•
Færre prosjekt
Mange oppsigelser/permitteringer
Johan Sverdrup, Maria
23. runde – timeplanen må holde
Rekruttering og omdømme
Where is the market heading?
Up?
… views differ quite a lot…
Stable?
Down?
Johan Sverdrup will play a key role
exclusive exploration
4
Source: Olje- og energidepartementet
The oil service market, Norway
BNOK, nominal
CAGR 2010-2013: ~17%
+6%
-9%
+6%
Source: Rystad Energy
-10%
+3%
+4%
+3%
+4%
Nedgangen kom tidlig i V&M-markedet (prognose fra 2.
halvår 2014 , ytterligere forverring rapportert i 2015
Andre halvår 2013 = 100
Kilde: Norsk Industri
6
Field development NCS
Source: Rystad Energy AS
Source. Norwegian oil and gas, "Industribyggerne"
8
Timelønnskostnader norsk industri relativt til
industri i EU
Handelspartnerne i EU = 100, felles valuta
Kilde: TBU
9
Norsk leverandørindustri konkurransekraft i et globalt marked
• Effektivisering og kostnadskutt, full støtte fra industrien
- Standardisering og industrialisering
- Statoils STEP–prosjekt og tilsvarende hos andre
- God involvering av leverandørene er avgjørende
• Siste to år: Forbedret konkurransekraften, veltrimmede
leverandørkjeder og økt kapasitet
Foto: Kværner, Stord, Eldfisk 2/7S
Foto: Aibel, Haugesund, Gudrun
Aibel restructuring/improvement actions

Capacity adjustments
Manning trend 4Q13-1Q15 Aibel Group
8000

Own staff reduced with ca 1000 FTEs
7000

Total workforce reduced with ca 2500 FTEs
6000
5000

Cost reductions
4000

2000
Significant reduction of indirect/overhead cost
3000
1000
0

Organizational restructuring

Improvement projects addressing
Hired in Manual Workers
efficiency and productivity – internal and together with clients
1.
2.
3.
 Refine execution methods and improve productivity
 Simplify specifications
 Standardization
 Documentation
Hired in Non Manual Workers
Apprentices
Temporary Employees
Regular Employee
Sverdrup drilling platform – a result of
2014 improvement actions
■ Aibel’s success in winning the Johan
Sverdrup drilling platform contract would
not have been possible without the
significant improvement actions taken in
2014
■ Contract: 21,500 tonnes drilling platform
(topside)
■ Scope: Engineering, Procurement,
Construction and Completion
■ Value: NOK 8 billion
■ Timing: 2015 - 2018
■ Execution model:

Engineering Aibel Asker and Thailand

Construction Haugesund, Grimstad and
Thailand
Knowledge, experience and technology transferred
and shared
Foto: Salmar
Foto: Andritz Hydro, Hammerfest
Foto: Statoil
Foto: Ecomerden
Foto: Kongsberg Gruppen
Foto: Nexans
Foto: Aibel
Foto: ØPD Solutions
/Preline, lukket oppdrett
13
DolWin beta in
Haugesund
Global energy mix
Fossil fuels are here to stay, for decades
Excl. Bio-fuels
Source: EIEA (history), Statoil (projections)
©
2008