GREEN MACHINES; PROFIT WITHOUT PUNISHING THE PLANET
TWO EXECUTIVES IN SINGAPORE DETAIL HOW THEIR COMPANIES GUARANTEE CLEAN OPERATIONS.
STEPHEN HILL, COO OF BRITOIL, A GLOBAL PROVIDER OF MARINE
TRANSPORTATION AND ANCHOR HANDLING VESSELS.
Britoil won the award for the most environmentally friendly and efficient
shipyard in Batam in 2013.
Hill comments, “Right from the start, our HSE function has been the
cornerstone of our operation- across our fleet and in our shipyard. Britoil
strongly believes a clean, tidy, and orderly operation in the shipyard creates
a mindset across the business and across staff and contractors working there
which is more sensitive to environmental and health and safety issues. A
clean, orderly workplace is conducive to being aware of the environmental
considerations that have to be made on a daily basis. Developing a culture
that proactively deals with these issues is essential.
“Britoil’s being awarded the distinction of the most environmentally
friendly and efficient shipyard in Batam in 2013 is testament to our company’s attitude towards responsible commercial practices, as are our ISO 14001
and OHSAS 18001 certifications for environmental and occupational health
and safety standards respectively. We take these issues very seriously.”
BRENDAN WAUTERS, FORMER PRESIDENT
AND CEO, SENOKO ENERGY
Senoko Energy is Singapore’s largest power generation
company, with over 3300MW of generation capacity.
Singapore and Senoko both have a very positive
story to tell with regard to sustainability. The carbon
intensity of gas fired generation is around 40 percent
lower than that of oil fired generation. It is striking that
in 1990, all of our generation was oil fired; in 2000, 80
percent; and today all our production is gas-fueled.
Our carbon intensity has reduced by two fifths over
that time but even more significantly we generate less carbon dioxide than
before in total, even with increased generation capacities. Carbon dioxide is
a global issue, but NOX and SOX emissions are local ones. Gas is the clean-est conventional fuel so there have been notable improvements with regard
to reducing emissions of those pollutants as well.
Gas use, therefore is a very positive development.
foundation for further expansion, which, Tang comments, “may in future
lead to acquisition of a shipyard here in Southeast Asia.”
Despite big changes, Tang conveys a sense of considered caution.
“It is important to take this process step by step: and perhaps the
company is moving forward a little more cautiously, with a more tempered
“For McDermott, the key objectives will be to grow the company
and to ensure profitability in the two main sectors- offshore and subsea,”
says Hugh Cuthbertson, speaking about that business’ substantial recent
overhaul. “The company has two executive vice presidents who will be
able to focus on these sectors entirely and without compromise. We will
be closely in touch with the markets, partners and potential customers
to deliver real solutions, drawing on the entire asset base of McDermott.
This global resource is of particular importance and will be a powerful
driver to secure further work for the company.”
“McDermott now has an organizational structure capable of deliver-
ing this cohesive world view yet also providing a structured, regional
focus,” continues Cuthbertson. “The business is now seeking to grow
in areas where it has not had a traditional presence, or where it has not
been present at all. We have been quite strong in APAC and the Middle
East, but are seeking growth in the Americas, Africa and the North Sea.”
EPC work, is of course, a challenging business. Planning and execu-
tion of all requirements are required in full for any such business to
deliver success. The establishment of rock solid core competencies and
focus is essential to secure repeat and new customers. “Such an emphasis
means that McDermott can be trusted to complete projects to the re-
quired on schedule, safely and to a high standard” says Scott Cummins,
executive vice president.
McDermott has recently reached the end of a
restructuring process which has shifted the company’s
foundations significantly, seeing the addition of a
new CEO, two new business sections and the implementation of a strategy seeking to guarantee growth.
The priority in that endeavor has been to make the
company leaner and more efficient.
There are many reasons that spark the move to
restructure. Acquisition can be one, as was the case
at OMS Oilfield Services. The company was taken over by Sumitomo
Corporation, which was impressed by and acknowledged the company’s
brand strength. “They decided to retain us as a quasi-independent
company,” says How Meng Hock, president and CEO of OMS. “Sumi-
tomo Corporation is a trading group which is a clear motivation for them
to retain our name’s reputation. In the last couple of years, our two enti-
ties have gone through a period of integration, with the meshing of
cultures. Sumitmo has a vision to move beyond trading and investment
to a more industrially focused operation.”
The executive continues, “When I arrived with the company, a year
and a half ago, the decision was made to move from our current busi-
ness sector- that of the tubular and conductive business and premium
connection to a wider positioning over the next four or five years. We
would seek to be an equipment or oil field service company provider.
The strategy behind this based on a 2019 vision, in which the organization would be a dynamic enterprise at the forefront of the oil and gas
industry. We would no longer be solely a machine shop, but an integrated
service operation, combining a tangible and intangible operation. This
would provide more value to our customer, and we have started pushing
this strategy forward just this year.”
& CEO, OMS