The announcement of a tentative deal over the Churchill Falls hydroelectricity plant and future developments at Gull Island reflects a major step forward for both provinces, creating a win-win scenario with enormous potential for economic growth, energy security, and sustainability.

A Transformative Deal

The new agreement will replace the highly criticized 1969 Churchill Falls contract, which saw Quebec paying a fixed price of 0.2 cents per kilowatt hour for the lion’s share of the plant’s electricity. Under the new terms, Quebec will now pay 30 times more for power, generating $1 billion annually for Newfoundland and Labrador until 2041. Beyond the immediate financial boost, this landmark deal lays the foundation for expanded capacity, technological upgrades, and shared benefits for decades to come.

Hydro-Québec’s commitment to pay $3.5 billion for co-development rights to future projects demonstrates a strong partnership that balances financial risk and innovation. For Quebec, the deal ensures access to 7,200 megawatts of clean energy at a price that remains competitive compared to other renewable options. For Newfoundland and Labrador, it promises long-term economic stability, bolstered by significant investments in infrastructure and resource development.

Unlocking the Potential of Churchill Falls and Gull Island

The agreement’s vision extends beyond existing infrastructure, with plans to increase capacity at the Churchill Falls plant and develop the untapped potential of Gull Island. These projects, designed to capitalize on Labrador’s hydroelectric potential, represent an opportunity to make the region a renewable energy powerhouse while addressing North America’s growing demand for clean energy.

Key highlights of the proposed developments include:

• Increased Capacity at Churchill Falls: Upgrades to existing units will add 550 megawatts of new capacity, ensuring the plant remains a reliable source of renewable energy for future generations.
• Gull Island Generating Station: This new 2,250 MW facility will harness the power of the Churchill River, bringing a massive new energy source to market. Hydro-Québec will assume construction risks and cost overruns, demonstrating the strength of this cooperative venture.
• New Facilities Near Churchill Falls: An additional facility will add 1,100 MW of capacity, further solidifying the region’s status as a clean energy leader.
• Enhanced Transmission Infrastructure: New transmission lines in both Labrador and Quebec will ensure efficient delivery of energy from these expanded facilities, unlocking market access for renewable power.

With Newfoundland and Labrador Hydro owning 65% of the new developments and Hydro-Québec holding the remaining 35%, this balanced ownership model ensures both provinces share in the rewards of these ambitious projects.

Building on Collaboration

This agreement is not only a financial and energy breakthrough; it’s also a model for how provinces can collaborate on shared goals. The partnership between Newfoundland, and Labrador and Quebec highlights the power of cooperation in overcoming long-standing challenges. By addressing disputes over the original Churchill Falls contract and forging a forward-looking path, both provinces are setting an example for other jurisdictions in Canada and beyond.

The Innu Nation has also been acknowledged as a key stakeholder in this process. By signing an official acknowledgment of the agreement, the province has reaffirmed its commitment to the Innu of Labrador, ensuring that Indigenous communities benefit from these transformative projects.

A Vision for the Future

The tentative deal marks the beginning of a new chapter for energy development in Eastern Canada. It’s an opportunity to build capacity—not just in infrastructure but also in innovation, collaboration, and environmental stewardship. The increased revenue for Newfoundland and Labrador will strengthen the province’s economy, while the expanded energy capacity will provide Quebec with a reliable, cost-effective renewable energy source for decades to come.

This win-win agreement is about more than just dollars and megawatts. It’s about building a shared future that harnesses the power of nature, respects the contributions of all stakeholders, and positions both provinces as leaders in the global energy transition. With Churchill Falls and Gull Island poised to drive economic growth and clean energy development, the possibilities for both Newfoundland and Labrador and Quebec are as vast as the rivers that power them.

#ChurchillFalls, #GullIsland, #HydroelectricEnergy, #RenewableEnergy, #EnergyTransition, #SustainableDevelopment, #CleanEnergy, #EnergyCollaboration, #EconomicGrowth, #CanadianEnergy, #Hydropower, #InfrastructureDevelopment, #NLHydro, #HydroQuebec, #GreenEnergy, #EnergyInnovation

The result was a whole new E-World that ultimately will make us more versatile, globalized, and resilient.

When people stopped flying planes and the world pretty much shut down, people had to implement new business models for marketing, sales, hiring, investor relations, PR, supply/vendors and processes, partnerships, and more.

This new E-world means harnessing zoom and teams platforms and ensuring online meetings are connected and professional even if you were meeting from your bedroom.

While we now start to get back to a ‘new normal’ and travel becomes more available, the power of E-business will forever play a role in how we expand and grow from here forward.

See it as an opportunity rather than a problem.

Six E-Sales Opportunities To Grow Your Company In The New Digital World

If you want to sell a product or position your company for an important bid, how are you going to accomplish your goals in Covid times?  

When we are working from home, using zoom, or dealing with outside distractions, how can we succeed? Those are the challenges of the day. It is a new challenge, to find ways to keep ourselves and our clients connected, online.

Believe it or not, with creativity and engagement, we can have an effective E-Work environment that can out-perform old sales models.

1. Think about it, less travel, more meetings, less cost, more communication. It adds up. Business is nothing more than a network of conversations. People who organize meetings effectively, stack meetings, and create an E-Flow work environment will win the game of the E-work world.
   
2. Building great relationships that create trust and rapport is still the foundation of any relationship. Having clients get to know, like, and trust you is key; so, the rules have not changed. Building rapport still means a professional appearance online and an appropriate zoom background. It means good communication, understanding your client, finding common ground, discovering needs, sharing experiences, matching mannerisms and speech, future pacing, and finding solutions. 
   
3. Quickly adapting to this new E-World means recreating the outside world inside the computer world. It means finding new ways to connect and get personal with relationships so that there is a strong foundation of trust established online.
   
4. Computer advances and algorithms have taken over the laborious job of research and client acquisition. Business development costs came down, workflows became more efficient, and sales grow from there. 
   
5. The E-world will expedite globalization, and before we know it, doing business anywhere in the world at any time will be an affordable proposition. Global commerce is emerging, and the opportunities are truly endless.
   
6. We must look into the future and see where nations will unite in common goals. Languages will merge, and borders and boundaries will fall away. Free markets will be the foundation of the global playing field of business as we grow exponentially with E-Business automation and processes.

PAAS – PUBLISHING AS A SERVICE

As publishers of a global energy magazine, The OGM served clients around the globe ensuring suppliers and energy companies got their message to the right market.

Publisher Tina Olivero says, “During the pandemic it became apparent that tradeshows and flying to meetings was not an option for us or our clients. E-meetings became the norm and suddenly, the world got much smaller. Client contact became easier, faster, and automated. Computer advances and algorithms took over the laborious job of research and client acquisition. Business development costs came down, workflows became more efficient, and sales took off for us. That would not have happened, except for the pandemic. Long story short, there’s a silver lining in everything, when we are willing to embrace the challenges, we then reap the rewards.”

PaaS is a client solution that searches out potential clients, matches content with buyer and seller and creates an automated lead generation system. Where traditional advertising could be hit and miss at times, PaaS connects those interested, with those selling and the computer algorithm does all the work of bringing them together. As a result, expanding into new markets is now affordable. Finding your exact right client is now easier. All of this is because of the new E-Work environment and computer AI.

Visionary Tina Olivero says, “The E-world will expedite globalization and before we know it, doing business anywhere in the world at any time, will be an affordable proposition. Global commerce is emerging, and the opportunities are truly endless.”

WHAT INDUSTRY SAYS

Ryan Burrowes, CEO of Warehouse Transport Group and head of Canada/Guyna operations said, “As a CEO of a growing logistics and investment company, I was in dire need of new digital technology to take my business online. We needed a marketing and sales enhancement solution and a way to scale. I found everything and more with Tina and TheOGM Agency team. Having lived all over the world, Tina is a visionary who sees things from a global perspective.

Our operations have a foothold in Guyana, Ontario, Nova Scotia, and Newfoundland. So Tina and her team are a perfect fit for us. The OGM’s new digital business development solutions are strategic and sustainable for the new world order where everyone is doing business on Zoom.

The OGM digital tools come with algorithms and automation that provide us with a flow of never-ending, high-level opportunities to quote on new work. Not just any work but leads with key decision-makers for our business. That is invaluable. The OGM is a platform with new digital tools that we all need in a business in this day and age. This new digital game is entirely different and capitalizing on that makes for really exciting times. Tina and her team have gone over and above our contractual agreement and, honestly I wouldn’t have it any other way. That’s the people we want to work with. Already, I consider her a part of our family, for now, and for the future.”

Ryan Burrowes CEO, Warehouse Transport Group Canada-Guyana – WarehouseTransport.ca

PICK THE RIGHT PARTNERS

There are many companies out there that are trying to adapt online. For energy companies choosing the right partners who have extensive experience in the energy industry is key.

Tina Olivero says, “The most important part of outreach and communication right now is content. You have to partner with key marketing and sales people who speak “energy”. Otherwise you are trying to bring your clients into your world, with someone who does not understand your business and most importantly, doesn’t understand what your clients need. That’s a one way ticket to no success.

Aligining with The OGM as 30-year publishers of energy content, coupled with our digital media agency, makes The OGM a premium choice. When you have that level of business competence, communication is easy. Adapting with new digital processes and creating automations has to be routed in powerful words, which create powerful actions, which create powerful results. It’s that simple. These are truly incredible times. Reach out and lets what we can create.

www.TheOGM.com

About the Author Tina Olivero

Tina Olivero is a conscious entrepreneur, managing a publishing company – TheOGM.com, a digital media firm – DigitalCollateral.ca and a new Sales Engine company – TheOGM.ca. She has 30 years in the marketing and sales business in the energy sector. She is committed to energy and sustainable development with her Our Great Minds. This innovative magazine shares the great minds and collective intelligence that are combating climate change and eradicating carbon emissions. 

GUYANA, SOUTH AMERICA

Guyana, has for centuries, been rich with diversity, inclusion, cultures, races, and religions. The 7 different ethnic groups that make up the region live harmoniously. They celebrate their differing languages, beliefs, and vantage points. It’s a celebration of differences that brings everyone together.

The “Land of Many Waters” is where the word Guyana came from. Waterfalls abound and set the stage for some of the most beautiful rainforest landscapes on earth. It’s no coincidence that Demerara, Essequibo, and Berbice River are the names of three large rivers and are also the names of the three Guyana counties. Guyana is a world of water in all its various forms. Surprisingly, in Guyana you will find the mammoth Kaieteur Falls; the largest single-drop waterfall in the world.

With 80% of the country covered in rainforests, Guyana is an ecotourist’s dream come true. It’s the place for explorers to look for unknown species and for travelers to have untold adventures.
Bordering on Venezuela, oil and gas were bound to happen for Guyana.

Currently, Venezuela holds the world’s record for proven oil reserves. Surpassing Saudi Arabia and Canada means mega-potential. Guyana has an open-for-business policy and will most likely follow its global energy sister, Venezuela in terms of oil payout. We’re predicting a similar oil boom.

Based on Guyana’s geographic proximity to Venezuela, its oil exploration discoveries to date, and the government encouraging economic prosperity climate makes the region a solid bet. It makes this region one of the hottest places in the world to partner, invest, and work.

Unprecedented oil history is making waves in Guyana as we speak. ExxonMobil is discovering offshore oil at unprecedented rates. To date, 20 oil discoveries have been announced and the most recent project was just announced at the Guyana offshore Stabroek Block in September of 2021. And we’ve only just begun.
With coastal plains in the north, mountains in the highlands covered in rainforests, and dusty savannah plateaus in the south, Guyana gas it all. It is an entrepreneur’s dream.

THE BURROWES FAMILY IN CANADA AND GUYANA

With a long rich history of family members in Guyana and Canada, Ryan Burrowes, CEO of Warehouse Transport Group (WTG), is the bridge between the two regions. No stranger to global opportunities, Ryan’s $multimillion logistics company has an intuitive compass for what’s to come.

“My parents were both born in Guyana and came to Canada in the mid-’70s. My father, Peter, is an environmental engineer who started his career with the Guyana Bauxite company and now 48 years later, specializes in wastewater engineering and sustainability, an underdeveloped service in Guyana at the moment. My mother, Cheryl, has a music management business and both she and my sister have taught music in Guyana and are active in the Guyanese community in Toronto. My brother Andrew also works in the IT side of the business. Its a family affair.” said Ryan.

Bridging regions and building new opportunities has been a lifestyle and a passion for the Burrowes family. It makes perfect sense that they have a family-run freight forwarding and logistics company. “We are a family business. We think about family and community as a way of life. Moving between regions is what we do. With technology and transportation where it is today, the world is our home,” said Ryan.

THE GUYANA LEGACY

Ryan’s family lineage is rooted strongly in Guyana. “My great grandfather, Sydney Abdool, started the family in the insurance business more than 100 years ago and we are fortunate enough to have our WTG offices alongside Abdool & Abdool Insurance in Georgetown,” said Ryan.

My grandfather Eddie Fredericks was an icon in the community. He was a legal visionary with a passion for international relations. Eddie was instrumental in the sugar industry, and while CEO of Shell and Consul General for the Netherlands, he also oversaw the earlier drilling days, for oil by Shell, in Guyana. I think he would be happy that I am carrying on this lineage. My other grandfather, Thomas Burrowes worked at the Guyana Tobacco Company for over 45 years, retiring as Managing Director before migrating to Canada. Canada and Guyana have always felt line one and the same,” said Ryan.

THE WORLD IS OUR HOME

As the world digitalizes and globalizes, barriers dissolve and opportunities emerge. With vision and insight, Ryan envisions the future of Guyana and has great expectations.

“Our dream is to build a bridge between Guyana and Canada so that the people who want to do business in both regions can take advantage of that opportunity. Not only will we be moving freight for our clients between the two regions, but we will be forming partnerships and joint ventures to develop stronger infrastructure in the region. Right now, the opportunities are unprecedented. We will be looking for companies to partner with who have the same commitment to family values, community, and business as we do. We are visionaries for Canada and Guyana and are in it for the long game. Since our family motto has always been to help those in need, we are deeply committed to giving back to the Guyanese community,” Ryan explained.

“I am very fortunate to have been exposed to a strong Guyanese heritage from birth. I remember back in my school days, on the last day of school before summer break, most of my friends were going to Florida for vacation and I always received puzzled looks when I said I was going to Guyana. I thought I was different. I didn’t realize it at the time that those family trips were the foundation of my future. I spent summers in Guyana with my grandparents and our relatives and they handed down the Guyanese culture to me. Now its my blended culture,” Ryan recalls.

The beneifit of being a citizen of both Guyana and Canada gives Ryan’s company an extra advantage, “I am extremely proud to be a dual citizen of two amazing countries that have shaped my character and destiny. I formed WTG Guyana Inc, a Guyanese company, to identify where our services can be helpful to the Guyanese economy and share the remarkable links between the two countries. Canada, especially the East coast, has many similarities to Guyana with a long history of trade between Newfoundland and Guyana.”

“When I visited recently, I was completely blown away by the excitement shown towards myself and our company. I realized that the opportunity for Canadians to showcase their oil and gas products and skills in Guyana is enormous. For example, one of our primary initiatives with our partners in Halifax, Nova Scotia, is to develop the construction and infrastructure needs in Guyana. That’s a really exciting project and will be the foundation for many more to come,” said Ryan.

Bill Organ, Nova Scotia operations manager and director of logistics says, “We are serving clients from Newfoundland to Guyana and every place in between. We see the connection between Newfoundland and Guyana as something very special. There’s a synergy between the two offshore oil regions. We see similar people, similar offshore oil plays, and both are growing industry sectors. It is a very exciting time. Newfoundland has a 30-year history in oil, whereas Guyana has just begun. We see strategic partnerships between the two regions as a primary area of focus.”

Ryan Burrowes’ best friend and wife, Veronica Burrowes, is the head of financial operations at WTG – Warehouse Transport Group. Veronica says, “We plan to build a much‐needed infrastructure that will support the advancing energy sector in Guyana. We will be looking for partners that will allow for the transference of technology, the ability to transfer skills and transfer much‐needed infrastructure to the region. We are focusing on building a solid foundation of local partnerships that ensures the people of Guyana are the primary benefactors of their oil resource. We will be going beyond the country’s requirements for local content and partnerships and will ensure that the people of Guyana benefit from all of our endeavours.”

DO YOU WANT TO DO BUSINESS IN CANADA AND GUYANA?

Ryan concludes, “Our goal is a long-term vision where everyone wins. We encourage companies who want to do business in Guyana to come and meet with us. We encourage Guyanese companies who want strong partners from abroad, to let us know what they want to accomplish. We’ll be the bridge that builds a sustainable new energy nation.”

For more information on doing business in Guyana please reach out to Ryan Burrowes and his team at www.warehousetransport.ca

DOWNLOAD: WTG-GUYANA CANADA CONNECTION solutions below.

“We are delighted to have acquired what is already a market-leading company in IMServ. The company has been at the cutting edge of  metering technology for twenty years and the team members are genuine pioneers in the sector. Steve and his skilled management team are hungry for growth; they take a hands-on  approach in the business and are supported by an experienced and knowledgeable 500-strong  workforce. We’re really looking forward to working closely with IMServ and enabling its next stage of growth,” said Thomas Sikorski, Co-Founder of Bluewater.

IMServ is a leading provider of electricity metering services (both installation and  management of smart and advanced meters), data services(smart and advanced meters data  analysis and management) and visualization services. At the business’ core is a range of  specialist electricity metering technologies, along with highly accurate energy data collection  services. This is presented to suppliers and end-users in a seamless, intuitive online data  management analysis and reporting platform. 

IMServ is now one of the UK’s largest independent energy data management providers, and  is enabling the decentralisation of power generation and digitalisation of the electricity  market. 

Steve Brown, Managing Director of IMServ, said, “Bluewater is the perfect partner for  IMServ. Their energy transition expertise and financial strength will allow us to take  advantage of the huge growth potential arising from energy transition. In addition, with  capital to deploy, we are now looking at several acquisition options to drive our expansion in the UK and other European markets.” 

Its technology today is managing more than 25% of all the electricity that goes through the  National Grid. The company has gone from strength to strength as smart meters have  become a fundamental platform to deliver data that helps reduce carbon emissions.  

IMServ will continue to be led by Managing Director Steve Brown, allowing the company to  transition seamlessly and to continue offering best-in-class service to customers (including  energy suppliers and end-users), employees, and other stakeholders. 

Steve and the IMServ leadership team were attracted to Bluewater’s deep sector knowledge,  supportive financial and business mindset, and the private equity firm’s drive to embrace the energy transition. Bluewater’s tried and tested approach to enabling rapid growth is a perfect  fit with IMServ’s own ambitious growth strategy, which has responded to government mandated demand for smart metering and more efficient management of energy use. 

The IMServ strategy sees significant growth opportunities in several areas in the UK and  internationally: the expanding data settlement market to support the needs of the flexible  energy transition; organic growth through increased uptake of smart meters in the  commercial and domestic electricity markets; and potential mergers and acquisitions  nationally and overseas, with announcements of this kind expected within the next six  months.  

About IMServ 

IMServ is one of the UK’s leading Energy Data Collection and Meter Operations service providers and  is an award-winning pioneer of metering and data collection services for the electricity, gas, and water  sectors. IMServ is headquartered in Milton Keynes, UK, and has expanding operations in the  Netherlands. 

Through the government-mandated smart meter rollout IMServ is playing a central role in the energy  transition, making energy usage more efficient while helping to cut emissions. 

In 2019, IMServ became the first non-domestic metering business to become a user of DCC services  in the Other User (OU) role for smart meters.

About Bluewater 

Bluewater is a specialist international private equity firm focused on the middle-market energy  sector. Their experienced investment and operating professionals drive value creation as they  manage $2.5billion of investment across a portfolio of 22 companies. Today, Bluewater has a prime  focus on projects or technologies that contribute to the energy transition agenda and works to a  diversified investment strategy based on the principles of sustainability and close working  partnerships with best-in-class management teams. Bluewater has a strong focus on ESG and is a  signatory to the UN Principles for Responsible Investment.

Source and photos: Bluewater & IMServ

The co-developed digital solution, ‘iLMS Track and Trace’, will facilitate a move away from the traditional energy supply chain model adopting a modern retail model providing full end-to-end track and trace capabilities for operations, maintenance, production. The new model will allow for real-time material visibility, control and process efficiency in a data and system driven process environment.

ASCO, working in collaboration with Equinor on a six-sigma approach, completely enhanced the business and process architecture for materials management both onshore and offshore, adopting the value adding principles from retail while meeting the specific needs of the energy industry to create a safer, leaner, better, and faster way of working.

The iLMS solution is integrated with Equinor’s ERP system and enhances their business by providing far greater functionality, usability, control and simplicity using bar codes and handheld tablets. Matflo is a DAI-owned logistics automation software which is used extensively throughout the retail industry. DAI works with leading brands including ASOS, Tesco, Coca-Cola, Sainsbury’s and Adidas and have been strategic partners of ASCO since 2012 in the development of ASCO’s integrated logistics management system (iLMS) built on Matflo.

With offshore deployment due to commence next month (September 2019), ASCO Group Innovation Director, Allan Scott, commented: “ASCO’s collaboration with Equinor is the result of a joint vision to transform materials management. The warehouse deployment has brought improvements beyond our expectations, one major process has improved from 15 minutes to 30 seconds. Training the staff to use the full system was completed in one day. The ability to control and manage materials in real time brings a wealth of benefits. The offshore deployment will be transformative to how we currently think, plan and manage materials offshore.”

About ASCO:

ASCO is the leading materials management and logistics company for the global energy industry. Headquartered in Aberdeen, Scotland, ASCO operates from over 70 locations worldwide and employs c.1,500 people. As the essential partner for global energy materials and logistics management, ASCO works with the world’s largest oil and gas operators to deliver safety and service excellence. Digitalisation and modernisation are at the heart of operations at ASCO. The Group’s innovative processes and systems means the company is at the forefront of driving supply chain efficiency. ASCO offers an integrated service which includes end-to-end solutions spanning supply base management, materials and warehouse management, waste management, decommissioning, transport and logistics, training, personnel provision, fuel services and marine management. It combines this with specialist technical and advisory services across marine, materials, inventory and lifting operations, and world-class technology via its proprietary integrated Logistics Management System (iLMS), to meet the needs of oil operators across the world. ASCO is owned by DH Equity Partners and ASCO Management. To find out more, visit: www.ascoworld.com

About Equinor:

Equinor is a broad energy company developing oil, gas, wind and solar energy in more than 30 countries worldwide. The largest operator in Norway, one of the world’s largest offshore operators, and a growing force in renewables. Driven by our Nordic urge to explore beyond the horizon and dedication to safety, equality and sustainability.

The Bureau of Ocean Energy Management has approved Equinor and Shell’s transaction announced in May 2019, whereby Equinor exercised its preferential right to acquire 22.45% interest in the Caesar Tonga oil field from Shell Offshore Inc for a total consideration of USD 965 million in cash. Equinor’s interest in the field is now 46%. Anadarko Petroleum Corporation is the operator with a 33.75% interest, and Chevron holds 20.25% interest. 

This transaction demonstrates Equinor’s ambition to grow and strengthens the portfolio in the US Gulf of Mexico, now producing a total of more than 130,000 boe/day.  

Equinor  has a broad portfolio in the Gulf of Mexico, with active exploration activity, equity- and operated production. In addition, Equinor has extensive US onshore operations with a total equity production of nearly 300,000 boe/d, and recently won a bid to deliver offshore wind energy to New York.  

About Equinor

Equinor, is an international energy company with a proud history. Formerly Statoil, They are 20,000 committed colleagues developing oil, gas, wind and solar energy in more than 30 countries worldwide. They are the largest operator in Norway, among the world’s largest offshore operators, and a growing force in renewables. Driven by their Nordic urge to explore beyond the horizon, and dedication to safety, equality and sustainability, Equinor is building a global business on their values and the energy needs of the future

Thriving in the digital world means understanding that the new front door of your business is online. The new potential client for your company is online. The business solution you seek is online. The person you are about to hire is online. The next investor you want to attract is online.

Yes, business is an online network of solutions. A network that’s powered by “search” and executed by the keenest online minds who understand online positioning and presentation. Most businesses have not had the time to become digitally savvy and digital ready. But it’s a must or you will be left behind.

Here are 5 fundamental considerations to set you on your way to being digitally competent and prepared. While it may seem like a cumbersome task, results prove time and time again that the innovation and efficiencies of online business will often save your company money and time. Some companies have reported cost reductions up to 90% because of the adaptation of online innovation, digital solutions, and web-based integrations. So it’s worth it!

1. Everything you publish online is an asset . Your email, LinkedIn page, e-news, magazines, presentations, PDF docs, website, videos and your sales assets, are all an integral part of your next client saying YES! They all have to look good, feel good and attract the clients you truly want to work with.

2. Think of your business as a communications hub. Everything you develop and send out can influence your bottom line. Is your company optimized in the digital world to achieve your desired goals, sing to your clients and have the WOW factor?

3. We are in the self-publishing era. So having great digital assets that build your marketing and sales collateral is key! Are you optimized to achieve your business development goals online?

4. Let’s face it. Your online presence is the new front door of your business. Your clients want to open that door and trust that you can deliver exactly what they are looking for. Working with a digital consultant can provide smart solutions that will save you a LOT of time and money. Your digital collateral is a client reaching asset that should be engaging and ACTION-ORIENTED. You will be surprised, online there’s more business than you think and as you build out your digital assets you will find solutions and profit portals that you never even considered.

5. Your digital assets must support your goals; otherwise, what’s the sense of having them? Goals like growth, hiring, influencing, partnerships, investment, sales, making announcements, leads, launching products, adding team members, profiling awards and accolades, and really anything on your agenda! What would it mean to you to succeed with that goal?

Think of your company as a network of conversations. Architect sales portals into that network. Be creative. Be imaginative. Be unreasonable. Do things that your competitors won’t do. Amplify your offerings.

These are the keys to being successful in the new digital world. You are competing for attention. How you get that attention is uniquely yours. Take it and run with it.

Gerry Sullivan, the National Business Development Manager of Spence Corrosion Canada is executing on contracts. He says it’s been an exciting time, a time of enormous work and commitment to enter and succeed in a new market. “We plan to hire people locally and where the expertise is not here we have hired a few people from other regions. We plan on hiring 40 to 100 people to facilitate contracts in the region.”

Damir Zekic is from Croatia and is a Supervisor with Spence Corrosion working out of their new Salmonier Line, Holyrood location. Damir brings with him a unique set of skills as a red seal electrician as well as a specialist in rubber lining. Rubber lining is a skill essential to Spence’s operations and therefore they are a match. Through government support with programs like IRCC and the NL PNP program, Damir has transitioned as a foreign worker to the province. This has allowed for the transfer of technology in the rubber liner sector in the province. Damir says, “It’s been a transition that was made easier because my brother and I are both here in Canada now working for Spence as rubber liner specialists. I have a good life here with my wife. We enjoy the fact that Newfoundland is an island and I love the people and their Irish roots.”

lof people.ove Newfoundland’s history, language, and music. Most of all the people here are nice and truly welcoming.Damir’s brother Ivan Zekic arrived in Newfoundland sometime after his brother. He says, “I was a computer technician but I wanted to try something else so I got into rubber lining which I have specialized in for the last five years. This job has given me the opportunity to work throughout Canada and meet a lot of people. There are only three pipelining specialists in the province so it’s nice to be in demand and it’s also great transfer our skills and knowledge to the region. I love Newfoundland’s history, language, and music. Most of all the people here are nice and truly welcoming.

Spence Corrosion offers an innovative approach to problem-solving and solution development with comprehensive tank lining services for all types of industrial bulk storage and process tanks. Drawing on many years of experience in corrosion prevention treatments, Spence offers a specialized tank lining service for on-site linings. Incorporating the latest technology in corrosion prevention, Spence offers the most time efficient solution to any storage tank lining problem, with a minimum amount of disruption. That’s the job of Damir and Ivan, ensuring that pipe and tank lining services are available.

]]> https://ourgreatminds.com/2018/06/22/nalco-champion-nl-sustainable-solutions/ Fri, 22 Jun 2018 09:00:42 +0000 https://theogm.com/?p=17929 “I am from Lawn, Newfoundland and I have worked in the oil and gas service industry for the past 18 years. In May 2011, while working in Angola I met Ryan Olson, who is currently Canadian Regional Manager of Oil Sands and Heavy Oil for Nalco Champion. During our conversation, I asked him, “Why isn’t Nalco Champion operating in St. John’s, Newfoundland?” I had been working in Angola for about 5 years and was up for a change. That conversation was the conception of Nalco Champion, upstream in eastern Canada,” said Frank Brockerville, District Account Manager, Nalco Champion.

NALCO CHAMPION

Nalco Champion is an Ecolab company with one million customer locations; within more 40+ industries in over 170 countries. They are a mammoth company and are now located in Newfoundland. A strategic partnership between Nalco Champion and local company Alpha Chemicals, came together to supply the Hebron project with production chemicals and other chemical associated services. “The strategic partnership didn’t happen overnight, said Paul Rawding, Vice President, Alpha Chemical Limited. This has been in the making for decades and it all culminated with us winning the Hebron contract, making Nalco Champion a company that is now firmly rooted in Newfoundland.”

CHEMICAL OPERATIONS

Nalco Champion’s current focus is the execution of our ExxonMobil Hebron oil field chemicals program. The project ensures asset integrity, flow assurance, and oil/water separation to meet regulatory and fiscal requirements. That’s a lot of chemical movement and it requires a lot of safety structure to execute. With this base of product and service offerings, Nalco Champion is now well poised for other contracts that will arise in the oil and gas industry. Offshore Newfoundland represents a world-class resource with an estimated 60 billion BOE. There is a lot more business in the future.

Oilfield speciality chemicals are risky business and require the utmost of professionalism and safety for pristine operations. Nalco Champion was up for the task. To execute the Hebron project a facility operation was needed on the ground floor for the local supply and service of chemicals in St. John’s Newfoundland. District Manager and Director of Technology for Nalco Champion in Eastern Canada, Christopher Morrison says, “Internally, our supply chain adheres to “Zero Defect Delivery” standards. Externally, our chemicals are used to ensure facility asset integrity so that there are no breaches of containment. As well we provide flow assurance and oil/water separation ensuring environmental compliance in the environmentally sensitive Grand Banks. From manufacturing through supply chain, to our offshore personnel, all staff is trained in the safe handling of production chemicals.”

CHEMICAL SAFETY

When it comes to people, first and foremost, Nalco Champion new hires have to embrace and live Nalco Champion’s “Goal Zero” safety philosophy. They believe that zero accidents, incidents, and environmental releases are achievable.

Frank Brockerville says, “There many tools and methods in our arsenal to help us achieve our safety goals. I believe that safety policies and procedures have to be strictly adhered to, no “shortcuts”. I believe that a strong safety culture is developed over time by a positive discussion around safety during daily operational toolbox talks (everyone has a voice in safety), routine safety audits/safety meetings and incorporating safety lessons learned into daily routines.”

THE FUTURE

Garrett Rogers, Area Manager of Oilfield Chemicals for Nalco Champion says, “We know there will be a lot more drilling offshore Newfoundland with the exploration and production programs that are happening. It’s an exciting time when you realize that more oil discoveries are happening. Just last week we had another oil find.”

Being a part of Newfoundland, its culture, workforce, and future are most important to Nalco Champion. Garrett says, “We see an opportunity for Nalco Champion to grow with customers in this region. Our goal is to have a strong local footprint and capabilities that enable us to bring our global expertise and leading technology to Newfoundland’s oil and gas customers.”

Ross O’Dell, Nalco Champion, VP OFC North America says, “At Nalco Champion, we have a division focused solely on deepwater CapEx projects and ongoing support for the production from new oil through the mature field. We like being alongside the best operators, in growing markets, in the most challenging environments. We are excited to have set up operations to bring world-class support to the deepwater oil and gas industry here in Newfoundland.”

Ross says, “Talent is a big priority for Nalco Champion around the world. Talent will fuel our future growth. That is why we are focused on attracting, hiring, and retaining outstanding teams. We also like to hire and develop talent from the communities in which we work while giving strong support from our global network of experts. We believe that we are enhanced by having diverse and inclusive teams.”

NALCO CHAMPION FACILITY – GRAND OPENING

The brand new facility in White Hills includes the Nalco Champion office, warehousing, and chemical lab. It is a state-of-the-art operation designed for handling chemical operations.

June 21st marks the grand opening and guests will join team members for a showing of the facility and learn about the vision for expansion.

Guests will take a tour of the facility and will discover that it was designed by high-level, world-renowned, fire and safety specialists, RJ Bartlett Engineering, who adhere to or exceed US and Canadian fire regulations and specifications. It’s an incredible world-class chemicals handling site.

From idea to completion, the St. John’s Nalco Champion facility is now a reality. Frank Brockerville says, “Congratulations to all those involved in making this a success and for elevating Nalco Champion to be a leading chemical provider in Eastern Canada.”

The Grieg family of Norway is likened to the Crosbie Family in Newfoundland; fiercely loyal entrepreneurs, they are shaping the future of the region with sheer guts and determination.

The Grieg family business thrives on coastal operations primarily in the shipping and sea farming industries. Seen here is the Grieg Star Shipping Company in Norway.

Grieg Group

Joachim Grieg started the ship-brokering company Joachim Grieg in 1884, which today has evolved into the Grieg Group.

The Grieg Group consists of several companies, most of which relate directly to Norway’s diverse coastal industries. Most notably the Grieg portfolio of companies consists of the shipping company Grieg Star, which operates more than 30 general cargo and bulk carriers. As well the salmon farming company Grieg Seafood is a world-class operation, which founded in 1992 and will produce 80.000 tons of salmon this year.

Thomas W. Grieg is from a long legacy of Grieg family members. Today he is the Special Advisor, for the Grieg project taking place in Marystown, Newfoundland through Grieg NL Seafarms Ltd.

Like many Newfoundland family-owned businesses, Thomas says, “My father and his three sisters run the Grieg Group together, with the help of many talented people. Some of the members of the next generation of the Grieg family have over the past few years started their careers in the Group. I was one of them. My educational background and work experience consist of an M.Sc. in Marine Technology, offshore drilling and project management consulting. Last year I left my job with EY to work on the exciting opportunity we have in sea farming here in Newfoundland. For the last year, I have lived mostly in Marystown and St. John’s, learning about the culture and people as much as I can. I have been focused on the long-term vision of the overall project and simultaneously on the near-term construction phase of the project and getting the many details ready to make that happen.”

This Grieg salmon farming site in Norway is the current model of farming to be adopted in Newfoundland, Canada.

The Grieg Seafood Finnmark salmon farming site in Norway.

The salmon farming team at the Finnmark site in Norway.

The geological make up of Norway is similar to Newfoundland making it an ideal location for salmon farming. To be successful in salmon farming  you need the right protected coastal line, the right temperature during summer and winter as well as correct levels of oxygen and current.

Thomas and Knut are overseeing operations in Newfoundland, Canada.

There are not many places in the world where salmon farming is feasible. You need the right protected coastal line, the right temperature during summer and winter as well as correct levels of oxygen and current. The water depth is also important. Thomas says, “Today Norway, UK, Canada and Chile are ideal places to grow salmon compared to other regions of the world. We see Newfoundland as the next growth sector in the salmon industry and we want to be a part of it.”

Touring the Placentia Bay Site. Left to Right: Chris Pearson, Thomas Grieg, Knut Skeidsvoll and Anthony Ward

The Marystown salmon hatchery is more than ready to proceed. Thomas is excited, “We are already working full speed ahead and what is most important for us right now is that we do not see any more delays. We started working on this project 4 years ago and we hope that late this summer we can commence groundwork for the hatchery. The ongoing support from the communities on the Burin Peninsula, as well as constructive dialogues and support from the Provincial Government, is of great importance to expedite the project. As well we want to work with ambitious and competent people who want to be a part of our growth story.”

The layout of the hatchery site in Marystown. The buildings from left to right includes: The hatchery and first feeding building, the nursery building and the Post Smolt A, B and C building. The 3 modules will be constructed separately.

Commencement of the project starts with the construction, which occurs in several stages. This allows the hatchery to start production before construction of all three facilities (hatchery, nursery and post-smolt) are complete.

The hatchery site located just outside Marystown where Grieg will construct the 21.000 sq.m hatchery, producing 7 million smolt that will enter the sea sites in Placentia Bay.

Thomas explains, “Constructing this project is a major undertaking. We believe it is one of, if not the largest building to be constructed in the province. Depending on the EIS outcome, we hope to start site work for the land base facilities late this summer and insert the first salmon eggs into the facility in 2019. This will allow us to move the first fish to sea during the summer of 2020 and start our first harvest before the winter of 2021. This is an assertive timeline that we are 100 percent committed to. It’s taken our vision, resources and investment to get us to where we are today. Now it’s time to ensure that it is executed with precision. We are excited about it and as you can see we are here for the long term.”

Marystown, Newfoundland will benefit enormously from the hatchery operation. Total employment once operational: 700  (not including construction). The impact and economic benefits are about twice as high during the two years of construction and will employ more than 200 people.

ECONOMIC PROSPERITY

A report done by independent consultant Barry Shepard for the Burin Peninsula Chamber of Commerce in 2016 assessed the economic yearly impact of the project as follows:

Total GDP impact: $150 Million Canadian p.a.

Total Employment Income Impact: $57.5 Million Canadian p.a.

Total Employment Jobs Impact once operational: 700 p.a. (not including construction)

The impact and economic benefits are about twice as high during the two years of construction and will employ more than 200 people.

Norway + Newfoundland: A powerful partnership in sea farming innovation.

TRANSFER OF TECHNOLOGY

The latest and newest technology in the salmon farming industry will be utilized ensuring a transfer of knowledge and technology to the region which will greatly advance the standard and quality of salmon farming in Newfoundland and Canada overall. This project is firmly focused on using local suppliers for numerous services and job types, like diving, ensilage treatment, maintenance, drivers, contractors, electricians, mechanics, HVAC specialists, engineers, construction suppliers, and many more.

This hatchery and its construction phase, employment and timelines are comparable in size to the West White Rose construction project happening simultaneously at Placentia, Newfoundland. No longer are we relying on one sector to sustain us. Finally, the time has come when the fishery and the oil and gas industry will both provide mega-returns for their industry sectors. We can thank all governments, visionaries and business minds involved for that!

HATCHERY TECHNOLOGY & BENEFITS

The advanced RAS system allows for the building of a hatchery in rural coastal areas that are in a great need of new job opportunities. This plant will, directly and indirectly, create long-term jobs for several communities on the Burin Peninsula. New long-term job opportunities are merged with one of the most environmentally friendly production methods available for fish farming today. This makes it reasonable for the majority of people in the coastal areas of the Burin Peninsula to support this development.

There are organizations and groups that object to fish farming, but in general, there are not many objections against an environmentally friendly salmon plant like this type. We will have no discharge of process water from the facility, which is unique from other hatcheries. Grieg has a world-leading energy efficiency system built into the facility and allows for a very efficient movement and treatment of process water. The production of large smolt (500g-1500g per smolt, industry norm is 100g-200g) reduces the time in the sea for the fish.

Grieg touts a high ethical standard for their companies as well as a powerful commitment to maintaining and protecting the environment where they operate.  Unknown by many of the public, is the fact that if the sea that a salmon farming company operates in is polluted, then the salmon will not thrive and the company will not be profitable and it will go out of business. Therefore, a salmon farmer relies on a preserved and pristine environment for a sustainable future.

Thomas says, “I’m proud to stand behind our methodologies. They have proven the test of time with our operations in Norway. Our systems and operational methodologies as presented are meeting and most often exceeding all the criteria given to the industry by the various regulators. This is our philosophy for operating in an environmentally responsible way and minimizing the impact on nature. Salmon farming is a team effort, both internally with our people, and externally with our suppliers, customers and competitors. In Norway, salmon farmers collaborate to tackle the sea lice and other production challenges, both by learning from each other and by collectively planning the production for minimal environmental impact. We want bring that knowledge from Norway to Newfoundland in a climate of sharing information and collaboration with all industry stakeholders. We are already seeing improvements and good intentions from both industry organizations like NAIA and from other salmon farmers.”

Thomas Grieg, Special Advisor Grieg NL Seafarms Ltd.

Thomas sums up operations like this, “We aim to be regarded as a professional salmon farming company that will be attractive to employees, communities, new potential partners and to our investors. We want to show them how rewarding it is, on all levels, to be in this industry and what a great positive impact we can have socially and economically if we work hard and succeed together. We look forward to becoming the most efficient salmon farmer in Newfoundland!”

The Aqualine Midguard Systerm: To be used by Grieg NL, this winch system can easily and safely raise and lower the net for harvesting and cleaning without causing stress on the fish, the system or the employees.

Thomas and the Grieg Group are executing a world-class facility and salmon farming sites in Marystown and Placentia Bay. Both will bring prosperity and the transfer of salmon farming technology to the region.

Thomas, like many Vikings before him has pioneered his way to this new found land, ventured the salty waters of the Atlantic ocean and settled on our shores. History now repeating, we will advance with great minds and great fish. We stand proud to have these Vikings among us to rebuild our fishery in new and creative ways.

For more information go to: www.griegnl.com

Source & Photo’s:  griegnl.com and griegseafood.no

Karen Myers is the Branch Manager for Levert Personnel in Eastern Canada (top photo second right). Karen shares “We have four divisions serving corporate clients and job seekers across Canada and abroad (offshore crewing, marine crewing, mining/ heavy industrial and onshore office/light industrial). Our vision for the Oil and Gas industry is to continue supporting those Clients, that have entrusted their contractual staffing needs to our group for the past 6 years, in addition to building our portfolio to include other organizations who contribute to the oil and gas supply chain. Our group is excited about the continued interest in offshore Eastern Canada and we envision being a partner to support the industry from discovery through to production and even decommissioning.”

Levert’s dedicated team of management and operational staff continues to expand both the range of services and the company’s geographical reach. Offshore Atlantic Canada The Marine Crewing Division of Levert provides Deck and Engine Room Crew, Marine Mammal Observers, Fishery Liaison Officers etc. Levert’s Offshore Crewing capability includes the provision of a multi-disciplined crew on offshore semi-submersible drill rigs, FPSO Installations and Pipeline Processes. They provide Offshore Mechanics, Electricians, Instrumentation Technicians, Sample Catchers, Material Handlers, Drillers, Crane Operators, EROs, Roughnecks and Coiled Tubing Technicians etc. to the Atlantic Canada Offshore Industry.

JOB GROWTH SECTOR

Deborah Blundon (Account Manager with Levert Eastern top photo second left) says, “There will be significant growth over the next several years in the Atlantic Provinces across some key sectors: Technological/Digitalization, Civil/Industrial, Mining, Ocean Research and Advancement, Shipbuilding as well as continued exploration and development of our offshore resources. This includes the development of the Husky White Rose project and planned retro-fitting on existing assets. Opportunity could also present itself in the budding alternative energy sector, most notably planned development of wind energy. The Aquaculture Industry also shows continued growth potential. At Levert, our hope is that we can partner with the organizations involved in much of this growth by connecting them with the high caliber personnel needed to support their growth and expansion.”

FINDING THE RIGHT MATCH

Karen explains Levert’s approach to hiring and matching candidates as follows: “We have a comprehensive onboarding process which profiles our candidates for both their technical and soft skills. We verify their previous work history and the skill sets acquired. Emotional intelligence, maturity, and accountability are extremely important as well. We rely on behavioural profiling of candidates, either by interviewing or testing, to identify these traits. Levert’s focus on continuous improvement is driven by our client’s needs and preferences. We spend as much time as necessary listening to our clients to ensure we understand their needs. We have a time-tested, well-developed on-boarding program, that allows us to get to know the employee as an individual as well as a professional in their field and apply that knowledge to our client’s work environments.”

There’s no doubt about it Levert has market access to high-caliber candidates across a broad geographical reach and in multi-industry sectors. They are strongly positioned in the industrial sector which results in a deep understanding of labour market needs. With their long history and experience in the offshore, they provide a ‘collective’ wealth of knowledge and experience. With new projects happening, the price of oil rising, and the industry getting right back up on its feet, hiring will continue to be a top priority.

IKEA wants to have a positive impact on people and the planet while growing the business, which includes using more renewable and recycled materials and explore new materials for IKEA products. As part of this journey, IKEA is working to change all of the plastic used in IKEA products to plastic based on recycled and/or renewable materials by 2030.

Plastic is traditionally made from virgin fossil materials, which contribute to climate change and is a finite resource. By changing to plastic based on renewable material, IKEA can secure the production for the future, and eliminate the need for extraction of fossil fuel for the purpose of making plastic.

One of the ongoing projects towards eliminating virgin fossil-based raw materials in plastic products is a collaboration between IKEA and Neste, which was initiated in 2016. Thanks to this collaboration, IKEA and Neste are now able to turn waste and residue raw materials, such as used cooking oil, as well as sustainable vegetable oils into polypropylene (PP) and polyethylene (PE) plastic. PP and PE plastic are some of the most commonly used plastic.

“This new material represents a significant step towards a fossil-free future. No one has ever before been able to produce PP plastic from a fossil-free raw material other than on a laboratory scale. Together with Neste, we are ensuring that there is an opportunity to scale up the production of this material”, says Erik Ljungblad, Category Manager Plastic Products at IKEA of Sweden.

“The production of bio-based plastics at a commercial scale is a major achievement in the cooperation between Neste and IKEA, while it also marks a significant milestone in Neste’s strategy. IKEA is the first company to benefit from the developed supply capability that helps companies and brand owners towards replacing fossil-based raw materials with sustainable bio-based raw materials,” says Senior Vice President Tuomas Hyyryläinen from Neste’s Emerging Businesses business unit.

The pilot at a commercial scale of PP and PE plastic, chosen to contain 20%  renewable content, will start during fall 2018. The production of bio-based plastics will be based on Neste’s 100% renewable hydrocarbons. IKEA will use the new plastic in products that are part of the current product range, such as plastic storage boxes, starting with a limited number of products. As capacities improve, more products will follow.

His Excellency Dr Al Zeyoudi led the development of the National Climate Change Plan of the UAE 2017-2050, spearheaded the establishment of the Emirates Committee for Sustainable Environment Research, facilitated several productive collaborations with the private sector and implemented multiple initiatives to support climate change policies in the UAE. All these achievements were highlighted in The Sustainabilist, the UAE’s leading resource on sustainable development.

Speaking on the accolade, His Excellency Dr Al Zeyoudi said: “I deeply appreciate this recognition. Raising awareness of best practices and trends in the field of sustainability is crucial to sustainable development in the UAE. Dubai Carbon’s The Sustainabilist plays an instrumental role in achieving this priority. I extend my sincere gratitude to the people behind the magazine for their commitment to consolidating knowledge across the UAE to facilitate the country’s transition to a low-carbon, green economy.”

“The UAE has taken a global lead in developing as a sustainable country, and this requires not just technical solutions but a holistic approach. The commitment, passion and vision of His Excellency Dr Thani bin Ahmed Al Zeyoudi have helped increase awareness of the economic and environmental benefits of sustainable practices across the seven emirates,” said Ivano Iannelli, CEO of Dubai Carbon.

“His Excellency Dr Al Zeyoudi is a prime example of a leader who inspires through words as well as actions. He is a role model for all countries striving to develop more sustainably. His commitment to the resolution of global sustainability issues has resulted in identifying innovative, practical solutions for sustainable growth, inspiring members of government and other organizations to follow suit. His knowledge and experience have been invaluable to the country, and we are delighted to honour his dedication to fostering the growth of the sustainability movement in the UAE,” he added.

Celebrating visionaries, strategists and system transformers, the acknowledgement by Dubai Carbon aims to stimulate positive change and recognize strategic sustainable development work on a national and international level, by providing an international platform to showcase replicable and scalable success stories under the #iamthesustainabilist label. Furthermore, it seeks to inspire government and private sector organizations as well as the general public to follow in the footsteps of the UAE leadership in making sustainability a part of everyday life.

Through its knowledge products, such as The Sustainabilist, Dubai Carbon promotes best practices in the public and private sector, and encourages multidisciplinary dialogue and networking, leading to the advancement of sustainable development across industries and organizations.

What if you were a well-educated, multi-lingual, widely travelled, and successful businessperson, who fell in love with someone from overseas, got married, and moved to a new country, to find that out your skills and prior achievements were valued differently? That is what happened to Danish immigrant Pernille Fischer Boulter when she arrived in Canada.

Tale from an Immigrant Entrepreneur chronicles Pernille’s inspirational rise, while it clearly outlines what sorts of bumps in the road are likely to emerge, and provides thoughtful and imaginative ideas on how to navigate them. It is a great Canadian success story that gives credit to the mentors who helped along the way.

Pernille Fischer Boulter founded Kisserup International Trade Roots in 1998. She is a Subject Matter Expert on Entrepreneurship and Export development and has worked with small, micro and medium businesses in over 90 countries worldwide.

Website: www.pernillefischerboulter.com

Book Signing – Tales of an Immigrant Entrepreneur: One Woman’s Story
Saturday, June 9^th, 2018
2:30 pm to 4:00 pm
Chapters St. John’s
70 Kenmount Road, St. John’s, NL

As a result of this two-year contract, SIMMONS EDECO will provide wellhead and valve maintenance services for all North Sea assets owned by this operator.  In addition, the company will continue to provide onshore repair and refurbishment services for these assets, manage equipment and supplies, and provide custom engineering solutions, as needs arise.  To ensure the integrity of all production valves, the company will also manage the ongoing programme of valve integrity testing and maintenance.

To carry out these operations, personnel at the company’s recently expanded European base of operations in Great Yarmouth, England provides engineering, operational and administrative support.

For more than 55 years, SIMMONS EDECO has successfully supported numerous operators with its range of specialist wellhead and valve maintenance services throughout the North Sea. Over the years, the company has worked on behalf of numerous operators, many of which are longterm customers. “During the past 15 years, we have cultivated an extremely effective working relationship with this operator in the North Sea,” said Brian Kelly, Valve & Well Service Manager for SIMMONS EDECO. “We welcome the opportunity to ensure that its assets operate safely and reliably for years to come.”

About SIMMONS EDECO

SIMMONS EDECO provides specialist onshore drilling, wellhead and valve maintenance services, and asset integrity solutions to the global oil and gas industry.  It is dedicated to helping its customers optimize production by managing asset integrity and improving their operations without compromising safety or quality.  Founded in 1962, SIMMONS EDECO supports its customers from its headquarters in Calgary-Canada, and a network of bases in Great Yarmouth-England, Poza Rica de Hidalgo, Veracruz-Mexico and Esbjerg-Denmark.

A Word About Wind is a rapidly expanding international membership that provides intelligence, insight and connections to senior industry decision makers.

The community of over 2,500 individuals represents some of the very best finance houses, banks, venture capitalists, and private equity investors in the world. Through their programs, exclusive members-only networking initiatives and events, influence, educate and inform the people who drive and shape international wind energy.

Membership enables the wind community to make better-informed investment decisions, deepen industry knowledge, benefit from concise, informed deal information and ultimately get the inside track on what’s happening in wind.

6th Annual Guide to the Top 100 Power People

A Word About Wind has published its sixth annual guide to the Top 100 Power People, in association with Sentient Science. The report ranks the major influencers in the global wind energy sector and offers in-depth interviews with leading investors, utilities and developers in the space.

This year’s report has a particular focus on the growing significance of the US market, as reflected in the ranking of Philip Anschutz, American multi-billionaire and owner of the Power Company of Wyoming, at number one.

Anschutz, who has made a reported $12bn fortune in sectors including oil, heads the 2017 list of 100 most influential players in wind energy.

According to the annual Top 100 Power People, a report published by industry intelligence service A Word About Wind, in association with headline sponsor Sentient Science, the report ranks the major influencers in the global wind energy sector and offers in-depth interviews with leading investors, utilities and developers in the space.

A key theme in this year’s ranking is the US wind energy markets is continued resilience in the face of the potential challenges posed by President Trump’s administration.

Anschutz has secured the top spot by providing a welcome to the industry. Anschutz’s estimated $12bn wealth is largely due to the oil drilling company he took over from his father in the 1960s, as well as his work in sectors including entertainment, real estate, telecoms and transportation. Anschutz is known for investing in industries that are on the cusp of major change, and the planned 3GW wind farm on his land in Wyoming is a testament to the business tycoon’s conviction that wind is on the rise. If completed as planned, the project will be the largest onshore wind farm in North America.

“While our focus is global, this year’s Top 100 Power People ranking has been significantly influenced by determined participants in the US wind sector – from financial service providers to developers and utilities – who have refused to let their enthusiasm be dampened by Trump’s public derision of renewables,” said Richard Heap, Editor, A Word About Wind.

“Aside from this, the fact that our top spot has been taken by Philip Anschutz, a man with a highly successful track record in business but little previous involvement in clean energy, is a testament to the exciting position the wind industry finds itself in,” he added. “It shows that people are starting to realise that renewables, even without their other benefits, simply make the most business sense – both in the US and worldwide.”

The report features E.On’s Anja-Isabel Dotzenrath on this year’s cover. Dotzenrath is another major player who remains optimistic about the future of the US renewables industry, citing E.On’s ‘ambitious plans’ in North America, which she views as a ‘very attractive’ market.

Dotzenrath’s market perspectives are accompanied in the report by additional in-depth interviews with sector experts. Jens Tommerup of MHI Vestas explores the implications of increasing turbine sizes, and discusses the future of offshore, while Ward Thomas of Sentient Science explains how developments in materials science are reducing the cost of wind energy.

BlackRock’s David Giordano also offers his thoughts on the world’s largest wind and solar fund, and on the pressure to improve the grid through transmission lines.

The Top 100 Power People was initially launched at A Word About Wind’s annual conference, ‘Financing Wind’. The 2017 event took place with panel discussions with senior investors and industry leaders.

See: www.awordaboutwind.com/events/

REPORT ACCESS:

www.awordaboutwind.com/reports/the-top-100-power-people-in-wind-2017

For further information, please visit:

AWordAboutWind.com

Photo: Forbes

A collaborative supply chain approach to global decommissioning is launched, offering an end-to-end solution from industry leaders, to reduce the decommissioning burden, risk and cost for operators.

The new global decommissioning consortium, which includes Lloyd’s Register (LR), WorleyParsons, and Ardent, brings together 350 years of collective experience to reduce the interfaces, costs and risks of decommissioning for the oil and gas industry.

This consortium includes leading experts to cover all aspects of decommissioning, from late life management to planning, readiness for removal, execution, waste management and monitoring post removal. The consortium has the unique capability to take well operatorship, duty-holdership and title of offshore structures, in addition to providing independent third-party assurance.

“This consortium offers a new, collaborative approach to decommissioning for operators,” highlights Steve Gilbert, Director of Asset Management and Decommissioning from LR. “It represents a fundamental step change for the industry, aligning assurance, project management, and safe, fit-for-purpose removal and disposal.

“Decommissioning can be daunting; the cost uncertainty, the colossal project scope and the unknown long-term liabilities. The consortium helps to reduce the overall cost, time and liability burden for operators and allows them to focus resources on more fruitful activity, knowing that their decommissioning project is in safe hands. As experts in asset and risk management, and a number one provider of verifications services, this approach will assure safety, efficiency and reputation.”

Set to deliver results

Peter Pietka, Ardent CEO, says: “We bring to the consortium over 150 years of maritime retrieval experience, as a global leader in salvage and wreck removal. Through our expertise, we are in the unique position of being able to apply techniques and learnings from other sectors such as marine wreck removal, to improve how to tackle the increasingly important challenge of decommissioning offshore oil and gas infrastructure.”

Global spending on oil and gas decommissioning is expected to be $13bn per year by 2040. The consortium is set to deliver smarter decommissioning activities with end to end project management and execution for operators in Europe, Asia and Americas that include best practices from other sectors such as float and tow, used widely in salvage.

Offering considerably more technical value for operators than rival partnerships, the members of the consortium have a proven track record across all areas of late life and decommissioning. It can ensure project efficiency, regulatory compliance and cost certainty in the execution of decommissioning activities, wherever in the world the assets may be.

John Cox, Global Decommissioning Lead, WorleyParsons, says: “The value for industry is that our combined expertise covers the full decommissioning lifecycle. We have the unique capability to become well duty holders and take title of offshore structures plus we offer independent assurance throughout the decommissioning process. This consortium provides a new benchmark in cost-effective decommissioning activities, with safety and peace of mind for the operator.

About Lloyd’s Register (LR)

We started out in 1760 as a marine classification society. Today, we’re one of the world’s leading providers of professional services for engineering and technology – improving safety and increasing the performance of critical infrastructures for clients in over 75 countries worldwide. The profits we generate fund the Lloyd’s Register Foundation, a charity which supports science and engineering-related research, education and public engagement around everything we do. All of this helps us stand by the purpose that drives us every single day: Working together for a safer world.

In a world of increasing complexity – overloaded with data and opinion – we know that our clients need more than technology to succeed. They need an experienced hand. A partner to listen, cut through the noise and focus on what really matters to them and their customers. Our engineers and technical experts are dedicated to assurance. That means a commitment to embracing new technology, and a deep rooted desire to drive better performance. So we consider our customers’ needs with diligence and empathy, then use our expertise and over 250 years’ experience to deliver the smart solution for everyone.

After all, there are some things technology can’t replace.

About WorleyParsons

WorleyParsons delivers projects, provides expertise in engineering, procurement and construction and offers a wide range of consulting and advisory services. We cover the full lifecycle, from creating new assets to sustaining and enhancing operating assets, in the hydrocarbons, mineral, metals, chemicals and infrastructure sectors. Our resources and energy are focused on responding to and meeting the needs of our customers over the long term and thereby creating value for our shareholders. WorleyParsons is listed on the Australian Securities Exchange [ASX:WOR]. Further information on WorleyParsons is available on the Internet at www.worleyparsons.com and www.advisian.com.

About Ardent

We deliver safe, economical and innovative solutions to our customers in the offshore and shipping sectors. We are specialists in Emergency Preparedness & Response, Wreck Removal, Offshore Decommissioning and Subsea Services, With bases around the world, we have the resources and the network of ships and equipment for any decommissioning project. Our vision is to protect the interest of our customers and the environment through applied ingenuity.  Discover more at https://www.ardentglobal.com.

Publisher and CEO, Tina Olivero says, “Creating a globa publication that bridges to readers and buyers around the globe is what we do.  Perhaps our client wants to attract investors or garnish new hires from around the world, we pride ourselves in finding creative ways to make that happen. We love the challenge of using new programmatic technology and algorithms to bridge the gap between the seeker and the solution. It’s a creative process that bridges the business development gap for our clients. I’m hoping in the not too distant future there won’t be any such thing as marketing, just ‘direct to sale’. That would make life alot easier for everyone. We have the solution that’s the closest thing to it!”

The OGM network spans over .5 million viewers online and has special print distribution for exhibitions and subscribers. It’s world class presentation puts it in a league unto itself. It’s credible, positive and always focused on connecting and uniting the industry.  The game of business takes a tribe of committed and dedicated people and The OGM has the privilege of working with those people every day.

Take a video adventure through some of The OGM’s great brands and realize just how many companies entrust their message with The OGM.

Ask us about programmatic solutions where we can reach people who searched for your product or services by broadcasting out to over 2000 other magazines, thereby reaching 1-2 MILLION viewers in a month! The results are simply the most cost effective in comparison to any other medium on earth. Programmatic solutions are the future folks, so learn everything you can about it.

LEARN ABOUT PROGRAMMATIC NATIVE CONTENT
Find out more on programmatic native content right here:

SEE PROGRAMMATIC IN ACTION
See how our clients used programmatic native content to fill up their CAD training program with strategic content, a multi-media mix, and a lead generator.

HERE’S WHAT OUR CLIENT HAD TO SAY:
“Rounding up students for our CAD training was a real challenge and to be hones, we were getting nowhere. After several months of spending huge sums on traditional advertising, in came Tina Olivero from The OGM who completely revamped our marketing approach. It felt a bit like Gordon Ramsey Boot Camp. But coming out the other side, we began to see real results. The problem flipped to being overwhelmed by responses!  The winning formula Tina developed combined targetted social media with sponsored content. In simple terms, our internal team managed the social media messaging which included a link to the OGM article with a call to action. The key her was the combined effects of targeted social media messaging reinforced by the OGM article which was effectively a third-party recommendation. Three months on and we’re still up there on google with a constant stream of inquiries from around the globe. The world is suddenly much smaller!”  Gareth Owen – Partner and General Manager, Metroworth & North Atlantic Technical.

Enjoy the ride!

Tina Olivero

GREAT BRANDS IN THE OGM

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Crosbie Group, through its offshore and onshore industrial maintenance companies Crosbie Salamis Limited and Atlantic Maintenance Services Limited respectively, employs in excess of 300 engineers, technicians and tradespeople, primarily in Newfoundland & Labrador. Crosbie Group’s investment in MacKinnon & Olding represents an important first step in its diversification strategy, broadening Crosbie Group’s market exposure and moving the company into new regions. MacKinnon & Olding has a long history of providing similar maintenance services, with a focus on the marine and defence markets in eastern Canada. Crosbie Group and MacKinnon & Olding, combined, will provide over 500 skilled professionals to the industrial maintenance space in eastern Canada.

“We are delighted to be partnering with MacKinnon & Olding” said Robert Crosbie, Chair of Crosbie Group. “This investment will give both companies the opportunity to share technology and expertise that will enhance our industrial maintenance service offering in the markets we serve.”

Robert Crosbie, Chair of Crosbie Group

“This partnership will further support the growth of our company,” said Don MacKinnon, President of MacKinnon & Olding. “It will allow us to build on our existing relationships and grow into new markets.” The transaction closed on November 15, 2017.

For more information on each company, visit their websites at www.crosbiegroup.com and www.mac-old.com.

About Crosbie Group Limited & Member Companies

Crosbie Group Limited & Member Companies (Crosbie Group) is a wholly owned and operated Newfoundland & Labrador based family business with its head office located in St. John’s, NL, Canada. Crosbie Group has a diverse portfolio of business interests which span offshore oil and gas, onshore industrial, construction and real estate sectors. Throughout Crosbie Groups’ business, the company’s priorities are always is the safety of its people, protecting the environment, being honest, sincere and professional, building relationships and providing superior client-focused solutions and developing our team to better support our clients. Crosbie Group draws on innovative practices, partner relationships and extensive experience to provide the highest standards of products and services.

About MacKinnon & Olding

MacKinnon & Olding (M & O) offers a complete soft trades solution focusing on five specialty services under one roof with more than 30 years experience in each division. Maintaining all certifications and meeting strict government guidelines have made M & O a trusted partner for a growing number of companies in need of quality and reliability. M & O remains the #1 marine contractor for the Canadian Navy on the east coast. An ISO company with COR- NSCSA certification, the company continues to build itself on its ability to deliver core services while maintaining the highest standards.

Under the partnership, Wood Group and Librestream will also come together to create a number of advanced new technologies designed to notably reduce the time for problem solving and associated implementation and in turn, increasing productivity at remote sites both onshore and offshore.

Steve Wayman, head of strategy and development at Wood Group, said: “Delivering improved efficiency, effectiveness and value in the technical solutions we deliver to our clients, is at the heart of our innovation agenda. We believe that significant streamlining of many traditional duration-based activities through the application of smart technology such as this can be a game-changer for the industry.

We have been working with Librestream for some time to test prototype digital devices in real-life operational situations and under this agreement we will leverage their existing pioneering technologies and explore new development opportunities that will grow our combined offering; further enabling Wood Group to solve life cycle cost challenges faster and with greater certainty.

We are excited by this collaboration, which exploits great synergies between our two companies and will continue to position Wood Group as an innovative leader across the markets in which we operate”

Kerry Thacher, chief executive and founder of Librestream, which is based in Winnipeg, Canada, said: “We are delighted to be entering this agreement with Wood Group. Librestream has successfully provided video collaboration technology to a range of industries worldwide since 2007. The partnership with Wood Group brings technology and services together as a coherent solution, delivering significantly faster response times between remote sites. By collaborating on new technology development, we will enhance the breadth and depth of our digital solutions platform.”

_____________________________________________________________________

Tina Olivero

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The NOIA conference was less about vision, exploration and future projects and more about addressing the challenges of the day – “oil price”.

Presentations focused on cost savings, efficiencies and maintaining profitability in an industry under pressure. Speakers included industry professionals, government, and organization who had a common theme in their message. It’s a time of adjustment, a time of innovation and a time of exponential change.

And why wouldn’t it be about the price of oil and its impact? In the last 18 months the price of oil has been cut in half. Think about that in personal terms. Your paycheck has just been cut in half. How do you live? What do you do? What cutbacks to you take? What are your priorities? How do you simplify and modify? What do you keep and what do you eliminate? That’s the challenge of oil companies, major contractors, and suppliers in the oil base today.

For the oil industry dealing with half of their revenue base has led to hundreds of thousands of jobs in the energy industry, being cut worldwide. There are drastic reductions in spending, transport, logistics, exploration, production, sales, and future projects. Times are tough around the globe. Many call it a time of crisis.

But is all lost?

The oil and gas industry presenting at the NOIA conference thinks not. After all, the world’s leading commodity is oil and gas and it attracts the greatest minds in the world. Rather than being defeated they’ve strategically channeled those great minds into an entirely new way of operating. 
With resiliency and creativity, the people of the oil and gas sector now have a new level of industry conversations that transform and recreate. It’s actually a time of rebirth through efficiency, business process, operational overview, collaboration, standardization, simplification and a reduction of operational costs.

This is a time of cultural and behavioral change. That means the vision, focus, and conversations that make business work have been catapulted to an entirely new level. Leadership is now more about being the facilitators of new regimens of efficiency and powerful innovation. Concepts of integrity, transparency, sharing, collaboration and industry partnership are not just “key” they are now non-negotiable.

Esteemed speakers on the topic of oil and gas innovation and efficiency included:
Naheed Nenshi, The Mayor of Calgary
Paul Fulton, President of Statoil Canada
Stephen Marcos Jones, Director of Business Excellence, with Oil & Gas UK
Hakon Skretting, Regional Director, TSOK, The Norwegian Oil & Gas Partners
Knut Boe, President, North Sea Canada, Technip

The conversations of the morning rang in similar fashion.  Embracing rapid change and moving forward is a navigational challenge in which they all had similar plans. We can expect to see three main operational themes emerging:

1. Simplification
2. Standardization
3. Industry collaboration

Each of these variables will emerge with the advancement of technology and new global communication systems. Resource allocation will be aligned with all that elevates these three themes and supports them in coming to fruition.

All that brings adversity also brings us together and today’s adversity will foster intricate industry networks that will lead to new solutions and results. Given we are on the cusp of  globalization this can only be a good thing.  I have the sneaking suspicion that it’s getting us ready for the new energy world that’s about to emerge.

Business is nothing more than a network of conversations

New operational efficiencies in the oil and gas industry will include systems that prove themselves in reducing cost and increasing profitability. Some of the trends include access to global virtual resources, detailed and shared inventories, sharing expertise and past experience, virtual hiring, the internet of things, big data, operations in the cloud, more efficient software and hardware, and advanced communication systems.

At the heart of each of these modifications and adjustments is “new conversations”.

So what we really have is a communications challenge. The goal now becomes more about enhancing the networks of conversations and the number of conversations we have that can strategically and succinctly lead us to a new world order. All of this bodes well for the world that’s globalizing and streamlining simultaneously. It seems that these new operational models will be the foundation for what’s to come and therefore are a necessary course of correction that will result in a sustainable new energy future.

Crisis forces change and it’s a good thing because people have conversations they wouldn’t have in the past. So rather than slashing costs by putting pressure on the supply base of the oil and gas industry, it’s a time to look at the big picture and optimize the entire offering where project durations are reduced, simplicity offers direct cost reduction, waste is eliminated, optimized efficiencies are implemented and technology ensures communication and operations effective overall.

The game of lean operations ensures we architect business with what we “need” rather than what we “want”. The model ensures a foundation for success in the midst of fluctuating market costs, emerging global markets and unpredictable variables. How we modify and move forward will inevitably provide us with the much-needed foundation for the new energy, globalized world of tomorrow

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And then reality sets in and we embrace the challenges in front of us. We “adjust” and make the moves necessary. My thoughts around that time were, “Hang on a minute now, where there is a breakdown, there is a breakthrough, so what is it?”

I set in motion a fast turn around within my organization. Publisher of The OGM, I had built this magazine from the ground up 25 years ago. It was in jeopardy of losing all those years of gains, and I felt the strain and stress as I feared it all coming to a crashing end.

It was sink or swim. So I restructured, revamped, realigned and embraced every possible innovation that I could find in the business world – on Google. I could never have predicted the results. In fact, due to advances in global digital communication, results were better than predicted.

The Breakthrough

Today my company has “no employees” and yet it has over 100 contractors locally and from around the globe. There is no physical company address, but rather a company that operates in the clouds and one in which I can now operate from any place in the world – successfully and profitably. The OGM circulation and content engagement is higher than we ever thought possible just a few short years ago.  Numbers are in the millions upon millions of energy impressions online and our global base of readers has expanded in unprecedented ways. All that happened because of the advancement of communication, technology and this era of globalization.

I share this with you not because I want to brag about our business but rather because of its access to new possibilities for business. We think the world is falling down around us but when we step back and take a much broader look, it is “change” that is knocking at the door.  It may come in the form of low oil prices, or difficult times or tragedy, or layoffs, or new situations – but it’s actually just change happening. Answer that door.

Globalization

Globalization is happening. The world is becoming our trading market and never in history has it been so easy to access global talent, global technology, global innovation and global resources.  We live in amazing times and capitalism is escalating exponentially as a result of the information age.

Globalization may be defined as the integration of the world’s people, firms and government for the purpose of collaborative growth and advancement. It is the “one world” concept that is uniting us through an open market. If there was ever a hope of understanding each other and supporting each other it is through globalization. As we globalize and nationalities mix, barriers come down and understanding and integration rises, creating what Marshall McLuhan called the “Global Village.” Globalization may just be the one thing that will finally do the unobtainable: end wars.

While Globalization is not a new phenomenon, it is exponentially speeding up because of improved trade, capital mobility and strong advances in technology and global communication. We have become globetrotters with the advancement of air travel and other means. Trade is cheaper because of container ships and global imports. The world is becoming a smaller and smaller place. What once took us a month to travel now takes us a day. Forty years from now it will take hours and minutes and eventually travel is predicted to be instantaneous. Can you imagine it? Are you ready for it?

What does globalization mean for your business?

Globalization will impact your business at every touch point. With online marketing and Google search, your company can be found by buyers in parts of the world that you didn’t even know existed, let alone had identified as a target market. 

The new business market leaves us with the possibility of the great unknown and now selling is found in the “pull” economy online, rather than the old model of “push” sales, which is a thing of the past. Global selling is a completely different game in a completely different world. Our new business development goal is to harness it.

Globalization will impact your HR needs and solutions. It will open up your vendor and sales possibilities and it will dramatically impact your supply base. Communication will advance and accelerate, lowering costs and time for each business transaction. Financial models will change, and with increased opportunities, profit can also increase through globalization.

The world is changing from small to smaller! Your next client could be in Africa!

How can globalization support my HR needs?

People are more willing to move between different countries in search for work. Global trade remittances now play a large role in transfers from developed countries to developing countries.  Specialized HR firms are waiting to solve your HR needs around the globe, and a global supply of online freelancers offers skills and talent at a fraction of the cost. Most probably, your job no longer is about finding the right hire but finding the right solution for your hire.

Online platforms like Upwork are global work-based platforms that provide contract workers in the area of administration, web development, marketing, communications, project management, finance and the list goes on. When you consider the costs of hiring full-time, benefits, vacation pay and payroll remittances, this is an attractive alternative.

How can globalization support my contract/vendor needs?

We have become a transnational economy. Especially in the energy sector, multinational companies work in energy cities around the globe. All of this coupled with a reduction in national barriers through the European Union, NAFTA and ASEAN and the work of WTO (World Trade Organization) make the business around the globe not only a possibility but a pleasure. This means that a business that had previously only sold its goods domestically can start selling products to other countries.

The global auto industry boomed as geographical boundaries came down and the Berlin Wall fell, meaning those in communist countries now had access to cars, further transport, and expansive markets. And then there’s China, the place where “Made in China” has become a household brand in and of itself. Labour is cheap, products are useful and profits increase when work is outsourced to the Chinese. In India, a technological revolution is happening with call centres expanding, Internet web developers booming and previously expensive IT solutions offered at a fraction of the cost.

Alibaba Group Holding Limited

And then there are companies like Alibaba Group Holding Limited, which change the game entirely. Alibaba is a Chinese e-commerce company that provides consumer-to-consumer, business-to-consumer and business-to-business sales services via web portals. In this fully integrated model, you don’t even need a physical location – everything is sold online with an easy-to-use electronic payment service. This shopping search engine and data-centric cloud computing service has revolutionized the Chinese economy and supports small business in unprecedented ways.

Jack Ma founded the website alibaba.com, and he succeeded in connecting Chinese manufacturers with overseas buyers. In 2012, two of Alibaba’s portals handled $170 billion in sales. On 19 September 2014, Alibaba’s market value was US $231 billion. Alibaba sought an IPO in the United States, which raised US $25 billion, making it the largest IPO in global trading history. Alibaba’s consumer-to-consumer portal Taobao, similar to eBay.com, features nearly a billion products and is one of the 20 most-visited websites globally. The group’s websites accounted for over 60% of the parcels delivered in China by March 2013 and 80% of the nation’s online sales by September 2014. This is the business model of the future.

Jack Ma in his letter to Alibaba Group shareholders said, “Our biggest challenge is not our competition, but our ability to grasp the future and manage ourselves. With our ambitious vision and unique ecosystem, we need professional talents from different fields, a unique culture and an organization that can adapt to future developments. Our colossal business ecosystem and intertwined structure will require not just more corporate managers, but leaders, innovators, and trailblazers. This is a tremendous challenge for a 16-year-old company with a workforce with an average age of only 29. There is almost no reference to us when we develop our talents, corporate culture, management model, and the relationship between our business units and government departments. As a young company, we are committed to a mighty challenge, one that’s unprecedented and beyond the imagination. But this is a golden opportunity. We have told ourselves over the past 16 years: If not now, when? If not us, who?”

Alibaba is not the only company making these kinds of global gains. Amazon, Facebook, eBay and others are revolutionizing global commerce. Just think about it: we’ve only just begun. The possibilities are endless. Where does your company fit into the global sales portal?

Oil and gas supply base companies will be looking for solutions that support marketing “and sales” in the same transaction rather than having a disconnect as we have seen in the past. No longer will marketing supplies be acceptable without sales. This is the future.

How can globalization support my communication needs?

Improved technology is undoubtedly the key to globalization. Without technologies such as the Internet and global communication, it would not have been possible to witness the increased interdependence of companies and countries worldwide.

Email is instant. A video is even better. Websites are worldwide. The communication tools of the future include these tools and much more. The digital revolution is proving to be a vast and a highly-targeted, strategic play.

Never before have you been able to say, “I’d like to target all of ExxonMobil employees with my marketing message,” and make it happen online. This is now possible. As well, aggregated content has allowed for stories to be searched by personal interest and found all over the globe – meaning companies can now communicate with unprecedented engagement. For example one of The OGM stories on energy independence in Canada (LINK) last week, fetched over 2.5 million impressions online. Given the story was about energy and related only to Canada, limiting its appeal, that number of impressions (2.5 million) is off the charts. And we’ve only just begun.

How can globalization support my business development and sales needs?

International development, as a consequence of globalization, arises out of a combination of both expanded markets as well as cheaper resources. A prime example of this is India. Before the late ’90s, the information technology sector in India was largely in its infancy. However, coupled with an educated-yet-inexpensive workforce, foreign companies were able to start subsidiaries of high-tech activities in cities like Bangalore. This technological know-how spread to local firms, which in turn grew as a result of expanded markets both in India as well as the rest of the world.

Business development became a global play virtually overnight with the onset of the Internet. If you are an oil company, major contractor or supplier with differing objectives, the Internet still allows you to execute at entirely new levels.

Given the downturn in oil price and the economic climate of recent years, the opportunity to diversify and build business and sales in new regions is a welcome solution. As well, selling worldwide is fascinating, making the global selling market attractive to us all.

The world of business development advances at the speed of technology and it’s going to stay that way. The new model of business is more about having clients come to you rather than pushing what you’re selling “at them.” So the power of sales in the digital era is being an expert at client search, client interest, client value and client appeal – all online. And do it first, before they even decide to engage with you. It’s a new day and a new game.

What differentiates us?

Globalization will either be the thing we embrace or the thing we ignore. I’m betting on the currency of the future is global competence and functionality. What differentiates us from others will be how powerfully we embrace technology, how global-savvy we become, how much we embrace new and emerging markets, and how willing we are to go where we have never gone before. Like voyagers, globalization offers us new lands to discover. 

Thomas Friedman said, “Now we’ve entered Globalization 3.0, and it is shrinking the world from size small to size tiny.”

_____________________________________________________________________

Tina Olivero

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In response to oil reliance and low oil prices, Saudi Arabia’s cabinet has approved “Saudi Vision 2030,” the plan that will change the landscape of energy options for the Kingdom over the next 14 years.

The Saudi Vision 2030 plan will re-calibrate its strategy on energy assets after the budget deficit dramatically impacted the country.

 Oil accounted for 72% of Saudi’s total revenue in 2015, which made innovative diversification and strategy the new game. The intentions of the plan include privatizations, additional cuts in government subsidies, the sale of part of Saudi Aramco, and the creation of a $2 trillion Sovereign Wealth Fund as well as regulatory, policy and budget changes that will decrease the Kingdom’s dependence on oil.

5% IPO about to happen with Saudi Aramco shares

The Council of Economic and Development Affairs (CEDA), led by Saudi Deputy Crown Prince Mohammed bin Salman, spearheaded the development of the new plan, Saudi Vision 2030.

The rise of The Deputy Crown Prince, who is currently 30 years old, reiterated the kingdom’s plan to sell less than 5% of Saudi Aramco in an initial public offering (IPO). A significant sale given that Saudi Aramco is estimated to be worth $2 trillion.

The plan is to develop Saudi Aramco as the parent company with its own board of directors. The IPO would be offered on the parent company. The plan also advances with a strategic move that allows Saudi Aramco subsidiaries to be sold.

Given the price of oil, the Saudi government ran a record deficit of $97.9 billion in 2015. Revenues for 2016 are forecast at 514 billion riyals, down from revenues of 608 billion riyals in 2015. Last year’s original budget plan projected 715 billion riyals in revenue and will be significantly lower that projected.

HE Khalid A. Al-Falih, Saudi Aramco chairman of the Board of Directors, addressed the vision: “Saudi Vision 2030 is a pioneering and game-changing plan that will enable sustained economic growth, diversification, and job creation to benefit the Kingdom and its citizens for generations to come. Saudi Aramco will continue its commitment and remain fully engaged as a champion of transformation, ensuring that our significant contributions to the overall social and economic development of Saudi Arabia generate even greater positive impact in the future.”

The Keys to the Kingdom

The Saudi Vision 2030 goals include important strategies that every country should pay attention to:
1. Shifting the reliance on oil to a new sustainable diversified economy
2. Accelerating reforms across key economic sectors
3. Privatization of key industries
4. The creation of a globally competitive small – and medium-sized enterprise sectors
5. Opening the doors for further global investment into the region.

Top oil and gas producing nations like Qatar, Venezuela, Canada, UAE, USA, UK, Norway, Nigeria and others, all have much to gain by adopting some of the progressive strategies that Saudi Arabia is now implementing in this 14-year plan.   Is your country ready?

Amin H. Nasser, President, and CEO of Saudi Aramco

Amin H. Nasser, President and CEO of Saudi Aramco addressed the super power’s world supply of energy, “We remain committed to maintaining the Kingdom’s position as the world’s top oil exporter and most reliable supplier of energy, while continuing to make strategic investments across the hydrocarbons value chain that will elevate the Kingdom as the global hub for energy.”

Amin H. Nasser
President and chief executive officer of the Saudi Arabian Oil Company (Saudi Aramco)

Mohammed Y. Al Qahtani, SVP Upstream of Saudi Aramco, said, “Saudi Arabia is certainly a nation blessed with hydrocarbons, and while the Kingdom’s economy must reduce its over-dependence on oil, our unrivalled oil, and gas assets will help continue to drive the Kingdom’s economic growth, long into the horizon on a sustainable basis. We have the world’s highest quality of reserves and product grade quality, we are the world’s lowest cost producer, and our recovery rates are among the highest in the world. In addition, our upstream research and development are focused on increasing recovery from existing assets and optimizing reservoir management, and increasing oil and gas exploration and discovery, striving to replace 100% of produced oil with new reserves and growing reserves annually. All of these factors are embedded in our strategy to contribute even greater value to the Kingdom’s economy.

Mohammed Y. Al Qahtani added, “As well as supporting our customers through commodities export, strengthening our role as the world’s most reliable energy supplier, Saudi Aramco will continue to support the Kingdom’s domestic energy needs: supporting the shift to gas to drive utilities expansion and improved national energy efficiency; oil to support transport fuel efficiency; and, petrochemicals feedstocks supply to support rapid economic diversification through the growth of SME manufacturing sectors that are reliant on downstream conversion into high-quality consumer products.”

Ahmad A. Al Sa’adi, SVP Technical Services of Saudi Aramco, said, “Saudi Vision 2030 calls for an accelerated and broad diversification of the economy, driven by entrepreneurship, technological innovation, and targeted investment. Saudi Aramco’s In Kingdom Total Value Add localization program is one example of how this vision is being put into practice today by promoting the development of localized energy sector businesses so that the company and the Kingdom benefit from a cost competitive local supply chain and the creation of new high-quality jobs for Saudis. This is a model that I believe can be expanded upon and extended nationally across many industrial sectors to create thousands of new, well-paid and highly skilled jobs that will appeal to our youthful workforce.”

Abdallah I. Al Saadan, SVP Finance, Strategy & Development of Saudi Aramco, addressed the countries economic outlook, “Delivering Saudi Vision 2030 will transform our national economy and reduce the over-dependence on oil. The listing of Saudi Aramco and other privatizations will increase investor confidence in the local stock market and boost foreign direct investment, market stability, and overall growth. This will be good for the country and for Saudi Aramco and its customers, partners, and suppliers.”

Nabeel A. Al-Mansour, General Counsel of Saudi Aramco, explained the outlook for the future, “Saudi Vision 2030 outlines dramatic actions to be taken which will cut bureaucracy and implement wide-ranging transparency and accountability reforms nationally. These steps will make it easier to do business in Saudi Arabia and will, in turn, increase commercial activity, foreign direct investment, and job creation. In addition, the prospect of an initial public offering of Saudi Aramco will elevate the international visibility of our strategic decision-making and accountability practices. This will promote a greater understanding of Saudi Aramco’s business capabilities and increase confidence in our long-term strategic orientation and governance, and thus be a positive development for the Company.”

Saudi Aramco is challenging conventional thinking

Saudi Aramco is a futuristic-thinking company that is taking a pro-active approach to sustainable energy. Their vision for the future transforms science fiction into science fact. Beyond barrels of oil Saudi Aramco is harnessing the minds of visionary thinkers.  Imagine fuel efficient cars that capture the carbon that they emit.  Or harnessing nano-technology for advanced operations. Think about crude oil being directly transformed into petrochemicals without refining.  Or turning carbon dioxide into a commodity through polymers. These are the projects of Saudi Aramco that will lead the world into the new energy future.

_____________________________________________________________________

Tina Olivero

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We live in amazing times. Times that focus more on collaboration and less on individualization. Times that harness the power of technology and exponential growth rather than singularity. Times that focus on sharing and communicating rather than holding cards close to the chest. Times that force us to be creative and collaborative rather than the same old status quo. At this point in time, the oil and gas industry in Newfoundland and Labrador has an unprecedented opportunity to be world leaders on the stage of vision and growth of its offshore resources.

In the oil and gas industry, there is an incessant need to meet budgets, timelines, and goals. Companies of the energy sector need top suppliers with the best range of services for the best price. As we grow and expand, this means availing of construction companies and support companies that allow the industrial sector to grow with ease and deliver on contracts as agreed upon. That process is the integrity of business and it’s what keeps companies profitable and powerful.

The business climate of globalization, coupled with technology advancement, brings about the opportunity for strategic alliances and partnership as the way forward. The business model of the day includes the oil industry merging with the construction industry – it’s simply a more cost-effective way to operate. In times of change, we need to be more resilient than ever as we discover creative resilience in partnerships between industries.

Construction has long been a mainstay of the provincial economy, and the expertise in the region is world class. One out of every eight dollars is spent on construction, and one out of every twelve jobs is either in construction or related supply industries. Newfoundland and Labrador’s construction industry is among the top three employers in the province.

Newfoundland & Labrador Construction Industry

Supporting the growth and major plays of the construction industry is the foundational leader of the sector, The Newfoundland and Labrador Construction Association (NLCA). NLCA is an incorporated, not-for-profit association of contractors, builders, and suppliers primarily engaged in the construction industry throughout the province of Newfoundland and Labrador. NLCA’s members have representatives of all aspects of the construction industry including sectors of construction such as industrial, architectural, and engineering firms with support sectors such as marketing and communications. That means that oil and gas companies and major contractors who need to develop their industrial operations have a world-class range of companies in which to partner with and hire.

Business success relies on communication success – and that’s because business is nothing more than a network of communication. Our ability to be effective communicators correlates directly with our outcomes and results. In this light, the NLCA is an extremely powerful source of information and communication networks that support its members in strategic ways. Continuous access to information from Electronic Plans Room, the NLCA website, weekly construction bulletins, a construction magazine, member directory, daily project updates, seminars, bidders lists, tender results and awards, educational opportunities, and networking events all play a role in the support of NLCA members. The overall range and scope of the NLCA offerings provides a diverse set of solutions that keeps members in the loop of the top projects and opportunities and that translates directly into new business. For the oil and gas industry, who want to avail of greater opportunities and streamline operations, the NLCA is a solution. Being a member of this organization will provide a source of new suppliers and contracting solutions for any industrial endeavors.

Chair, Ed Legrow

Instrumental to NLCA’s success is Chairman of the Board, Ed LeGrow. Having grown with NLCA over the years, Ed’s contribution has seen the organization grow from 297 members in 2007 to now more than 685 members in 2015. Ed says, “These growth figures wouldn’t have been possible without the relations that have been fostered by past boards, the President, and various stakeholders in the industry and the provincial and federal governments, as well as the NLCA team. Armed with a visionary strategic plan for NLCA, which was proved in 2014, the planis structured to bring the goals and objectives of NLCA to fruition up until 2017 and include the many offerings of NLCA.”

Additional opportunities for members have been added to the strategic plan in the areas of training, interactive video conferencing facilities, webinars, new office training boards, relevant events and networking, social media and communications expansion, and a commitment to bring youth into the construction trades.

President/Coo, Rhonda Neary

Rhonda Neary, the President and Chief Operating Officer of NLCA, is literally a force to be reckoned with. A smart, creative thinker, her role in the association fosters a culture of inclusion, collaboration, transparency, and opportunity. Rhonda’s outlook and energy is infectious, and it trickles throughout the organization’s team – and also its members. Rhonda’s role includes fulfilling the mandate and strategic plan of the association, being accountable for managing day-to-day operations, and monitoring project budgets while ensuring the goals, timelines, and expenditures are met.

Rhonda works in conjunction with the Chair of the Board – acting as the principal spokesperson on all issues affecting the Association – and acts as liaison with all levels of Government and regulatory authorities, other industry related associations, representatives of the media, and the public at large. She is responsible for promoting the Association to prospective members.

Rhonda says, “Our goal is to support our members in every way possible. We are adaptable to change and we are immediately reactive to our members’ needs. We support our members in pre-planning, strategic growth, and succeeding at supplying and acquiring the construction jobs of the province. So for all those industrial companies in the oil and gas industry that really require strong support in the supply and contracting of any of their construction projects – we are a great fit!”

The Board Of Directors

With twenty members on the board, the success of the future of construction in the province of Newfoundland and Labrador lays predominantly in the hands of these people. Tasked with guiding the Association membership to success, the board has succeeded in accomplishing record growth and supporting the construction industry in forward-thinking ways. With a broad range of talents and expertise, the board offers a foundation of industry intelligence which is the driving force of its vision and success. Interacting with these board members, you get an immediate sense of down-to-business and get things done! A high-performance board, this group motivates the NLCA team to support its members with the highest opportunities and possibilities.

The NLCA is a responsive construction organization that not only provides business opportunities, but business solutions for the oil and gas industry. As the two industrial sectors merge, the opportunities expand exponentially. It’s a win-win for all.

CHAIR, Ed LeGrow, Cummins Eastern Canada LP | FIRST VICE-CHAIR, Stephen Hayward, Extreme East Metals Inc. | SECOND VICE-CHAIR, Rhonda Collings, Glenn Collings Ltd. | THIRD VICE-CHAIR, Keith Matthews, Bird Construction | SECRETARY-TREASURER & PAST CHAIR, Kirk Saunders, EllisDon Corporation | DIRECTOR, Travis White, North Shore Roofing Ltd. | DIRECTOR, Henry Power. Shoal Bay Services | DIRECTOR – CENTRAL, Gena McCarthy, McCarthy’s Heating Service Limited | DIRECTOR – WESTERN, Sandy Murphy, Brook Construction (2007) Inc. | DIRECTOR – LABRADOR, Greer Hunt Jr., Hunt’s Transport Ltd. | GENERAL CONTRACTORS SECTION CHAIR, Karl Maher, Olympic Construction Ltd. | ELECTRICAL SECTION CHAIR, Craig Drover, Jenco Ltd. | MECHANICAL SECTION CHAIR, John Hiscock, G. J. Chaill & Company Ltd., The Tower Corporate Campus | MANUFACTURERS & SUPPLIERS SECTION CHAIR, Colin Doyle, RONA | TRADE SPECIALTY SECTION CHAIR, Michelle Webb, Harris Rebar | HEAVY CIVIL CONTRACTORS SECTION CHAIR, Terry Dunn, Atlantic Industries Ltd. | STANDARD PRACTICES COMMITTEE CHAIR, Brad Sheppard Allied Constructors Inc. | SAFETY COMMITTEE CHAIR, Andrew Munn, Ellis Don Corporation | MEMBERSHIP COMMITTEE CHAIR, Darren O’Keefe, Cox & Palmer | EDUCATION & TRAINING COMMITTEE CHAIR, James Loder, Academy Canada

News releases on September 4, 2012, announced that Bristow Group Inc. was to purchase a minority stake in Cougar Helicopters. The investment figure announced was $250 million, which included the purchase of eight Sikorsky S-92 helicopters as well as facilities located in Newfoundland and Nova Scotia, Canada. By October 4, 2012, the deal was closed.

Bristow will lease its purchased helicopters back to Cougar, and Cougar’s Kenneth Norie will continue his role as CEO and chairman. Cougar’s general manager in St. John’s, NL, Hank Williams, sees “only positive outcomes as a result of partnering with one of the industry’s leaders in helicopter transport.” He states, “With Bristow acquiring a minority interest, it will be operations as usual at Cougar Helicopters. Being partnered with Bristow does allow Cougar to have deeper access to additional aircraft and resources. Also, the ability to share the best practices between our two companies can only enhance both our operations.”

William Chiles, president and CEO of Bristow, explains that the investment is in alignment with Bristow’s vision. “Our vision is simple and straightforward: to become one global team setting the standard for excellence, growing, and succeeding together while soaring above the competition. Our investment in Cougar meets all of those criteria—we are aligned on service excellence; we are growing our ­business and building Bristow’s strategic advantage in the marketplace. Cougar has been ‘soaring above the competition’ for years.”

Bristow Group Inc. (www.bristowgroup.com) was the first civil helicopter transport company to work in the oil and gas sector. Fifty years ago, the company began providing ­helicopter ­services to the Gulf of Mexico through Air ­Logistics, which focused on servicing offshore projects in the oil and gas industry. Investing in U.K. Bristow ­Helicopters Ltd. expanded ­operations internationally. It is now the world’s leading ­offshore energy helicopter service ­provider. It transports drilling and production crews ­offshore in the U.S., Gulf of Mexico, the North Sea, and in most of the other ­major ­offshore oil-and-gas-­producing regions of the world, including Alaska, Australia, Brazil, ­Nigeria, Russia, and Trinidad.

Bristow also provides search and rescue (SAR) services and has rescued more than 7,000 ­people in the U.K. alone. Its industry-leading program, Target Zero, fosters a safety culture and has resulted in Bristow achieving the ­industry’s best safety record. The Target Zero program includes Target Zero Accidents, Target Zero Downtime, and Target Zero ­Complaints (http://www.bristowgroup.com/clients/target-zero/). The Target Zero program also includes zero harm to the environment. With above industry average compliance rates, Bristow aims to reduce its carbon footprint and has implemented several initiatives to achieve this. Bristow demonstrates its value of safety not only internally, but through its Corporate ­Social Responsibility program, Bristow Uplift. Its intention is to make social investments, build community ­relationships, and create long-term value for business.

Chiles emphasizes Bristow’s commitment to safety and the alignment to Cougar’s safety pledge. “Bristow’s commitment to Target Zero safety is our first Core Value, and nothing we do will ever have a higher priority. We have worked with Cougar previously and find them to be an exceptional operator. I believe we are culturally and operationally aligned when it comes to safety, quality, and service. Bristow has achieved an industry-leading safety record by setting the highest standards and relying on dedicated teams around the world to meet those standards. That’s not going to change.”

In addition to offshore crew transport and SAR, Bristow offers helicopter maintenance and pilot training through Bristow Academy. Bristow’s company values of safety, quality, integrity, fulfillment, teamwork, and profitability are in alignment with Cougar, which eases the adjustment necessary in such an acquisition.

Cougar Helicopters (www.cougar.ca) ­began its offshore helicopter services in Nova ­Scotia in 1984 and today transports ­personnel to ­offshore locations. It began servicing ­Newfoundland in 1997 with its first offshore flight to the ­Hibernia platform. Cougar is now Canada’s largest ­helicopter service provider for the offshore oil and gas industry in Atlantic Canada and the ­Arctic, with a secondary role providing search and rescue services to offshore ­operators. Its parent company, VIH Aviation Group Ltd. (www.vih.com), is a group of privately-held ­aviation businesses providing general aviation services to Canada since 1955 and ­internationally since 1986.

Like Bristow, Cougar has a safety focus; its safety management system comprises ­aviation safety, health safety, and ­environment ­management. Its commitment is to the people employed and transported, and is ­demonstrated by its goal to eliminate hazards that can cause an accident or incident. Williams adds, ­“Cougar’s vision is, and has always been, to ­provide safe and efficient service to our ­customers. ­Partnering with an industry leader like Bristow will no doubt enhance these ­services. It is very evident that Cougar Helicopters and Bristow share similar corporate values and our focus on safety.”

Bristow’s commitment to ­Target Zero safety is our first Core Value, and nothing we do will ever have a higher priority.

This investment meets Bristow’s mission to ­expand business and extend horizons. ­Bristow now has a significantly larger fleet in its North American Business Unit and greater access to oil and gas opportunities in a growth ­market. Chiles says, “Our investment in Cougar fits our growth strategy because we gain a strong ­foothold in the fast-growing Canadian ­exploration and production market. The fleet is a perfect fit for Bristow; we have the same core values, and the transaction is very accretive to our earnings.”

Bristow is now the world’s leading ­offshore energy helicopter service ­provider. It transports drilling and production crews ­offshore in the United States, Gulf 0f Mexico and The North Sea. Bristow also provides helicopter service in most of the other ­major ­offshore oil-and-gas-­producing regions of the world, including Alaska, Australia, Brazil, Nigeria, Russia and Trinidad.

In June of this year, Suncor Energy agreed to sell non-core Bearberry and Ricinus assets in Alberta. Suncor Energy has reached an agreement with TAQA NORTH, a subsidiary of the Abu Dhabi National Energy Company PJSC (TAQA), to sell certain natural gas properties for approximately $285 million. Current production on these lands is approximately 6,100 barrels of oil equivalent per day. The sale includes properties known as Bearberry and Ricinus, which are located in west central Alberta, near Sundre.

Frederic Lesage, Managing Director of TAQA NORTH in Abu Dhabi, stated, “The acquisition will enhance TAQA NORTH’s footprint in west central Alberta and realize synergies amongst our Caroline and Sundre properties. These assets have significant upside and will add to our current drilling locations in the area, while also adding production and reserves, and lowering our operating costs”.

Abdulla Al Nuiamiz, Chief Executive Officer of TAQA NORTH’s parent company, said: “The opportunity to acquire assets that we know deeply is an exciting one. We will consolidate our position in west central Alberta, growing organically and returning value to our shareholders through increased efficiencies and productivity.
(All financial figures are approximate and in Canadian dollars unless otherwise noted.)