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Meanwhile, the Efficiency Task Force intends to consider
the savings to be achieved from a shared and common
approach to routines and the supply of equipment. A
key focus will be to review specifications of valves and
piping classes, processes for routine well P&A and
subsea technology.
Behaviour Change – Co-operation, Culture
and Behaviours
The longer-term transformational change (referred
to in Figure 13 previously) can only come about with
true co-operation and cultural change in the shape
of collaborative working between operators, major
contractors and SMEs, harnessing the energy, insight
and innovation that each participant can bring to embed
new ways of working and create new business models.
Such an approach will continue to be a fundamental
requirement to secure the industry’s future.
There are already bright spots emerging where
companies are taking the initiative and working with
natural competitors for better outcomes. One specialist
in developing marginal fields is leading a consortium
of companies so that those with additional technology
and expertise in this discipline can come together to
offer more cost-effective ways for clients to overcome
technical challenges. A major operator has joined
forces with the operator of neighbouring acreage to use
seismic data enhancement techniques and drill a well
on a prospect thought to stretch across both blocks. As
a result, a commercial discovery has been made.
Furthermore, logistics companies are offering shared
services of supply vessels, all in the name of using
available resources more efficiently and at lower cost.
The challenge of seeing beyond traditional methods
and finding ways to share innovative working practices
with the rest of the industry is great and will require a
very different approach from all players. To succeed, the
approach needs to involve everyone in the workforce.
The Efficiency Task Force will consider the merits of
an Efficiency Charter and efficiency sharing events to
achieve this.
The automotive industry demonstrates what can be
achieved through concerted action to tackle costs
and improve efficiency within a high technology
sector. Vehicle manufacturers recognised that
standalone cost improvement programmes would not
deliver the necessary cost reduction to sustain their
market growth, while outsourcing and operational
improvement programmes such as ‘Lean’ could help but
were insufficient. In response, collaboration across the
sector, both regionally and globally, was pursued to good
effect. Strategic alliances emerged between leading
manufacturers and with key equipment suppliers;
support and logistic processes were shared across the
industry. Shared manufacturing facilities, standard
components, sub-frames and model architecture
are increasingly the norm while retaining strong and
separate brand identities.
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CO-OPERATION,
CULTURE AND
BEHAVIOURS