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ϲ͘ϯ The ĸciency TasŬ &orce
T
h
e conce
p
t of m ax im ising e fficie ncie s and dr iv ing cont inuous im
p
r ov
e
m
e nt h as b
e
e n a p ar
t of t
h
e oil and gas
industry Ĩor decades͘ ,oǁeǀer, Ĩolloǁing the sharƉ oil Ɖrice decline in 201ϰ, the industry estaďlished its oǁn
ĨĨiciency TasŬ &orce ; T&Ϳ, led ďy Oil & Gas UK, to act as a ƉanͲindustry catalyst Ĩor sustainaďle change and ďe a
ǀehicle to communicate Ɖrogress and deǀeloƉ good Ɖractice͘ ^ince then, suƉƉorted ďy strong leadershiƉ Ĩrom the
T&, comƉanies themselǀes and the industry oǀerall haǀe transĨormed their eĨĨiciency, signiĨicantly reducing costs,
imƉroǀing Ɖroduction eĨĨiciency and realising real increases in caƉital eĨĨiciency ;see section ϲ͘1 outlining industry
KWIsͿ͘ This Ĩundamental change has Ɖut the industry͛s Ĩuture on a more secure Ĩooting͘
T
h
e E
T
F h as a num
b
e
r of gr oup s w or king acr oss indust
r
y t o ide nt ify p ot
e nt ial e fficie ncy im
p
r ov
e
m
e nt op
p or
t unit ie s
and realise saǀings aligned ǁith three Ŭey themes͗ oͲoƉeration, ulture and ehaǀiours͖ ^tandardisation and
Sim
p lificat ion; and Busine ss P
r oce sse s.
Figure 27: The Efficiency Task Force Structure
oͲoperation,
uůture
and eŚaviours
usiness
Wrocesses
^tandardisation
and ^impůiĮcation
oard
^teerinŐ 'roup