Marketing Summary Report


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Marketing Summary Report

  1. 1. Doc No. Marketing Summary Report By Melisande PETIT REV DATE REASON FOR ISSUE/REVISION ISSUED BY REVIEWED BY D.C. CHECK APPROVED BY Initial Signed Client: GSA Project No: Client Project No: Doc No:
  2. 2. Doc No Rev xx Page 2 of 37 CONTENTS CONTENTS .......................................................................................................................................... 2 OBJECTIVE .......................................................................................................................................... 3 1.0 OVERVIEW OF COFELY FABRICOM GDF SUEZ AND GSA ................................................... 4 2.0 MARKETING TOOLS AND SYSTEMS ...................................................................................... 7 3.0 TARGET AREAS/FIELDS FOR NEW BUSINESS DEVELOPMENT.......................................... 9 4.0 IMPLEMENTATIONS PROCEDURES......................................................................................32
  3. 3. Doc No Rev xx Page 3 of 37 OBJECTIVE The objective of this report is to present my vision of what I would expect in terms of Marketing from a company like GSA, to explain what systems and procedures I would use and how I would implement and monitor them. Besides, it will also present an appraisal of some relevant market sectors.
  4. 4. Doc No Rev xx Page 4 of 37 1.0 OVERVIEW OF COFELY FABRICOM GDF SUEZ AND GSA GDF SUEZ is one of the world’s foremost energy companies, with 6 operational business lines and an international presence on 5 continents. Cofely Fabricom GDF SUEZ is part of the Energy Services business line which employs 77,500 people worldwide. Cofely Fabricom GDF SUEZ is a leading player in the market of infrastructure, services, industry, energy, oil and gas and have a strong presence across Europe, with a turnover of over £73,000,000. Cofely Fabricom GDF SUEZ is one of the leading multi-disciplined engineering, project management and construction organisations in the UK. Their aim is to be their Clients automatic partner of choice by optimising and reinforcing their capabilities through collaboration. As an organisation they can take a concept and turn that concept into reality, but in order to achieve that they need, and have, skilled technicians, engineers and managers. They can also offer high levels of safety performance and a track record of delivery. 1.1 DESIGN AND ENGINEERING Our design and Engineering division Grimley Smith Associates ("GSA") can form a concept and turn that preliminary design into reality. Grimley Smith Associates is a multidiscipline engineering consultancy providing comprehensive engineering design and project management services to the Energy, Chemical and Process Industries across the UK. GSA provides a range of integrated engineering design disciplines including; Process, Mechanical, Electrical, Control and Instrumentation, Piping and Civil. GSA has been trading successfully since February 1992 starting with two chemical engineers and has maintained continuous steady growth in terms of both turnover, profitability and the range of operations to include multidisciplined team of professional engineers offering the full project range. December 2010, GSA was acquired by Cofely Fabricom to become a wholly owned business unit within the Fabricom Oil Gas and Power Group. The Fabricom group are part of the world’s largest utility company in the world, GDF SUEZ with annual revenues exceeding 90 billion euros. Our consultancy strength is in process engineering led design and project management with the project size quite varied from single day consultancy through to design projects of up to 70,000 man-hours. We have experience of a range of industry sectors, with a particular emphasis on petrochemicals and oil and gas. Typical projects range from HSE type work (e.g. HAZOP studies, area classification, SIL assessment, relief system design, dispersion modelling, etc.) through to FEED studies for plant modifications, storage facilities, jetty and road loading facilities, etc. In terms of engineering we believe that we are unique in our approach to projects. Our process engineering led approach means that we are successful in giving clients bespoke solutions and bringing our projects in on time and to budget. As a small / medium sized company we
  5. 5. Doc No Rev xx Page 5 of 37 retain a flexible and positive outlook to our project approach and have maintain a close relationship between higher management and staff. We have developed this approach successfully in the UK project this into our operations in the Middle East. We employ engineers with a good spread of industry experience with what we think is the right balance to maintain cost effectiveness. This allows us to offer general design and specific expert services with equal skill. GSA employs a highly qualified team of experienced professionals and has delivered contracts to a high specification across the world. GSA specialises in delivering early-stage engineering design packages and implementing smaller-scale technically complex, novel technology engineering projects. 1.1.1 FEASIBILITY STUDIES GSA’s Feasibility Studies provide a solid foundation for any process led engineering project. Feasibility studies facilitate informed decisions; often saving companies’ and investors’ time, money and effort throughout the life of a project. Feasibility studies or Option studies objectively uncover the strengths and weaknesses of an existing business, technology or proposed new venture. GSA’s extensive in-house knowledge and expertise can be applied to your project, setting the precedent for achieving optimum value while keeping effective controls on cost and programme. 1.1.2 CONCEPTUAL DESIGN GSA’s Conceptual Design Studies shape a project’s success, strategy and development plans for the future. This early phase of project planning is quite complex with various decisions being driven by variables such as; health & safety, security, environmental impact, logistics, technology, complexity, infrastructure availability and economic evaluations, all of which can have a direct impact on capital cost. 1.1.3 FRONT END ENGINEERING DESIGN (FEED) GSA’s Front End Engineering Design packages sets the precedence for achieving optimum value for any process led engineering project while keeping effective controls on cost and programme. At FEED phase, various studies are completed to resolve the relevant technical and safety issues and risks influencing the project. The FEED study fixes the design intent which will be subsequently taken forward into Detailed Design and Construction. The Detailed Design and Construction phases of a project tend to represent the largest proportion of the total project investment (i.e. 60-90%), therefore investing adequate time and effort in a FEED is essential to ensure the success of a project and reduce operational risks. GSA can provide technical and cost evaluations on vendors’ proposals to assist the client in making the best available technology selection. GSA is not aligned with any equipment supplier; we provide these services in a completely objective manner solely based upon the technical and economic aspects of the options available. 1.1.4 DETAILED DESIGN During Detailed Design the scope defined in the FEED is developed to produce the definitive information required for construction and installation. During this critical phase the plan
  6. 6. Doc No Rev xx Page 6 of 37 developed during the FEED is worked and key success parameters are closely monitored to maintain project control. To provide continuity and avoid lengthy tendering, it is preferable for the engineering team responsible for the earlier phases of the project to follow it through detailed design into implementation. This ensures that historical knowledge stays with the project all the way through to commissioning saving time and money. 1.1.5 EPC/EPCM Instructing the FEED contractor to complete the project on an EPC/EPCM basis can provide clients with several major advantages. Most significantly the FEED contractor is fully familiar with all aspects of the design, project plan and business objectives. Selecting the most appropriate strategy is key to successful project execution. GSA has expertise in contract management strategies and can assist clients during the FEED phase to ensure the most appropriate execution contracting strategy is selected; this may include EPC or EPCM approach dependent upon clients’ requirements. GSA is able to draw on many years of experience of its parent company, Fabricom GDF SUEZ for multidiscipline construction and installation. 1.2 PROJECT MANAGEMENT We have the people, systems and skilled resources to deliver a flexible and responsive service regardless of the scale and complexity of the project. 1.3 CONSTRUCTION We have the expertise to manage and deliver quality projects with real skill and efficiency for our clients in the oil, gas, power and allied industries. 1.4 INSTALLATION We offer a wide range of services that can be tailored to suit your requirements, including complete turnkey installations. For optimal flexibility, we offer integrated solutions to fit your individual requirements. We work with you to accomplish your business goals. 1.5 MAINTENANCE AND MODIFICATIONS Cofely Fabricom GDF SUEZ prides itself in developing and supporting maintenance solutions to the oil, gas, power and allied industries. We have the understanding, flexibility and commitment to deliver the best operational solution available. 1.6 RENEWABLES Cofely Fabricom GDF SUEZ in the UK has extensive experience in the provision of project management, construction, installation, maintenance and skilled resources for the offshore renewables industry.
  7. 7. Doc No Rev xx Page 7 of 37 2.0 MARKETING TOOLS AND SYSTEMS 2.1 A GOOD WEBSITE: KEY TO SUCCESS The website is a virtual shop front, it must be attractive and the information has to be clear and appropriate. When a client is in need of an engineering consultancy, the first thing he does is to search on the Internet for a company that can offer him this service. The website is therefore the first impression, the first image of the company in the client’s eye. Then it has to be irreproachable. On the home page, you have to attract potential clients and encourage them to stay on your website. Contents like a video, an animation, or pictures can be a very good way to catch clients’ attention. Besides, you have to indicate on the home page what are your activities exactly but above all, you have to already show what can GSA bring to the client that competitors lack, what is your added value, why to choose GSA rather than someone else. It can be very interesting to also find clients’ feedback and testimonials in addition to case studies on the website. It brings trust and credibility, and the potential clients will be more in a position to rely upon you. Moreover, participating in social networks by commenting or blogging on issues that are of interest to potential clients becomes more and more important and beneficial with the increasing growth of the social networks. The company must be present on the professional social networks (LinkedIn…) and must be an active member of those. 2.2 SHOWS, CONFERENCES, EXHIBITIONS: DIRECT CONTACT WITH CLIENTS Attending professional shows related to your field of expertise is an outstanding opportunity to be in contact with new potential clients but also to be informed on what’s on, the innovations, the state of the market, and what the competitors do. It’s a source of information that must be exploited. It is the place for showing yourself in your best light. The main goal is to collect contacts that will be likely to result in contracts and acquisition of new clients. Being part of conferences is an excellent way to show your expertise and reliability in a certain area. Again, it’s all about trust and the image of the company that you give. If they have a good memory of you during a conference, potential clients are more likely to choose your company instead of one of your competitors when they will need an engineering consultancy. Needless to say that these shows, exhibitions and conferences are the perfect place to promote your company. If you want good results and benefits from these events, you have to shine! The selection of the employees who are going to represent the company during these events is quite important. You have to choose an expert about the topics of the show/conference (for example, Pete Sanderson is the best placed to attend events about quality and security as Amandeep Othi is for more technical topics). It can be interesting to also have somebody in a powerful position in the company (Martyn Whiteley, Mike Smith, Clive Rounce…). To finish, you have to send a Marketing representative of GSA who will be able to sell the company to clients/consumers.
  8. 8. Doc No Rev xx Page 8 of 37 2.3 SPECIALIST JOURNALS The technical journals are excellent means of communication because the readers are already more or less expert in the subject covered by these journals. It gives information to a well- informed public who will be able to understand the message, even when a bit technical and specialised. Publishing articles in specialist journals is the opportunity to show your expertise in a given area, it’s a token of seriousness. It is also the chance to promote your company. You can publish your success stories in a technical journals to show your experience and publish articles on issues or innovations in your market sector. It will give you credibility in the clients’ eyes. 2.4 CLIENTS’ FEEDBACK We all have a favourite shop, restaurant, and cinema—one of the main reasons customers remain loyal to an organization is an overall positive experience. This is why it’s important to know if the clients appreciated your work and if yes, to understand WHY is primordial. You have to ask for feedback from the clients. After a project has been completed, contact clients to ask them how they feel about the outcome and if you can do anything more to help. Ask them, maybe through a questionnaire, if you have met their expectations and why or why not, what would make them call on GSA’s services again (or not). All the answers must be studied and should lead to changes. You have to build partnerships through client-relationship management that exceeds expectations. If a customer asks a question via email, respond promptly. You should also give regular project updates, and even when a client is being difficult, you should always treat them with kindness and consideration. In business, it’s the small touches that make a big difference.
  10. 10. Doc No Rev xx Page 10 of 37 During a meeting with Mike Smith, Martyn Whiteley, Hannah Thomas and five other people, the chart above has been created in order to estimate and rank the different industry markets in terms of opportunity for business development. The industry markets are: Large Established Assets, Tank and Mixing Farms, Renewable Energy, Pharmaceutical, Recycling Companies and R&D Facilities. The two most interesting business areas are EH&S Performance and Assistance with Regulatory Compliance (apart from Recycling Companies market for which is Cost Effective). We can see that EH&S Performance is the most interesting business area for Pharmaceutical, Large Established Assets and Tank and Mixing Farms, which is not surprising because due to the important need in safety of these industry markets. 3.1 LARGE ESTABLISHED ASSESTS Here are some information about Saltend Chemicals Park established by BP Chemicals ltd, a BP branch, which is a good example of large established assets and that represents a great opportunity in terms of business development. The many advantages of this site are presented below. 3.1.1 THE PERFECT LOCATION “Saltend Chemicals Park is located in the heart of the UK’s Energy Estuary - a thriving super- cluster of world-scale chemicals and energy operations around the Humber, one of Europe’s busiest ports complexes. Already home to a host of blue chip brands such as Centrica, ConocoPhillips and Croda, the Humber is leading the way in the development of the renewable energy sector, with wind power, tidal technology and biomass all prominent. Saltend was the location of choice for the £350 million Vivergo Fuels plant, the newest and among the largest biofuels production facilities in Europe. Vivergo followed world-class businesses such as International Power, INEOS and Nippon Gohsei in selecting Saltend for major investment. The Humber region has the UK’s largest petrochemicals manufacturing plants; accounts for a quarter of the country’s oil refining capacity; and lands and distributes 20% of the UK’s natural gas. Energy is big business here.” 3.1.2 FACTS ABOUT THE REGION Renewable Energy The Humber is becoming a centre of excellence for renewables in the UK
  11. 11. Doc No Rev xx Page 11 of 37 Population 42% of the population is under 35 years of age compared to 34% nationally % of UK Energy Supply Hull has one the largest amount of energy creation of any single region in the UK Operating Costs Yorkshire benefits from 20% lower operating costs than the national average Size The Humber is the busiest ports complex in the country 3.1.3 STRATEGICALLY PLACED FOR GLOBAL DISTRIBUTION “Location is a key advantage, with the Humber’s central positioning in the UK, facing out to the Continent, meaning that 75% of UK manufacturing sites can be reached within four hours and customers in mainland Europe within 24 hours. Logistics companies ship to more than 150 countries from the Humber, Britain’s busiest ports complex with over 170 shipping lines operating regularly from and to the UK gateway to Europe. Uncongested road links connect the Humber rapidly with the rest of the UK and the region also has two airports and a thriving ferry terminal. With expertise at the University of Hull’s Logistics Institute and the UK's first operational World Trade Centre, Hull and the Humber is a centre of excellence for logistics and a vital global hub for trade and industry.”
  12. 12. Doc No Rev xx Page 12 of 37 3.1.4 A CULTURE OF SAFETY “At Saltend Chemicals Park, BP Chemicals Ltd draws on decades of experience, underpinned by excellent safety standards and procedures, to deliver a safe environment for all who work on the site or come into contact with the operations and products. Safety is an overriding priority and fundamental value for everyone who works for BP Chemicals. The dedicated team is responsible for providing excellent safety performance as part of a continuous improvement programme to deliver best-in-class services to the cluster of operators on site. A strong ethos within the team who are dedicated to a target of ‘no accidents, no harm to people and no damage to the environment’. The BP Chemicals Safety Team provides support, advice and information, monitors compliance and administers the health and safety systems necessary to reduce risk and the impact that operations may have on people and the environment. BP Chemicals are committed to creating an incident and injury free environment that enables safe and reliable operations and services of which we can all be proud.” 3.2 TANK AND MIXING FARMS Top Trends effecting the tank storage industry The storage tank industry is perpetually changing, with new trends continuously appearing and shaping it into what it is now and what it will be in the future. Here, we have put together a short list of those trends as described by some of the best and the brightest in the industry.
  13. 13. Doc No Rev xx Page 13 of 37 They are professionals from a variety of backgrounds within the storage tank industry, discussing such concerns as how the high demand for fuel storage is affecting the quality of the containers. They speculate on the consequences of moving the market into Asia. A more fascinating trend is the recent conversion of failing refineries into more modern, and much more profitable, storage terminals. Daniel Classens from the Verwater Group tells us what to expect from the current price fluctuations that have been occurring with bulk materials. Stefan Von Woenzel lays out for us unexpected changes in the industry due to USA’s sudden self-sufficiency. Each of these new trends will undoubtedly affect the market. How they will affect it is discussed here. This is just a taste of what’s been happening in the storage tank industry. Feel free to comment on these or add a few more of your own to the discussion. Tony Quinn, CEO Tankbank international and Founder and “In general the trends for discussion are as follows:- 1 is the enormous appetite for fuel storage affecting the availability of quality chemical tanks? 2 the European and US storage markets are flat and relatively mature now we are starting to see availability opening in s.e Asia for the first time in 10 years and there is still 10million m3 planned to be build – are we killing the golden goose? 3. The investment funds are back in the market for the first time since the GEC – expect changes in ownership – how will the Financial owners deal with potential decline in returns over the next 5/10 years 4. Oil traders are selling owned storage to NOC’s and other major investors – does this signal enough capacity in the market or that they believe the market for storage has peaked” Ms Sharé Mason, International Sales & Marketing Manager: StocExpo & Tank Storage Events In Asia there is a growing trend to take advantage of rock caverns which are being converted underground storage facilities. The Middle East, especially Fujairah, is seeing rapid growth CM/301659.html Across the world there is a growing trend to convert failing refineries in to profitable storage terminals A number of terminal operators are going in to joint ventures or acquiring existing terminals as they develop their portfolios Curtis Stewart, Construction Rep at Chevron USA (Swift) “What I see as a trend is tank owners needing to be flexible in what products can be stored in their tanks. Due to the way the storage companies (MLP’s) are structured, they have to be able to utilize their assets. While there will always be tanks with dedicated service, the flexibility of stored products allow the tank owner to maximize the revenue generation of the tank asset. I also see movement in the upstream companies to get away from the Run to Failure mindset with the 12 series tanks. If the regulators ever get serious about the leaks from the production storage tanks, there will be an explosion of requested services for tank cleaning, inspection and repairs. The tank inspection companies will have to get away from their 3 and 4 member inspection teams to 1 inspector with a third party hole watch. These inspectors will have to understand the difference between the requirements of 12R1 and 653. While API has taken up integrating 12D, F and R1 into 653, there has not been much movement on doing this. I feel this will change when the thunder comes down from the regulators. And I feel there will be a lot of pushback from the upstream tank owners as they realize the days of Run to Failure are over and leaking tanks are no longer acceptable. They
  14. 14. Doc No Rev xx Page 14 of 37 will have to be proactive to prevent loss of containment. The tank owners will need to decide if these tanks will be repaired or replaced. Sometimes the replacement cost is less than the repair cost, IF you can get the replacement tanks. There is a tremendous demand for 12 series tanks now due to the explosion in E&P the last few years and some tank manufacturers are months behind. Put regulatory pressure to clean and inspect a bunch of tanks that have not had any service for years with owners who believe in Run to Failure, the demand for new tanks and repair services will be heavy. To prevent corrosion of these tanks the owners will need to be diligent when the facilities are set up and to provide proper corrosion protection to the tanks. This will increase pressure on coating companies to provide properly trained and equipped crews to install these coatings. Many of these in high H2S environments.” Daniel Claessens, Division manager Engineering – Verwater Group “I’ll think it would be energy and typical trading trends, the expected (statistical trends) price fluctuations of bulk materials, handling etc. In extra some strategic measurements i.e. APETRA and/or some strategic places i.e. for fuel oil bunkering (to remove floating storage) and/or colocation of raw materials for production plants but subcontracted to terminals and/or storing and handling of waste materials i.e. Marine oils etc. And of course gas handling etc…” Vikram Singh Rajpurohit, FRP Piping & Tanks Specialist “The rapid advances in technologies in various fields have also recorded significant progress in the field of tank industry. Though the basic methods of protection of materials like use of corrosion-resistant materials, application of surface coatings and cathodic protection have largely remained the same, the approaches and techniques adopted in each of these fields have been so advanced that one could today advocate appropriate protection systems with high reliability and performance.” Jan_Knappert, DR Sthamer – Hamburg “Legislation driving environmentally compatible products with superior performance in Fire Fighting.” Stefan Van Woenzel, Author of The Oil Traders’ Word(s) I think the big change in the oil industry at the logistic side is the change of global oil flows since USA is getting more self-sufficient on oil supplies. They are not importing that much anymore as they use to do. I think everybody in the oil industry sees this. Michael Polsin, Northeast Region Manager (USA/Canada) CST Storage In order to differentiate one tank coating from another, one must distinguish the facts from marketing fluff. This includes conducting deeper research into what application processes are used to ensure the material’s characteristics are maximized. Armed with this knowledge, you will be better equipped to interview vendors with questions that will help peel back the layers of misleading information and uncover the truth about what is the best coating choice for your particular tank application and financial criteria. Paul Nix, General Manager Storage bulk liquids Well one of the trends is blending of products on specification because of the different legislation in the different countries and regions.
  15. 15. Doc No Rev xx Page 15 of 37 Another would be “Stench control”, more and more living quarters are moving closer to industry and people start complaining about stench. There is yet not a lot methods developed for this “stench control”. Mantrala Sastry, Ex Shift Supervisor at QATAR GAS “Crude tanks sludge formation cleaning & disposal of the sludge nearly 20+ years settled sludge it took us more than a year—-environment issues in dumping etc., is worth discussing” Lance Berry, President & General Manager at Rosemount Tank Gauging – N.A. “A current trend in the industry is the adoption of the new API2350 overfill standard. Rosemount Tank Gauging is well position to assist any site in their assessment, gap analysis and implementation of this new standard. Another trend that is emerging in tank farms is a growing concern over the floating roof in floating roof type tanks. Today this is commonly overlooked and is a maintenance problem, but more importantly a safety concern. The first action should be to find out its behavior, and then take necessary actions. A best practice for the future is to have online monitoring of the inclination of the roof, at a minimum with sensors.” 3.3 RENEWABLE ENERGY The renewable energy industry Key results show: Renewables’ share of electricity generation was 13.2% in 2013 Q3, an increase of 1.4 percentage points on a year earlier, reflecting increased capacity. However, this was 2.2 percentage points lower than the record share set in 2013 Q2. Renewable electricity generation was 10.3 TWh in 2013 Q3, an increase of 7.6% on the 9.6 TWh in 2012 Q3, but 21% lower than the quarterly generation of 2013 Q2 (13.0 TWh). Bioenergy generation was up by 26% in 2013 Q3, from 3.7 TWh in 2012 Q3 to 4.6 TWh, due to the conversions of Ironbridge and Drax (Unit 1) stations earlier in 2013. Despite much increased capacity, low wind speeds in 2013 Q3 resulted in generation from onshore wind falling by 7.6%, and offshore wind increasing by just 7.4%. Renewable electricity capacity was 19.1 GW at the end of 2013 Q3, a 28% increase (4.2 GW) on a year earlier, but a fall of 1.9% (0.4 GW) on the previous quarter, due to the closure of Tilbury biomass station during the quarter. In 2013 Q3, 170 MW of installed capacity joined the Feed in Tariff scheme, increasing the total to 2.1 GW, approximately 11% of all renewable installed capacity. Liquid biofuels consumption rose by 46%, from 304 million litres in 2012 Q3 to 445 million litres in 2012 Q3, with record bioethanol consumption. Biofuels’ share of petrol and diesel consumed in road transport rose 0.7 percentage points, to 3.4 per cent. Under the 2009, Renewable Energy Directive, renewables’ share of gross final energy consumption was 4.2 per cent in 2012, up from 3.8 per cent in 2011. Over the two years, the average share was 4.00 per cent, compared with the UK’s interim target of 4.04%.
  16. 16. Doc No Rev xx Page 16 of 37 ables.pdf __________________________ Economic Growth Jobs and Investment 40. DECC analysis suggests that our reforms of the electricity market could help achieve the additional £100-110 billion investment that is required in the electricity sector between now and 2020. 41. We expect renewables to play a key part in this growth. Renewable energy continues to be an attractive market for investors and is supporting jobs and investment throughout the supply chain. 42. DECC’s research shows that the UK is continuing to enjoy particularly strong levels of investment in renewable electricity generation, which is in turn supporting a wide range of jobs in established and new companies. 43. Since 2010, £31 billion worth of private sector investment in renewable electricity has been announced. This has the potential to support over 35,000 jobs across the UK. Figure 9: Recorded investment and jobs by country
  17. 17. Doc No Rev xx Page 17 of 37 Headlines on Foreign Direct Investment 44. The UKTI Inward Investment Report 2012/13 published in July 2013 shows that the UK is continuing to strengthen its position as the leading European destination for foreign direct investment. 45. The report highlights renewable energy as one of the top performing sectors, with 46 foreign direct investment projects into the UK. These successes (which include both new investments and the expansion of existing investments) are estimated by UKTI to have resulted in the creation of 630 new jobs and the safeguarding of a further 1,884 existing jobs. Building Supply Chains 47. In addition to the economic opportunities associated with the development of renewable energy infrastructure, further jobs and investment are created through the development of associated supply chains.
  18. 18. Doc No Rev xx Page 18 of 37 The Offshore Wind Sector Supply Chain 49. The offshore wind sector in particular, continues to hold significant potential. In August 2013, DECC and BIS launched an Offshore Wind Industrial Strategy. The Strategy, which has been developed in collaboration with industry, provides a long term framework to promote innovation, investment and economic growth in the UK -based offshore wind supply chain. 50. The Offshore Wind Industrial Strategy sets out a vision for the UK offshore wind industry. The vision is of industry and Government working together to build a competitive and innovative UK supply chain that delivers and sustains jobs, exports and economic benefits for the UK, supporting offshore wind as a core and cost-effective part of the UK’s long-term electricity mix. The vision is to deliver:  economic growth creating tens of thousands of long term UK jobs;  a clear and sustainable project pipeline;  major manufacturing facilities in the UK;  the development of a competitive UK-based supply chain; and  a technology cost-competitive with other low carbon technologies. 54. The Offshore Wind Expert Support Programme which helps companies consider and build diversification strategies to enable them to win business in the offshore wind sector has been extended. It is aiming to provide support to 600 companies over a three year period (2012 - 2015). Wider UK Renewables Supply Chain 57. The UK Government and Devolved Administrations have also been working with stakeholders to support the development of UK supply chains in other renewable industries throughout the UK. enewable_Energy_Roadmap_-_5_November_- _FINAL_DOCUMENT_FOR_PUBLICATIO___.pdf 3.4 PHARMACEUTICAL The Pharmaceutical R&D Sector - potential for economic growth The pharmaceutical industry has the potential to make a very significant contribution to the Coalition Government’s ambition to rebuild the UK economy. Currently this sector provides:  Direct employment for 72,000 people - including 27,000 in research and development - in companies ranging from some of the largest international firms to small, start-up companies  Investment in R&D which is twice that of any other sector, with UK companies investing approximately £11.8 million every day  Extensive manufacturing operations based across the UK, including advanced biomanufacturing  A trade surplus of approximately £7 billion in 2009 – a greater contribution to the UK economy than any other industrial sector  Medicines that make a significant contribution to the health of the nation, thus supporting growth
  19. 19. Doc No Rev xx Page 19 of 37 Pharmaceutical companies are making an increasing contribution to the UK economy. Indeed, the pharmaceutical sector now makes a greater contribution than other high-tech industries. The pharmaceutical sector’s relative importance becomes even more obvious when the analysis considers productivity – that is: the Gross Value Added (GVA) generated by each employee (figure 2). Pharmaceutical companies make important economic contributions throughout the UK. The pharmaceutical industry makes the UK more prosperous than would be possible if other industrial sectors used the same resources. In other words, the people and capital employed in the pharmaceutical industry earn more income for the UK than if they were in any other sector of the economy.
  20. 20. Doc No Rev xx Page 20 of 37 In 2008, the pharmaceutical sector’s contribution to the balance of trade was the greatest of 9 major industrial sectors, up from 5th in 1975 and 3rd in 1990. The pharmaceutical sector has, over the past decade, generated an ever-widening trade surplus (figure 3), reaching almost £7 billion in 2009. __________________________
  21. 21. Doc No Rev xx Page 21 of 37 The UK pharmaceutical market has been forecast to increase at a compound annual growth rate (CAGR) of 3.5% over the next eight years, increasing from a value of $24 billion in 2012, to reach a total market value of $31.7 billion by 2020. The UK is one of the most profitable healthcare markets among the European Union (EU) member states. The UK has the largest pharmaceutical R&D expenditure of any European nation, accounting for 23% of the total; followed by France (20%), Germany (19%), and Switzerland (11%). 3.5 RECYCLING COMPANIES The recycling sector has grown strongly - there has been a threefold increase in sales turnover since 1998 and over this period the sector’s growth has outstripped growth in the overall economy. In addition, net exports of recovered materials are worth more than £4 billion a year to the UK economy. Since 1998, around 8,000 jobs have been created in the UK recycling sector, which now employs more than 30,000 people. “It’s more proof that sustainability does not just make environmental sense, it also makes excellent business sense.” Lord de Mauley WRAP’s report ‘Valuing Our Clothes’, published in July 2012, shows that by making more use of our clothes through re-use and other routes such as design changes, alteration, repair and recycling, there is a real opportunity for businesses and consumers to realise both financial and environmental gains. WRAP’s research found that in the last year alone we left a staggering 1.7 billion items unused in our wardrobes. It also found that there is considerable interest from consumers in re-using those unwanted items, with over two thirds of consumers willing to buy and wear pre-owned clothing such as jumpers and jeans. WRAP also found that by increasing the active use of clothing by an extra nine months we could save £5 billion from the costs of resources used in clothing supply, laundry and disposal. rags-to-riches __________________________ The waste and recycling sector currently generates over £12bn per year in the UK and employs over 100,000 people. It is expected to grow by 3% per year and that is why government and industry representatives are coming together to look at ways to invest in the waste and recycling industry and boost the economy. __________________________ GOING FOR GROWTH: A PRACTICAL ROUTE TO A CIRCULAR ECONOMY “The global economy has followed a linear pattern of production and consumption for the past 150 years and in that time has lifted hundreds of millions of people out of poverty. But this
  22. 22. Doc No Rev xx Page 22 of 37 model has reached its limits as ever greater pressure is put on the Earth’s resources. A linear economy simply can no longer provide the growth to sustain rising living standards across a global population which continues to expand apace. A circular economy, where the UK increasingly re-uses and recycles the resources it already has, could help generate 50,000 new jobs with £10 billion investment, boosting GDP by £3 billion. The circular economy is the best long-run approach to return the UK to sustainable growth. The waste and resources industry can deliver this new economy. It is the means through which materials and energy can be returned into other productive parts of the economy. Its expertise can help redesign the UK’s supply chains to maximise material recovery and the economy’s resilience to the resource crunch of the future. This report explains the waste and resources industry’s role at the heart of the circular economy. It highlights some of the barriers preventing the take up of greater circularity and offers solutions along the supply chain.” David Palmer-Jones Chairman, ESA What would a circular economy look like? At a high level, the ‘circular economy’ concept is easy to understand. At the moment the economy mostly consumes resources extracted from our natural environment (such as fossil fuels, aggregates, minerals and forest products), and then disposes of these resources back into the environment as used products or as emissions that contribute to pollution. In a ‘circular economy’ rather than material being thrown away after use, it is reclaimed and reused or recycled as secondary raw materials for new products (or for organic waste – as soil nutrients), with energy being generated from any residual waste that cannot be recycled. A circular economy like this would reduce the pressure on the UK’s natural resources and international supply chains, and hence contribute to sustainable economic growth. Forward-looking businesses are already exploiting the opportunities that a circular economy can bring. Policy makers and other stakeholders are starting to appreciate the scale of the opportunities available by switching to a circular economy. The waste and resources industry will play a key role in this transition. It provides the infrastructure and logistics to collect materials at the end of use and to process and return them to the economy as secondary resources. These secondary resources will heat our homes, power our businesses, fuel our vehicles, and, above all, provide valuable raw materials for our industries. But there is a need to be clearer about what a circular economy would mean in practice, to better understand both what is stopping the UK achieving it, and the practical measures that would get us there. The best way to understand the circular economy is to break it down into the different stages of the cycle.
  23. 23. Doc No Rev xx Page 23 of 37 What would DESIGN be like in a circular economy? The vision: 80 per cent of the environmental impact of products is determined at the design stage. By providing expertise and early input at the design stage of products, the waste and resources sector helps to ensure that all products and their packaging are designed to be easily reused, dismantled and recycled. The use of difficult to recycle composite materials is minimised. The same will also be true for packaging. For example, designers will wherever possible avoid using packaging with different materials (e.g. plastic and card) fused together, which makes them difficult to separate during processing. Just as importantly, designers will aim to use as much recycled material as possible in their products, as a substitute for virgin raw materials. The economic benefit: Designing for material recovery would increase the proportion of the waste stream that is recyclable. Between now and 2020, 395 million tonnes of potentially recyclable material will pass through England’s waste management sector. On current trends, we expect only 255 million tonnes to be successfully returned to the economy. But if we could capture the
  24. 24. Doc No Rev xx Page 24 of 37 remaining 140 million tonnes of recyclable resources there would be £1.4 billion in extra recyclate revenues for the UK economy. What would MANUFACTURING be like in the circular economy? The vision: New goods and packaging have been designed to maximise recycled content. The waste and resources industry provides raw materials into the manufacturing process, reducing the need to import materials from overseas. While the recovery of materials is maximised and fed into production processes, some residual wastes are processed into fuels and used as energy, providing heat and power to manufacturers around the country. At the same time, manufacturers seek to maximise their resource efficiency, thereby minimising their own waste production. Waste which is produced is then fed back to the waste and resources industry for processing and returned to production. The economic benefit:
  25. 25. Doc No Rev xx Page 25 of 37 Implementing a number of quick win strategies in manufacturing could enable manufacturers to reduce the raw materials needed by over 38 million tonnes by 2020, with potential savings to the economy of £23bn. What would RETAILING AND CONSUMPTION be like in a circular economy? The vision: Large retailers work in partnership with the waste and resources industry. Waste flows from retailers are minimised and then captured for recovery. Organic material is collected separately and sent through processes which can recover valuable nutrients and also to generate energy. The waste and resources industry provides recycling infrastructure for retailers, enabling their customers to return materials to the economy as they shop. Eco-labelling helps consumers to identify products with high recycled content and retailers help to shape consumers’ preferences by switching to more readily recyclable products. The economic benefit: ESA believes that if all retailers matched the recycling performance of the best, then 2.5 million tonnes of additional recyclate would be collected with an economic value of £250 million. What would WASTE COLLECTION be like in a circular economy? The vision: The sterile debates about the number of bins and weekly vs. alternate collections would be a thing of the past. Local authorities work in collaboration with their waste and resources contractors. Household collection systems are optimally designed to maximise the capture of
  26. 26. Doc No Rev xx Page 26 of 37 quality recyclate. The waste and resources industry invests in new technology and new collection systems to enable the capture of new material streams from the household waste sector. Separate food waste collections allow investment in new processing infrastructure and residual material is diverted from landfill to energy recovery. The business sector has widespread take-up of recycling services as overall recycling rates across all waste producers are pushed up. Energy recovery from residual material provides electricity and heating both to householders and businesses. The economic benefit: If current local authority best practice was replicated across the UK it would lead to an extra 5 million tonnes of household recyclables being collected. This material could potentially have a value in the region of £500 million. What would RECYCLING and REPROCESSING be like in a circular economy? The vision: The recycling of all waste streams is maximised. This either takes place at multi-stream Material Recovery Facilities (MRFs) which operate under the MRF Code of Practice, using innovative machinery to sort materials into high quality streams, or at smaller single-stream facilities. Less glass is collected in fully co-mingled collections and most of what is collected in this way is sorted by advanced optical sorters to re-melt quality. The UK develops a strong domestic reprocessing and manufacturing sector which receives the material generated across the UK economy. This means we are less reliant than currently on export markets to sustain higher recycling rates (Exhibit 3). The economic benefit: The number of new jobs in recycling and energy from waste facilities could total over 30,000. These jobs will be spread across the UK.
  27. 27. Doc No Rev xx Page 27 of 37 How do we build a circular economy? The economic and business case for moving towards a circular economy is overwhelming. The McKinsey report for the Ellen MacArthur Foundation gives a global economic benefit of $2 trillion. There is also cross party political support, with the recent Labour Party document on resources policy reinforcing the statements by current Ministers. Yet this growing policy and political support is not matched by progress on the ground. The steady increase in household recycling rates has levelled off. Half of total UK waste still goes to landfill. WRAP research has shown that businesses are slow to take up resource efficiency measures, even those with short payback periods and large potential savings. Action is needed in five areas to address these challenges and help the circular economy lift off: 1. Designing products, for dismantling/recycling operations or for incorporation of recycled materials. 2. Optimising collection systems, both for homes and businesses, to maximise the recovery of quality material streams. 3. Incentivising the uptake of recyclate amongst UK manufacturers which have established supply chains for primary commodity inputs 4. Creating resilient markets for recyclates, leading to a reduction in exposure to risk along the management chain. Recyclate markets currently tend to follow primary commodity markets but feedstock volumes and price swings are far more volatile. 5. Providing a stable policy framework, to remove the current layer of political risk to circular economy investments – such as in processing infrastructure – particularly in a post-2008 economic climate. Exhibit 4: Investment Risks in the Circular Economy A key difference between a traditional linear production process and one which relies on a secondary resource stream is that the latter is inherently less stable. Waste feedstocks are heterogeneous and changing consumption and production patterns change waste stream composition over time. This can be difficult to manage, as facilities are often only efficient within certain composition margins. Waste volumes can also be unpredictable, and are becoming less correlated with economic performance. All these risks make investment in new waste infrastructure particularly challenging. There are feedstock risks in terms of both volume and composition, as well as technology risks in ensuring that a process operates as intended, and also offtake risks in terms of available markets and prices for the materials and energy produced by the industry.
  28. 28. Doc No Rev xx Page 28 of 37 To deliver the circular economy all of the key players along the supply chain must work together. Policy makers have a role to help support the circular economy by de- risking different elements of the circle and helping to create the conditions for closing the loop. Conclusion By implementing these recommendations (cf. entire document) we can start our transition to a circular economy and strengthen our competitiveness in the resource-hungry world of the future. By doing so: • 50,000 new jobs could be created • £10 billion of new investment unlocked • GDP boosted by £3 billion • The balance of payments improved by £20 billion by 2020. e.pdf
  29. 29. Doc No Rev xx Page 29 of 37 3.6 R&D FACILITIES “Overseas research and development” The days when the West was the wellspring of innovation, and emerging economies merely provided the cheap labour, are long gone. For the selective investor in corporate R&D, opportunities abound despite recent overheating, particularly in China and India. Even a profound slowdown in the West can't stop this juggernaut. As the developed world continues to struggle with recession and tight credit, companies in emerging markets continue to boost their research and development operations by exploiting cheap brainpower and bouncy consumer demand. The seeds were sown decades ago but only started to blossom in the 1990s. This new frontier is crowded with a Who's Who of multinationals, from engineering giant ABB to telecoms upstart ZTE. One of the pioneers was Microsoft, which maintains an ever-expanding, wildly innovative research lab outside Beijing. After 2000, this trickle of R&D globalization turned into a flood, descending on China and India and to a lesser extent Brazil, Russia, South Africa, and diverse up-and-comers. At the same time, emerging market companies are now R&D forces to be reckoned with. Chinese company Huawei, for instance, has sights on becoming the world's number one telecoms provider by 2020. Polycentric innovation, meanwhile, is all the rage. For instance, GE opened an innovation centre in Bangalore, India - the same hub where Cisco set up a second headquarters for its "globally integrated" enterprise. Conventional wisdom: When the developed world sneezes, emerging markets catch a cold. But how much have Western sniffles affected its R&D activity elsewhere? Not as much as you might think, according to Martin Grueber, lead researcher at the Ohio-based Battelle organization. Low costs and an abundance of market opportunities have outweighed economic hurdles. "The economic downturn caused a deeper level of thought regarding R&D investment in general and its expected outcomes - whether it is from a corporate or government perspective," says Grueber. According to the 2012 Battelle/R&D Magazine Global Funding Forecast, an annual report on investment trends in the sector, US and European firms made significant investments in R&D activities in China, India, and other emerging markets even during the downturn. For companies and national economies alike, the 2007 credit crunch stimulated an interest in developing an infrastructure of innovation, during and coming out of the global slump. Wage growth, always a concern in hot-money areas of the emerging world, has been most rampant in China. Labour costs there have soared by 20 percent per year over the past four years, according to the International Labour Organization. Not surprisingly, when the American Chamber of Commerce in Shanghai asked members about their biggest challenges, nine- tenths put rising costs at the top of the list. A case in point: some 230,000 people work at Foxconn, one of the largest factory complexes in China and the most important contract manufacturer for Apple. Earlier this year, Apple agreed to raise the salaries of its Foxconn employees by up to 25 percent. With the profit
  30. 30. Doc No Rev xx Page 30 of 37 margins of the Shenzhen-based company at only 1.5 percent, and those at Apple around 30 percent, it is obvious who will shoulder most of the extra costs. In India, meanwhile, salaries increased between 10 and 15 percent at the country's 700 R&D centres last year, while attrition among employees was as high as 20 percent, according to Zinnov Management Consulting. Although these factors fed into higher operational costs, "the mood at the R&D centres of global companies in India has not dampened," says C.S. Chandramouli, director of Zinnov's globalization advisory business in Bangalore. The running costs of multinational R&D centres in India were still 25 percent lower than those in China. Thanks to ad hoc measures such as capital controls, and to a tightening in national interest rates, inflation has eased in most other emerging markets. Still, employers can expect to pay more for qualified R&D labour in countries such as Brazil, Mexico, Turkey, and Russia. A handful of Chinese companies have been splashing out on R&D, sometimes with remarkable results. Huawei, the Shenzhen-based telecommunications company, is among the world's top five applicants for international patents, and may overtake Ericsson this year as the number one supplier of telecoms equipment worldwide. Huawei has encountered opposition in its push to expand in the United States, amid allegations of shady business practices, patent infringements and national security concerns. Its founder and president, Ren Zhengfei, used to work for the Chinese People's Liberation Army. All this hasn't stopped Huawei from developing the fastest smartphone on the planet, or from pursuing its patent battles with neighbouring mobile-phone maker ZTE, which has muscled to the fore with sexy lines of consumer products. Similar to other multinationals, these Chinese companies are generating and developing knowledge by means of a global R&D infrastructure. Another good example is Lenovo, which has leapfrogged Dell and Acer to become the world's second-largest PC maker. Originally incorporated in Hong Kong, Lenovo keeps its headquarters in North Carolina but maintains most of its production in China. China appears to have become an R&D powerhouse. Last year the number of patents in China outpaced those in Japan, putting China in second place behind the US. Since 2000, the number of trademarks registered in China has jumped more than four-fold, according to a survey by Thomson Reuters. Curiously, Chinese companies have been slow to register their patents globally, and a closer look suggests that many registrations are in fact small improvements on existing patents. Although the Chinese government pours money into R&D, much of it is wasted, according to the OECD. The Industrial Research Institute, an R&D think tank in Arlington, Virginia, found in its latest annual survey of 104 multinationals that a full 70 percent have R&D facilities overseas. China topped the roster, and India and Brazil made the top ten. That list of R&D destinations is only getting longer, especially in Asia, South America, and Eastern Europe. The biggest concerns mentioned by R&D managers had to do with innovation: accelerating innovation, growing the business through innovation, and balancing short- and long-term R&D objectives. According to Richard Antcliff, chief technologist at NASA's Langley Research Centre, "These responses show a continued concern for getting innovation management right." Managers, it seems, are feeling the pressure of markets and the need to tap a growing pool of local talent on a global scale. In-house diplomacy plays a growing part, as it has become vital
  31. 31. Doc No Rev xx Page 31 of 37 to prove the value of innovation to senior managers, and then find the right balance of investments for technology and innovation, Antcliff adds. Could this mean that the big outsourcing boom is over? Hardly. More mobile, more nuanced is the response of the multi-nationals. In markets where rising labour costs are testing corporate budgets, some companies have been opting for greener pastures in countries such as Bangladesh, Cambodia, Indonesia, and Vietnam. Nike used to make the bulk of its sports shoes in China, but has shifted most production to Vietnam, taking its local R&D along. Rather than expand product development in China, Samsung has decided to build a new R&D centre in Hanoi, where it will hire up to two thousand product engineers by 2015. There are other companies now returning operations to their home countries, or refraining from relocating in the first place. A string of studies found that many American manufacturing executives are now planning or considering moving production out of China. Big names actively engaged in "reshoring" include Boeing, Ford, and GE. Electronics giant Philips recently announced it would bring production of its top-line electric razors from China to the Dutch town of Drachten, citing wage costs and a nearness to its home R&D base. "A product engineer in Shanghai is now just as expensive as in Drachten," says Rob Karsmakers, a factory manager who spent four years working for Philips in Asia. Some European companies remain cautious. As rising wages lifted demand for automated factory gear, KUKA, the largest European maker of industrial robots, decided to build a regional hub in China. Although this location will become its Asia centre of assembly, R&D and most production will remain in its native Germany, says Till Reuter, KUKA's chief executive. Meanwhile, the R&D craze in India continues apace. Revenues from India's IT and outsourcing industries are expected to top US$100 billion this year, up 15 percent from 2011 and double the level of 2007, according to the National Association of Software and Services Companies (NASSCOM), India's technology industry association. Japan's Panasonic, Denmark's Vestas, and Red Hat of the US were but a few of the multinationals to open major technology R&D centres in India over the past 18 months. "There has been consistent growth in the domestic IT market," says Rajendra Pawar, chairman of NASSCOM, which has 1,200 member companies. This trend was thanks to growth in India and expansion into new regions such as the Middle East and Africa, and comes despite weak economies in its key markets of the US and Europe. Pawar adds that crises stemming from the wobbly euro and Western banks had "affected governments more than companies," at least in their dealings with India. A recent survey by Duke University seems to confirm this view, showing that less than 5 percent of American companies are considering moving work from India to another country. By Jeremy Gray, journalist based in Berlin, Germany. His work has appeared in publications as diverse as The Financial Times and Condé Nast Traveler
  32. 32. Doc No Rev xx Page 32 of 37 4.0 IMPLEMENTATIONS PROCEDURES 4.1 CHANGES IN THE WEBSITE On the home page, we must find interactive contents to encourage the potential client to stay on your website. The first impression, the first 30 seconds are the most important! A video could be very interesting because it will push the visitors to watch it. If it can be a bit difficult and quite long to do, it is worth the effort. An animation can replace it if the video is too complicated for you to create. Furthermore, the potential client must find on the first page why he should choose you instead of one of your competitors. Your strong point(s) must be clear and obvious. Besides, it is important that your activities are clearly defined so the potential client can see in one glance if you are what he is looking for, if you will be able to meet his expectations. It can be very interesting to also find clients’ feedback and testimonials in addition to case studies on the website, maybe on the same page than the case studies, or everywhere on the website on one or both sides of the pages. Observations: o On the Home page: add links on the logos at the bottom (GDF Suez, UVDB …), o On the Careers page: let the possibility to send unsolicited application (giving an email address) o On the Contact Us page: maybe add an email address for business enquiries (potential clients) and one for general enquiries o On the Company page: add a section with an Organisation Chart with the name and a photo of each employee 4.2 LIST OF SHOWS AND CONFERENCES 4.2.1 SUBCON – HTTP://WWW.SUBCONSHOW.CO.UK/ “Subcon is the UK’s only national subcontracting, advanced manufacturing and technology exhibition showcasing every aspect of outsourced, contract and subcontract services for the British manufacturing industry. Covering all aspects of manufacturing from design and prototyping to finishing and testing, visitors can stay up to date with the latest developments and benchmark suppliers across regions. Bringing together the best of contract and subcontract manufacturers, leading-edge manufacturing technology and thought leaders and innovators in engineering excellence this is a must-attend event for the whole industry.” Date: 3-5 June 2014 – NEC Birmingham
  33. 33. Doc No Rev xx Page 33 of 37 4.2.2 HAZARDS 24 – HTTP://WWW.ICHEME.ORG/HAZARDS24 “Hazards 24 will provide a platform for sharing best practice and latest research on all aspects of chemical and process safety in Europe, helping you to manage and reduce risk more effectively.” Date: 7-9 May 2014 – Edinburgh 4.2.3 ASSET INTEGRITY MANAGEMENT IN OIL & GAS – HTTP://AIM.INSIDEINTELLIGENCE.COM/ “Analyse, Maintain, Extend: Exploring Integrity Practices to Sustain Asset Efficiency Hear innovative case studies, share best practice and benchmark your procedures with senior Asset Integrity, Maintenance, Inspection, Process Safety and HSE professionals from leading organisations.” “In a Post-Macondo environment, improving asset integrity has become a high priority. With an estimated £393bn investment in the UKCS alone in the last five years, and an increasing demand for energy – it is more important than ever to inspect, maintain and analyse your assets to minimise unexpected downtime and ensure productivity.” Date: 20-21 March 2014 – Aberdeen (Engineering Design Show: ) 4.2.4 THE HEALTH & SAFETY EVENT – HTTP://WWW.HEALTHANDSAFETYEVENTS.CO.UK/ “The Health & Safety Event launches at The National Exhibition Centre (NEC) on 11-13th March 2014 in reaction to significant demand from both visitors and exhibitors. This new, 3 day Exhibition and Conference is co-located with established exhibitions including MAINTEC 2014 and Facilities Management 2014, guaranteeing attendance from thousands of manufacturing, construction, commercial and public sector businesses. With the continued support of The British Safety Council in delivering the highest quality of FREE conferencing and education, there is now a significant safety exhibition and free educational conference programme at three excellent venues across the UK. So, if you are responsible for the health and safety of your workforce then there is a free-to-attend event almost on your doorstep, wherever you are. For exhibitors there has never been a more cost effective way to reach out to your existing and potential new customers across the UK. We believe in building affordable exhibitions, helping you to meet the most influential buyers and therefore providing visible return on your investment without significant financial risk.” Date: 11-13 March 2014 – NEC Birmingham 4.2.5 INTERNATIONAL SHOWS Middle East Process Engineering (MEPEC), BAHRAIN – Process Engineering Expo, INDIA –
  34. 34. Doc No Rev xx Page 34 of 37 4.3 PUBLICATIONS IN JOURNALS Publishing articles or simply advertising in specialist journals can prove really useful when choosing the relevant journals. Journals about engineering, about oil and gas, energy, pharmaceutical but also graduate newspapers can offer great opportunities to promote the company. The major advantage of these publications is that they are targeted, the readers are aware of what they are going to find in this type of journal, they are usually professionals and are therefore well-informed on the subject. It spares you to advertise the company to non-affected and therefore non-interested people. An advert is effective only if targeted! The cost can vary a lot depending on the type of publication: online or in the paper version, just an advert or an entire article, the place in the journal and the size of the publication… Some of these option are very expensive (a one-page advert in a paper magazine is £2500 in “Process Engineering”) but an article is quite affordable: from £60 to £400 depending on the options. An article can be very beneficial because it shows your expertise in an area and people tend to pay more attention to articles than to adverts. It has to be well-written of course, but also attractive and interesting. If possible, add pictures to make it pleasant-reading. However be careful, the publications must be well chosen because it can be really expensive and you won’t be able to afford as many publications as you want, this is why you must take your time in the choice of the journal and in the writing of the article/advert.  Process Engineering Website: Prices: Pack-2014.pdf
  35. 35. Doc No Rev xx Page 35 of 37  Oil & Gas Journal Website: Prices:
  36. 36. Doc No Rev xx Page 36 of 37  Engineering Magazine Website: Prices:  The Engineer Website: Prices:  Engineering Careers Website:  Tce Today Website: 4.4 CLIENTS’ FEEDBACK Asking for feedback from clients is the best way to know if they are satisfied with the work you have done. Doing this, you will understand what you did well and what was wrong with your work, and you will be able to make changes. Besides, they will appreciate that you care. You have several ways to obtain feedback which are quite equal, the one that I will propose you is the best from my point of view. It’s important to have a standardised form to be able to compare the different feedback and to simplify the study. I think both an interview face to face and a written questionnaire are interesting because a questionnaire by mail or email will provide objective answers due to the lack of self-pressure that the client can feel during an interview and that could distort his answers. However, with the questionnaire, you lose the proximity with the client, and it’s difficult to make them feel that you value their feedback. An interview is more beneficial in terms of company image. You have to administer the questionnaire or organise the interview at least 3 weeks after the end of the project, therefore the client has time to see the results and to think about the quality of your service. However, it must be done two months maximum after, so it’s still fresh in the client’s mind. The process of feedback must be run by somebody who is not directly involved in the contract/job because this person will be able to take a global view and to detach himself, he won’t take anything personally. Besides, the client will feel more comfortable confiding. The questions have to focus on the past (what has been done), on the present (how the client feels about that) and on the future (is a future collaboration conceivable). The quality of the work must be mentioned, but also (and even more importantly) the quality of the service, the relation between them and us, the quality of the human factor in general must be pointed out. The questionnaire must give more numerical data with scales of values, closed questions and multiple choice questions, in order to provide us statistics whereas the interview has to focus
  37. 37. Doc No Rev xx Page 37 of 37 on asking open questions, asking for details, feelings, and impressions, in order to understand why the client is satisfied or why not.