As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Corn & Cherry panel. We had to make a 10 slide presentation highlighting the 10-year strategic roadmap for LTHE (referred as DGHE in the case).
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Prof. Charles (Strategy Professors) – as a mock‐up of our meeting with the Corn & Cherry panel. We had to make a 10‐15 slide presentation highlighting key assumptions, references to data and key conclusions. We were asked to answer following questions:
1. Analysis of DGHE’s competitive position using SWOT, BCG matrix and/or Porter’s 5‐forces model to outline DGHE strategy.
2. Devise a model to select a region of exploration (from Appendix 4)? How does DGHE planets arena (market) for projects? Using a PESTLE analysis for Oil & Gas, recommend countries of choice where DGHE must continue operations, penetrate etc.
3. What is the value and contribution of D & G Hydrocarbon Engineering (DGHE) inD&G’s portfolio? Is there an impact from D&G’s corporate strategy on DGHE’s competitive advantage?
Oil and Natural Gas Corporation (ONGC) is India's largest oil and gas exploration and production company. It was established in 1956 and has grown significantly over the past 50+ years. ONGC currently accounts for over 80% of India's oil production and has evolved from enjoying a monopoly to facing increased competition and losing its regulatory role due to government reforms. The company has adapted its strategies and operations over time in response to changing market conditions and government priorities, such as pursuing acquisitions and adopting new technologies to address production declines.
The document summarizes India's infrastructure industry, key findings, sectors, players, and government initiatives. It estimates that over $450 billion will be invested in India's infrastructure by 2012, with transport contributing nearly 6.6% to GDP in 2005-06. The government plans to spend around 9% of GDP on infrastructure by 2012, up from 4.6% in the previous plan period. Public-private partnerships and foreign direct investment are seen as important to developing India's infrastructure needs.
This document summarizes the proposed merger between ONGC (Oil and Natural Gas Corporation) and Imperial Energy. ONGC is the national oil company of India and Imperial Energy operates oilfields in Siberia. The key details are:
- ONGC agreed to acquire Imperial Energy for $2.58 billion to gain access to Siberian oil reserves and boost production.
- The merger would be ONGC's largest overseas acquisition and help meet India's growing energy demands as domestic output declines.
- Imperial Energy has oil reserves of 450 million barrels in Siberia and the acquisition would increase ONGC's overseas reserves.
- The merger faced regulatory hurdles requiring approval from Indian and Russian authorities.
This document provides an analysis report on Oil and Natural Gas Corporation Limited (ONGC). It includes sections on the company introduction, brief history, planning, organizing, leading, controlling, opportunities, and bibliography. Some key points:
- ONGC is India's largest oil and gas company, producing ~30% of India's oil and ~50% of its natural gas. It was established in 1956 and is majority owned by the Indian government.
- The company has grown significantly over 50+ years of operations to become one of the largest oil and gas producers in Asia. It has over 11,000 km of pipelines in India and international subsidiaries operating in 15 countries.
- ONGC has a hierarchical
The Dabhol Power Project in Maharashtra, India was a controversial project led by Enron that faced many issues and challenges. It was mired in allegations of lack of transparency in the bidding process, corruption, and extremely high returns for shareholders. This posed high risks for the state electricity board, MSEB, which was contractually obligated to purchase 90% of the power at high rates. Breach of the contract could lead to substantial losses for MSEB and state governments. There was also strong local opposition over environmental concerns and lack of compensation for acquired lands. The project faced numerous political flip-flops before ultimately being shut down in 2001.
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Prof. Charles (Strategy Professors) – as a mock‐up of our meeting with the Corn & Cherry panel. We had to make a 10‐15 slide presentation highlighting key assumptions, references to data and key conclusions. We were asked to answer following questions:
1. Analysis of DGHE’s competitive position using SWOT, BCG matrix and/or Porter’s 5‐forces model to outline DGHE strategy.
2. Devise a model to select a region of exploration (from Appendix 4)? How does DGHE planets arena (market) for projects? Using a PESTLE analysis for Oil & Gas, recommend countries of choice where DGHE must continue operations, penetrate etc.
3. What is the value and contribution of D & G Hydrocarbon Engineering (DGHE) inD&G’s portfolio? Is there an impact from D&G’s corporate strategy on DGHE’s competitive advantage?
Oil and Natural Gas Corporation (ONGC) is India's largest oil and gas exploration and production company. It was established in 1956 and has grown significantly over the past 50+ years. ONGC currently accounts for over 80% of India's oil production and has evolved from enjoying a monopoly to facing increased competition and losing its regulatory role due to government reforms. The company has adapted its strategies and operations over time in response to changing market conditions and government priorities, such as pursuing acquisitions and adopting new technologies to address production declines.
The document summarizes India's infrastructure industry, key findings, sectors, players, and government initiatives. It estimates that over $450 billion will be invested in India's infrastructure by 2012, with transport contributing nearly 6.6% to GDP in 2005-06. The government plans to spend around 9% of GDP on infrastructure by 2012, up from 4.6% in the previous plan period. Public-private partnerships and foreign direct investment are seen as important to developing India's infrastructure needs.
This document summarizes the proposed merger between ONGC (Oil and Natural Gas Corporation) and Imperial Energy. ONGC is the national oil company of India and Imperial Energy operates oilfields in Siberia. The key details are:
- ONGC agreed to acquire Imperial Energy for $2.58 billion to gain access to Siberian oil reserves and boost production.
- The merger would be ONGC's largest overseas acquisition and help meet India's growing energy demands as domestic output declines.
- Imperial Energy has oil reserves of 450 million barrels in Siberia and the acquisition would increase ONGC's overseas reserves.
- The merger faced regulatory hurdles requiring approval from Indian and Russian authorities.
This document provides an analysis report on Oil and Natural Gas Corporation Limited (ONGC). It includes sections on the company introduction, brief history, planning, organizing, leading, controlling, opportunities, and bibliography. Some key points:
- ONGC is India's largest oil and gas company, producing ~30% of India's oil and ~50% of its natural gas. It was established in 1956 and is majority owned by the Indian government.
- The company has grown significantly over 50+ years of operations to become one of the largest oil and gas producers in Asia. It has over 11,000 km of pipelines in India and international subsidiaries operating in 15 countries.
- ONGC has a hierarchical
The Dabhol Power Project in Maharashtra, India was a controversial project led by Enron that faced many issues and challenges. It was mired in allegations of lack of transparency in the bidding process, corruption, and extremely high returns for shareholders. This posed high risks for the state electricity board, MSEB, which was contractually obligated to purchase 90% of the power at high rates. Breach of the contract could lead to substantial losses for MSEB and state governments. There was also strong local opposition over environmental concerns and lack of compensation for acquired lands. The project faced numerous political flip-flops before ultimately being shut down in 2001.
The document discusses India's power sector and the government's goal of "Power for All" by 2012. It summarizes the current state of electricity generation in India, which relies heavily on coal but is increasing renewable sources like solar and wind. A key challenge is transmission and distribution losses of over 30%. The document also examines a case study of power shortages in Uttar Pradesh from 2011-2013 when demand outpaced availability despite government policies. Causes of power shortage include high transmission losses, outdated coal plants, and lack of infrastructure development. The government is pursuing initiatives to boost rural electrification and use of renewable resources.
This document provides information about the Rampal Power Plant group presentation. It includes the list of group members, project details, environmental issues, and the government's response. The key points are:
- The presentation is about the Rampal Power Plant located in Khulna, Bangladesh.
- It will be a 2600 MW coal-fired power plant built 14 km from the Sundarbans mangrove forest.
- There are concerns about the environmental and health impacts of coal transportation and emissions on the Sundarbans ecosystem and local communities.
Rampal power plant environmental & economic impactNur E Sowrove
- The proposed Rampal power plant in Bangladesh would be a 1320 megawatt coal-fired power station located 14 km from the Sundarbans mangrove forest.
- Burning 5 million tons of coal annually would make it the largest air pollutant in Bangladesh, elevating toxic particles, sulfur dioxide, and nitrogen dioxide over large areas of southwest Bangladesh and northeast India.
- In addition to air pollution risks, the plant could emit high levels of mercury sufficient to contaminate fish in a 70 sq km area, and discharge 10,000kg of mercury into the plant's ash pond over its lifetime, posing risks to the Sundarbans' and Bay of Bengal's aquatic ecosystems.
A presentation on opportunities for employment in the Indian Energy Sector. This presentation was given to the final year students of my Alma Matter - Birla Institute of Technology, Mesra (BIT Mesra) during the Silver Jubilee Reunion on 21st November 2008.
This document provides a summary of the history and operations of Oil and Natural Gas Corporation Limited (ONGC), India's largest oil and gas company. It discusses how ONGC was established in 1956 by the government of India to develop the country's oil and natural gas resources. It outlines ONGC's key discoveries and expansions from the 1960s onward, including major offshore finds. The document also provides background on ONGC's operations, locations, employees and facilities.
The document provides a case analysis report on the Dabhol Power Plant project in Maharashtra, India. It summarizes that the Maharashtra government signed an agreement with Enron Corporation in 1992 to build a power plant to address the state's power needs. However, political and contractual issues led to repeated cancellations and renegotiations of the project. These issues along with the bankruptcy of Enron ultimately caused the project to fail in 2001. The plant was later revived and commissioned in 2006 under new ownership.
A study on working capital management at tataPINKEY GUPTA
This document summarizes a study on working capital management at Tata Steel Limited from 2011-2015. It provides background on Tata Steel and states the objectives of the study which are to understand the significance of working capital, analyze components and efficiency, and compare financial ratios to competitors. The study found that Tata Steel's net working capital fluctuated over the period but generally improved. It provides analysis of key financial ratios for Tata Steel and competitors. The study concludes that Tata Steel faced challenges from regulatory issues but remained committed to investments. Suggestions are made to improve working capital management practices.
L&T was founded in 1938 in Mumbai by two Danish engineers. It began as a representative of Danish dairy equipment manufacturers but later expanded into construction projects. During World War 2, it took advantage of opportunities to repair ships. Today, L&T has diversified businesses across various sectors like infrastructure, power, hydrocarbons, etc. It has a strong financial position and management. Some of L&T's achievements include building India's first indigenous hydrocracker reactor and Asia's highest viaduct for the Konkan Railway.
Pakistan State Oil (PSO) is the largest oil marketing company in Pakistan, with an annual turnover of $6.8 billion and market shares of 80% and 59% in black oil and white oil, respectively. PSO was formed in 1976 through the merger of three oil marketing companies and is now the dominant fuel distributor in the country, with over 3,700 retail outlets. It has a vision of being an innovative and dynamic energy company that delivers value to customers.
Maaz arif (mba ib) bhel internship reportMaaz Arif
BHEL is India's largest engineering and manufacturing company that produces power generation and transmission equipment. It has 14 manufacturing divisions, 4 power sector regional centers, over 100 project sites, 8 service centers and 14 regional offices across India. The report provides an overview of BHEL's organization structure, financial performance, human resources, units, products, international operations, and SWOT analysis. BHEL is a major supplier to India's power, industry, transportation and other sectors.
Coal India Limited is India's largest coal mining company. It has over 4 lakh employees and operates through 8 subsidiaries. Coal India provides extensive training through its 26 technical and management training institutes. The largest is the Indian Institute of Coal Management, which conducts residential programs. Coal India also has 102 vocational training centers that provide work-related training. Management training is provided through each subsidiary's management training center. Technical training includes basic, refresher, and specialized courses depending on technology changes. Trainees must serve 50 months after 1-year programs or forfeit their security deposit.
LILAMA CORPORATION PRESENTATION
- Company History and Basic Information
- LILAMA's Resources
- LILAMA as Vietnam’s Dominating Installation Contractor
- LILAMA as EPC Contractor
- References
Indroyal Global Furniture Experience CertificateBinoy Yamuna
Mr. Benoy was working as an accountant for Indroyal Furniture Company Pvt. Ltd. from June 19, 2006 until September 23, 2006. During his tenure, he was responsible for branch accounting duties and was found to be hard working, sincere, and honest. The company provided this certificate to confirm his employment and wishes him success in future endeavors.
This document is a project report submitted by Shikhar Sindhu for an extended coal handling plant package for the Pakri Barwadih Coal Mining Block owned by NTPC Ltd. It provides background information on NTPC, including that it is India's largest power company and was established in 1975. The report also describes the scope of the project to expand coal handling operations at the Pakri Barwadih mining block to support increased power generation.
A PROJECT REPORT ON ANALYSIS OF FINANCIAL STATEMENTS OF NATIONAL THERMAL PO...Rohit Kumar
This document provides an executive summary of a project report on the analysis of financial statements of National Thermal Power Corporation (NTPC) in India. The summary discusses India's growing energy demand driven by rapid economic growth and the important role played by NTPC in meeting this demand. It notes NTPC's ambition to add significant new generation capacity by 2030 to support India's economic development. It concludes that urgent policy actions are needed by governments around the world, including India, to curb emissions growth from fossil fuels and transition to more sustainable energy systems.
UltraTech Cement is India's largest cement producer and the 8th largest globally. It has an annual manufacturing capacity of over 48 million tons through its integrated plants, grinding units, and terminals across India. UltraTech focuses on delivering high quality cement products and construction solutions to customers. It aims to contribute to social and economic development through initiatives like expanding access to housing and infrastructure. The company has adopted strategies such as capitalizing on growth in housing and infrastructure, improving product quality, and increasing marketing efforts to achieve its vision.
BPCL is one of India's largest oil and gas companies. It has a majority shareholding by the Government of India. BPCL has strategic refineries and marketing infrastructure located across India. It is currently undertaking various expansion projects to increase refining capacity and expand its downstream and marketing networks. BPCL aims to become more integrated and self-sufficient in fuel supply through ongoing and upcoming projects totaling Rs. 40,000 crore of investments over the next 5 years. It is also pursuing opportunities in upstream assets, gas pipelines, petrochemicals, and expanding export markets.
Larsen and Toubro (L&T) is an Indian multinational conglomerate founded in 1938. It operates in several business segments including construction, engineering, manufacturing, and financial services. L&T has a presence across India, the Middle East, Southeast Asia, and is one of the largest and most respected companies in India's private sector. While L&T has experienced growth in revenues, its profits have fallen recently due to issues in its construction division and higher costs. Going forward, L&T will need to improve its operational efficiencies while capitalizing on growing infrastructure spending to maintain its position as a leader in India's engineering sector.
NTPC is India’s largest energy conglomerate with roots planted way back in 1975 to accelerate power development in India. Since then it has established itself as the dominant power major with presence in the entire value chain of the power generation business. From fossil fuels it has forayed into generating electricity via hydro, nuclear and renewable energy sources. This foray will play a major role in lowering its carbon footprint by reducing green house gas emissions. To strengthen its core business, the corporation has diversified into the fields of consultancy, power trading, training of power professionals, rural electrification, ash utilization and coal mining as well.
NTPC became a Maharatna company in May 2010, one of the only four companies to be awarded this status. NTPC was ranked 431st in the ‘2015, Forbes Global 2000’ ranking of the World’s biggest companies.
The total installed capacity of the company is 44,798 MW (including JVs) with 17 coal based and 7 gas based stations. 7 Joint Venture stations are coal based and 8 renewable energy projects. The company has set a target to have an installed power generating capacity of 1,28,000 MW by the year 2032. The capacity will have a diversified fuel mix comprising 56% coal, 16% Gas, 11% Nuclear and 17% Renewable Energy Sources including hydro. By 2032, non fossil fuel based generation capacity shall make up nearly 28% of NTPC’s portfolio.NTPC has been operating its plants at high efficiency levels. Although the company has 17.73% of the total national capacity, it contributes 25.91% of total power generation due to its focus on high efficiency.
Vision
“To be the world’s largest and best power producer, powering India’s growth.”
MISSION
Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly technologies and contribute to society.
Core Values – BE COMMITTED
B Business Ethics
E Environmentally & Economically Sustainable
C Customer Focus
O Organizational & Professional Pride
M Mutual Respect & Trust
M Motivating Self & others
I Innovation & Speed
T Total Quality for Excellence
T Transparent & Respected Organization
E Enterprising
D Devoted
NTPC Electric Supply Company Ltd. (NESCL)
The company was formed on August 21, 2002. It is a wholly owned subsidiary company of NTPC with the objective of making a foray into the business of distribution and supply of electrical power, as a sequel to reforms initiated in the power sector. The company was also mandated to take up consultancy and other assignments in the area of Electrical Distribution Management System.
Its maiden entry into power distribution was by forming a 50:50 JV company ‘KINESCO Power and Utility Private Ltd.’ with Kerala Industrial Infrastructure Development Corporation (KINFRA). It is already distributing power in KINFRA.
STR 581 Strategic Plan and Implementation Proposal.docxJulie Bentley
The document outlines CB&I's strategic plan to diversify into new business areas through conglomerate diversification. It discusses CB&I's current strategies of operational excellence, customer intimacy, and product leadership. The strategic plan proposes expanding into 4 new projects in the Middle East and maintaining Japanese infrastructure. It provides financial projections of a $2 billion loan over 15 years to fund staffing, equipment, legal fees, and transportation. Key goals are improving safety, quality, and reducing delays and turnover over 1-5 years while pursuing continuous innovation and product development long-term. The management team seeks board approval to invest in acquisitions to increase stock value and synergies between businesses.
STR 581 PP Strategic Plan and Implementation ProposalJulie Bentley
The document outlines CB&I's strategic plan to diversify into new business areas through conglomerate diversification. It discusses CB&I's current strategies of operational excellence, customer intimacy, and product leadership. The strategic plan proposes expanding into 4 new projects in the Middle East and maintaining Japanese infrastructure. It provides financial projections of a $2 billion loan over 15 years to fund staffing, equipment, legal fees, and transportation. Key goals include improving safety, quality, and reducing delays and turnover over 1-5 years to strengthen CB&I's position as an energy infrastructure leader globally.
The document discusses India's power sector and the government's goal of "Power for All" by 2012. It summarizes the current state of electricity generation in India, which relies heavily on coal but is increasing renewable sources like solar and wind. A key challenge is transmission and distribution losses of over 30%. The document also examines a case study of power shortages in Uttar Pradesh from 2011-2013 when demand outpaced availability despite government policies. Causes of power shortage include high transmission losses, outdated coal plants, and lack of infrastructure development. The government is pursuing initiatives to boost rural electrification and use of renewable resources.
This document provides information about the Rampal Power Plant group presentation. It includes the list of group members, project details, environmental issues, and the government's response. The key points are:
- The presentation is about the Rampal Power Plant located in Khulna, Bangladesh.
- It will be a 2600 MW coal-fired power plant built 14 km from the Sundarbans mangrove forest.
- There are concerns about the environmental and health impacts of coal transportation and emissions on the Sundarbans ecosystem and local communities.
Rampal power plant environmental & economic impactNur E Sowrove
- The proposed Rampal power plant in Bangladesh would be a 1320 megawatt coal-fired power station located 14 km from the Sundarbans mangrove forest.
- Burning 5 million tons of coal annually would make it the largest air pollutant in Bangladesh, elevating toxic particles, sulfur dioxide, and nitrogen dioxide over large areas of southwest Bangladesh and northeast India.
- In addition to air pollution risks, the plant could emit high levels of mercury sufficient to contaminate fish in a 70 sq km area, and discharge 10,000kg of mercury into the plant's ash pond over its lifetime, posing risks to the Sundarbans' and Bay of Bengal's aquatic ecosystems.
A presentation on opportunities for employment in the Indian Energy Sector. This presentation was given to the final year students of my Alma Matter - Birla Institute of Technology, Mesra (BIT Mesra) during the Silver Jubilee Reunion on 21st November 2008.
This document provides a summary of the history and operations of Oil and Natural Gas Corporation Limited (ONGC), India's largest oil and gas company. It discusses how ONGC was established in 1956 by the government of India to develop the country's oil and natural gas resources. It outlines ONGC's key discoveries and expansions from the 1960s onward, including major offshore finds. The document also provides background on ONGC's operations, locations, employees and facilities.
The document provides a case analysis report on the Dabhol Power Plant project in Maharashtra, India. It summarizes that the Maharashtra government signed an agreement with Enron Corporation in 1992 to build a power plant to address the state's power needs. However, political and contractual issues led to repeated cancellations and renegotiations of the project. These issues along with the bankruptcy of Enron ultimately caused the project to fail in 2001. The plant was later revived and commissioned in 2006 under new ownership.
A study on working capital management at tataPINKEY GUPTA
This document summarizes a study on working capital management at Tata Steel Limited from 2011-2015. It provides background on Tata Steel and states the objectives of the study which are to understand the significance of working capital, analyze components and efficiency, and compare financial ratios to competitors. The study found that Tata Steel's net working capital fluctuated over the period but generally improved. It provides analysis of key financial ratios for Tata Steel and competitors. The study concludes that Tata Steel faced challenges from regulatory issues but remained committed to investments. Suggestions are made to improve working capital management practices.
L&T was founded in 1938 in Mumbai by two Danish engineers. It began as a representative of Danish dairy equipment manufacturers but later expanded into construction projects. During World War 2, it took advantage of opportunities to repair ships. Today, L&T has diversified businesses across various sectors like infrastructure, power, hydrocarbons, etc. It has a strong financial position and management. Some of L&T's achievements include building India's first indigenous hydrocracker reactor and Asia's highest viaduct for the Konkan Railway.
Pakistan State Oil (PSO) is the largest oil marketing company in Pakistan, with an annual turnover of $6.8 billion and market shares of 80% and 59% in black oil and white oil, respectively. PSO was formed in 1976 through the merger of three oil marketing companies and is now the dominant fuel distributor in the country, with over 3,700 retail outlets. It has a vision of being an innovative and dynamic energy company that delivers value to customers.
Maaz arif (mba ib) bhel internship reportMaaz Arif
BHEL is India's largest engineering and manufacturing company that produces power generation and transmission equipment. It has 14 manufacturing divisions, 4 power sector regional centers, over 100 project sites, 8 service centers and 14 regional offices across India. The report provides an overview of BHEL's organization structure, financial performance, human resources, units, products, international operations, and SWOT analysis. BHEL is a major supplier to India's power, industry, transportation and other sectors.
Coal India Limited is India's largest coal mining company. It has over 4 lakh employees and operates through 8 subsidiaries. Coal India provides extensive training through its 26 technical and management training institutes. The largest is the Indian Institute of Coal Management, which conducts residential programs. Coal India also has 102 vocational training centers that provide work-related training. Management training is provided through each subsidiary's management training center. Technical training includes basic, refresher, and specialized courses depending on technology changes. Trainees must serve 50 months after 1-year programs or forfeit their security deposit.
LILAMA CORPORATION PRESENTATION
- Company History and Basic Information
- LILAMA's Resources
- LILAMA as Vietnam’s Dominating Installation Contractor
- LILAMA as EPC Contractor
- References
Indroyal Global Furniture Experience CertificateBinoy Yamuna
Mr. Benoy was working as an accountant for Indroyal Furniture Company Pvt. Ltd. from June 19, 2006 until September 23, 2006. During his tenure, he was responsible for branch accounting duties and was found to be hard working, sincere, and honest. The company provided this certificate to confirm his employment and wishes him success in future endeavors.
This document is a project report submitted by Shikhar Sindhu for an extended coal handling plant package for the Pakri Barwadih Coal Mining Block owned by NTPC Ltd. It provides background information on NTPC, including that it is India's largest power company and was established in 1975. The report also describes the scope of the project to expand coal handling operations at the Pakri Barwadih mining block to support increased power generation.
A PROJECT REPORT ON ANALYSIS OF FINANCIAL STATEMENTS OF NATIONAL THERMAL PO...Rohit Kumar
This document provides an executive summary of a project report on the analysis of financial statements of National Thermal Power Corporation (NTPC) in India. The summary discusses India's growing energy demand driven by rapid economic growth and the important role played by NTPC in meeting this demand. It notes NTPC's ambition to add significant new generation capacity by 2030 to support India's economic development. It concludes that urgent policy actions are needed by governments around the world, including India, to curb emissions growth from fossil fuels and transition to more sustainable energy systems.
UltraTech Cement is India's largest cement producer and the 8th largest globally. It has an annual manufacturing capacity of over 48 million tons through its integrated plants, grinding units, and terminals across India. UltraTech focuses on delivering high quality cement products and construction solutions to customers. It aims to contribute to social and economic development through initiatives like expanding access to housing and infrastructure. The company has adopted strategies such as capitalizing on growth in housing and infrastructure, improving product quality, and increasing marketing efforts to achieve its vision.
BPCL is one of India's largest oil and gas companies. It has a majority shareholding by the Government of India. BPCL has strategic refineries and marketing infrastructure located across India. It is currently undertaking various expansion projects to increase refining capacity and expand its downstream and marketing networks. BPCL aims to become more integrated and self-sufficient in fuel supply through ongoing and upcoming projects totaling Rs. 40,000 crore of investments over the next 5 years. It is also pursuing opportunities in upstream assets, gas pipelines, petrochemicals, and expanding export markets.
Larsen and Toubro (L&T) is an Indian multinational conglomerate founded in 1938. It operates in several business segments including construction, engineering, manufacturing, and financial services. L&T has a presence across India, the Middle East, Southeast Asia, and is one of the largest and most respected companies in India's private sector. While L&T has experienced growth in revenues, its profits have fallen recently due to issues in its construction division and higher costs. Going forward, L&T will need to improve its operational efficiencies while capitalizing on growing infrastructure spending to maintain its position as a leader in India's engineering sector.
NTPC is India’s largest energy conglomerate with roots planted way back in 1975 to accelerate power development in India. Since then it has established itself as the dominant power major with presence in the entire value chain of the power generation business. From fossil fuels it has forayed into generating electricity via hydro, nuclear and renewable energy sources. This foray will play a major role in lowering its carbon footprint by reducing green house gas emissions. To strengthen its core business, the corporation has diversified into the fields of consultancy, power trading, training of power professionals, rural electrification, ash utilization and coal mining as well.
NTPC became a Maharatna company in May 2010, one of the only four companies to be awarded this status. NTPC was ranked 431st in the ‘2015, Forbes Global 2000’ ranking of the World’s biggest companies.
The total installed capacity of the company is 44,798 MW (including JVs) with 17 coal based and 7 gas based stations. 7 Joint Venture stations are coal based and 8 renewable energy projects. The company has set a target to have an installed power generating capacity of 1,28,000 MW by the year 2032. The capacity will have a diversified fuel mix comprising 56% coal, 16% Gas, 11% Nuclear and 17% Renewable Energy Sources including hydro. By 2032, non fossil fuel based generation capacity shall make up nearly 28% of NTPC’s portfolio.NTPC has been operating its plants at high efficiency levels. Although the company has 17.73% of the total national capacity, it contributes 25.91% of total power generation due to its focus on high efficiency.
Vision
“To be the world’s largest and best power producer, powering India’s growth.”
MISSION
Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly technologies and contribute to society.
Core Values – BE COMMITTED
B Business Ethics
E Environmentally & Economically Sustainable
C Customer Focus
O Organizational & Professional Pride
M Mutual Respect & Trust
M Motivating Self & others
I Innovation & Speed
T Total Quality for Excellence
T Transparent & Respected Organization
E Enterprising
D Devoted
NTPC Electric Supply Company Ltd. (NESCL)
The company was formed on August 21, 2002. It is a wholly owned subsidiary company of NTPC with the objective of making a foray into the business of distribution and supply of electrical power, as a sequel to reforms initiated in the power sector. The company was also mandated to take up consultancy and other assignments in the area of Electrical Distribution Management System.
Its maiden entry into power distribution was by forming a 50:50 JV company ‘KINESCO Power and Utility Private Ltd.’ with Kerala Industrial Infrastructure Development Corporation (KINFRA). It is already distributing power in KINFRA.
STR 581 Strategic Plan and Implementation Proposal.docxJulie Bentley
The document outlines CB&I's strategic plan to diversify into new business areas through conglomerate diversification. It discusses CB&I's current strategies of operational excellence, customer intimacy, and product leadership. The strategic plan proposes expanding into 4 new projects in the Middle East and maintaining Japanese infrastructure. It provides financial projections of a $2 billion loan over 15 years to fund staffing, equipment, legal fees, and transportation. Key goals are improving safety, quality, and reducing delays and turnover over 1-5 years while pursuing continuous innovation and product development long-term. The management team seeks board approval to invest in acquisitions to increase stock value and synergies between businesses.
STR 581 PP Strategic Plan and Implementation ProposalJulie Bentley
The document outlines CB&I's strategic plan to diversify into new business areas through conglomerate diversification. It discusses CB&I's current strategies of operational excellence, customer intimacy, and product leadership. The strategic plan proposes expanding into 4 new projects in the Middle East and maintaining Japanese infrastructure. It provides financial projections of a $2 billion loan over 15 years to fund staffing, equipment, legal fees, and transportation. Key goals include improving safety, quality, and reducing delays and turnover over 1-5 years to strengthen CB&I's position as an energy infrastructure leader globally.
The document discusses the challenges facing the power and utilities sector in meeting the large infrastructure investment needs of over $7.2 trillion by 2025 due to population growth, GDP growth, and environmental challenges. It notes that many large capital projects in the sector suffer from cost overruns, delays, and suboptimal returns due to issues with financing, delivering assets, and managing assets long-term. It provides examples of average megaproject overspends of 35% and delays of two years and outlines five key questions organizations should ask to improve project performance in planning, analyzing, executing, and operating assets. EY offers its experience and tools to help organizations develop the right strategic approach, raise funding, control projects, manage risks,
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
Transnet is undertaking a large capital expansion program worth R300 billion over 7 years known as the Market Demand Strategy. This provides opportunities to accelerate economic transformation through supplier development. Transnet aims to leverage its procurement spend to develop local suppliers and manufacturing capabilities. It has achieved successes in past programs and aims to further supplier development ambitions through its new strategy and supplier development plan aligned with the Market Demand Strategy goals.
The document summarizes MPOCC's 2022 outreach process for MSPO certification. It identifies three key focus areas: 1) Certification process readiness to increase auditor, assessor, and reviewer capacity, 2) Industry readiness to assist operators in adopting new requirements, and 3) Raising the global profile of MSPO through recognition and adoption. MPOCC anticipates certifying thousands of new entities and conducting thousands of audits annually. The outreach process will include awareness campaigns, training, and engagement with stakeholders to ensure a smooth certification process and support industry adoption of the revised MSPO standards.
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Larsen & Toubro - Outthink 2017 (Strategy Case Competition) - Grand Finale
1. Juggling Hypercubes: long-
term EPC Business Strategy
for Hydrocarbon Sector
Team: ShootingStars
L&T OutThink 2017 (Finals)
November 10th, 2017
Image source: L&T annual report
This case is developed by L&T Institute of Project Management, Vadodara. Case solution is given by the team ShootingStars of IIM Rohtak
All the recommendations related to the business problems, as mentioned in the case, are based on the assumption that DGHE is similar to LTHE of L&T Group
Anupreet | Neha | Utkarsh
2. 1
10 Year Road-Map for DGHE1
1 In our analysis we have assumed that DGHE business is very much similar to LTHE business of L&T Group
Year 1 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10Year 2
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
A
B
Long Range
Planning
A BIdentification
of Corporate
Strategy and
initial fund
allocation
C
D
Focus on intensive growth
Focus on integration of the functional areas
Focus on diversification
Use present
capabilities to gain a
competitive
advantage
C Integrate various areas
and create a design chain
where everything is
popularly communicated
New Services & Product Development
Market Penetration
Create Design Chain
Outsource Activities
Integrate Different Functions
After Construction Services
Renewable Businesses
Leveraging on
core
competency
Diversify in other
potential areas such
as renewable energy
sector
D
Integration &
creating
Design Chain
Diversify
across
Businesses
3. 2Source: Case study, Team analysis.
Internal and External Analysis explains the risks and uncertainties. It
suggest to adopt internal strategies to achieve future outlook
Climate change
concerns
-
-
-
-
-
-
Uncertainty
energy policyWorsening fiscal
terms
Access to reserves:
political constraints &
competition for proven
reserves
Competition from
new technologies
Cost containment
Health risks
Human
Capital deficit
New Operational
challenges
Price Volatility
Predicted Risk level
-More Same Less
51% 48% 58% 48%
Automation Enhanced oil
recovery
High Pressure
Drilling
Sub-sea & Deep-
water Equipment
Before 2020 Around 2025 Beyond 2025
Fiscal Policy Shifts in Middle East
Distribution of risk, becoming less
favourable to EPC Contractors
The abundance of assets, might lead
to fierce pricing competition
Explore New Markets
Undertake efforts in North Africa
and CIS
Strategize roll out of Government
Plans
Operational Excellence
Alliances
Cost optimizations
Improved Customer Intimacy
Compliance with Standards
Uncertainties
Internal Control Strategies
Future Outlook
4. 3Source: Case study; Team analysis;
Total energy investments
over the next 5 years will
reach $900 billion. Largest
Player plans to spend
$334bn across the value
chain by 2025.
Pipeline to transport
to China has been
constructed.
Proportion of crude oil
to Asia has
significantly increased
Mexico to boost its internal
gas pipeline, expected to
grow more than 90%.
Highly integrated energy
market, attract
investments and lower
capital costs.
Gas production is expected
to climb rapidly from most
offshore area. The region is
net exporter of Gas, mostly
to North Asia as LNG.
-1000
0
1000
2000
3000
4000
5000
6000
7000
8000
1990 2000 2005 2010 2011 2012 2018
Production (kb/d) Demand (kb/d) Net Imports (kb/d)
0
1
2
3
4
Political
Economical
Social
Technological
Legal
Environmental
0
10
20
30
40
50
60
70
KSA Iran Egypt UAE Iraq Algeria
EPC FEED Study
Global Persspective
Along with internal strategies and brief analysis of the conditions of different
regions, we recommend extensive focus on Middle East and North Africa
5. 4Source: Case study, Team analysis.
Intensive & Integrated growth are short term options, whereas Diversification
in the long term leads to quantum leap of revenue and profits margin
0
5000
10000
15000
20000
25000
30000
35000
0
5000
10000
15000
20000
25000
2014 2015 2016 2020 2025 2028
Natural Gas Production (bcm) Natural Gas Consumption (bcm) Oil Products Production (bcm) Oil Products Consumption (bcm) Global Energy Investment (in USD trillion) Revenue
EXPECTED GROWTH DUE TO DIVERSIFICAITION
EXPECTED GROWTH DUE TO INTEGRATION
EXPECTED GROWTH DUE TO INTENSIVE GROWTH
BASE CASE
STRATEGIC GAP
ValueofGrowthDrivers
RevenueinRs.Crore
Growth Forecast for different cases
6. 5Source: Case study; Team analysis;
In order to reduce strategic planning gap, DGHE should focus on existing
market penetration and new product development
1 Based on the regression model with various driving factors
Strategy in a case of super-abundant capital age
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
200000
2016 2020 2025 2028
Base Case Intensive Integrate Diversification
B
Intensive Growth Strategy
Integration
Diversification
D
B
C
Base CaseA
Strategy Planning Gap
Exhibit 1: Financial Projections for Various Strategies1
DGHE can use 3 growth strategies to achieve long-term goal Intensive Growth Strategy
Current Value Propositions?
• Hydrocarbon Offshore
• Hydrocarbon Onshore
• Hydrocarbon Construction Services
• Hydrocarbon Modular Fabrication Services
• Hydrocarbon Engineering Services
Market
Penetration
Product
Development
Market
Development
Product
Proliferation
Products
Existing
MarketingSegments
New
NewExisting
But How?
BY DEVELOPING NEW PRODUCTS & SERVICES BY UNDERSTANDING CLIENT’S REQUIREMENT
C
D
A
• Long term agreement with client
like Saudi Aramco
• Associating with more companies
like ONGC for piloting the products
• Explore new markets with good
long term business potential
• Strengthen support to
international clients other than
L&T Offshore Projects
• A percentage of Engineering
Man Hours can be invested on
EPCM in Middle East
• End-to-end solutions for
Onshore and Offshore
Construction
RevenueinRs.Crore
7. 6Source: Case study, Team analysis; Strategies for minimizing information asymmetries in construction projects, Anita Ceric
Integration growth strategy reduces risk and delay in the value chain of EPC
based business by outsourcing and integrating functional areas
Integration
The value chain for EPC based contract exists only for the duration of the project1
Integrate various aspects
of value chain to make a
“design chain”, in which all
value chain members are
engaged in collaborative
design problem solving
PO PM PM C
Hires
Performs
Monitors
Informs
Hires
Performs
Hires
Performs
Self
Interest
Self
Interest
Self
Interest
Self
Interest
po c
Procurement
Design
Finance
RISK DELAY
Value Management
Design Management
Financial risk
Timely Review
Over aggressiveness
Pressure from Client
1 Create Design Chain 2 Outsource Activities
A firm may specialize,
based on strength and
weakness, in one or more
value chain activities and
outsource the rest.
3 Integrate Functional Areas
Effective integration of all the
functional systems. Primarily a
conducive environment needs
to be created within all
divisions and subsidiaries of
the company.
4 After Construction Services
Provide ancillary construction
and maintenance services and
create knowledge resource
1 PO = Project Owner, PM(po) = Project Owner’s Project Manager, PM(c) = Contractor’s Project Manager, C = Contractor. Relationship between PM(po) & PM(c) is the key to success
8. 7Source: Case study, Team analysis; Wardley Maps; based on John Boyd’s OODA framework & Sun Tzu’s book – “Art of War”
For long term, DGHE should focus on diversification, moving towards
renewable sources like Solar and Wind
Diversification
Market
Penetration
Product
Development
Market
Development Diversification
Products
Existing
MarketingSegments
New
NewExisting
DGHE should diversify, in solar & wind, in
order to survive in the long
How to implement the strategy?
Purpose
Landscape
Climate
Doctrine
Leadership
Observe
Orient
Decide
Act
Vision, Mission & Goals
Mission is to provide integrated solutions for Oil and
Gas Industry to build end-to-end solutions including
all services Professional management, focus on
customer satisfaction
Business-Environment
The oil & Gas industry is maturing . There’s a shift
from non-renewable energy to renewable energy
Macro-Environment
Macro-Environment factors are good enough to give
EPC business a growth of 7%-8% CAGR
Competency
DGHE’s huge experience in setting processes,
methodologies, technologies can be used for
competitive advantage
Leadership
DGHE project managers should embark Strategic
Thinking as a skill to take project decisions. The
strategy should be properly communicated to the
lowest levels
0
20
40
60
80
100
120
140
2012-13 2014-15 2016
Wind Solar
Linear (Wind) Linear (Solar)
Expected Annual Power Generation (in Twh)
9. 8Source: Case study; Team analysis; Balance Score Card – Robert . D. Kaplan, David P. Norton
Note: Based on Balanced Score Card Methodology
Primary strategy which should be pursued by DGHE and management teams
is Communication, Business Planning and Strategic Learning
POTENTIAL AND
GROWTH
CHALLENGES
INTERNAL
PROCESSES
CHALLENGES
CUSTOMER
CHALLENGES
ACHIEVE MARKET
SHARE GROWTH
ACHIEVE SUSTAINABLE
AND POSITIVE FINANCIAL
RESULTS
SATISFY THE
CUSTOMER’S
EXPECTATIONS
IMPROVE COMPANY’S
IMAGE
DEVELOP
EFFICIENT
PROCUREMENT
MANAGEMENT
GAURANTEE
CUSTOMER ORIENTED
INNOVATION
MANAGEMENT
INCREASE DIRECT
PROCESSES
EFFICIENCY
CREATE AND MANAGE A ROBUST
PROJECT MANAGEMENT STRATEGY
TO ADAPT TO RISKS AND DELAYS
GAURANTEE DECREASED COSTS
AND NO DELAYS
DEPLOY PROJECT
MAMANGEMENT
TECHNIQUES
ACHIEVE HIGH
PERFORMANCE
CULTURE
BECOME SECTORIAL
REFERENCE FOR
AUTHORITIES
DEVELOP
SUSTAINABILITY AS
MANAGEMENT
PRINCIPLE
INCREASE
INDIRECT
PROCESSES
EFFICIENCY
STRATEGY MAP
Translating Vision
Communication & Linking
Business Planning
Strategic Feedback &
Learning
Use high quality
employees to provide
services that surpass
customer needs
Communicating & Linking
through various channels.
Linking reward program
with performance and
setting goals
Setting Targets, Aligning
strategic initiatives,
allocating resources,
Establishing Milestones
Learning that produces a
change in people’s
assumptions and theories
about cause-and-effect
relationships
10. 9Source: Case study, Team analysis; Making Flowing Stream Strategy Work – Sushil, IIT Delhi
DGHE should extend its services for new customer by following shift and divert
strategy channels. It should also diversify its business in different sectors
Continuity
Forces
Change
Forces
0
1
2
3
4
5
Core competence
Customer base
Infrastructure
TechnologyLabour
Brand
Culture
0
1
2
3
4
5
Globalization
New Opportunity
Competition
New Technology
Government Policies
Global Standards
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
LOW
HIGH
HIGH
DGHE
CHANGE MASTER
(Wind)
QUICK ENHANCER
(Mushroom)
SYNTHESIZERS
(Flowing Stream)
STABALIZERS
(Tree)
CONTINUITY FORCES
CHANGEFORCES
Vital: Customer Base
Desirable: Culture
Burden: Low skilled labor
High Impact: New Opportunity
Mid Impact: Government Policy
Low Impact: Competition
0
1
2
3
4
Cost Reduction
Improvement in
Process
Market Penetration
Market Share in
Renewable Sources
End to End Solutions
As-is To-be
Strategy Landscape –
Before & Aspirations
VDB analysis of Continuity forces
VDB analysis of Continuity forces
Strategy Channels
Divert
Partition
Shift
Extend services and penetrate the
market
Shift some of the activities to other
business verticals or create new verticals
Diversify in renewable sources
11. 10Source: Case study, Team analysis; Characteristics of a project friendly enterprise, Vittal Anantatmula; Strategic thinking: can it be taught?, J M Liedtka;
Considering the key competencies of DGHE, project friendly organization can
be achieved by competent and productive teams
DGHE project
teams should
encourage lower
levels to practice
intelligent
opportunism in
order to avoid
strategic
dissonance
Strategic
Thinking
Systems
Perspective
Intent
Focused
Thinking in
Time
Hypothesis
Driven
Intelligent
opportunism
DGHE project teams should see
vertical & horizontal linkages
within the system from multiple
perspective
DGHE project teams should
marshal and leverage their
energy, to focus attention, to
resist distraction, and to
concentrate for as long as it takes
to achieve a goal.
DGHE project teams
should think on what
to keep from past,
what to lose from
past & what to create
in present to reach
the desired goal
DGHE project teams
should accommodate
both creative
and analytical thinking
sequentially in its use of
iterative cycles of
hypothesis testing.
Increases
Project
Productivity
DGHE project teams should
embark Strategic Thinking as a
skill to take project decisions
Competent Practices &
Professionals
Productive Teams
Project Friendly
Organization
Rank value of proposal & project
Rank desirability of Contractor
Manage project facets like cost,
duration, risk using planning,
fine tuning, Change
management& tradeoff analysis
Measure the attributes
Divide into teams – proposal
team, proposal portfolio team,
project team, project portfolio
team
Make a team charter – specify
personal behavior &
professional performance
Guidelines
Procedure & Models for
Managing attributes
Project
Proposals
Portfolios
Consistency in
Performance
Success
Team Norms for
Performance
Deliverables
Reporting
Punctuality
Behavior & Attitude
Trust
Conflict
management
Harmony
Ideal Competencies for DGHE Making DGHE a project friendly organization