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Facilitation

Competance Assurance

Competence Assurance Project (2013)
A major oil company initiated a corporate project to implement a common Competence Assurance system across their four main producing businesses. The purpose was to ensure competent people, create a fully mobile workforce capable of doing their job in any of the four locations and develop a global companywide training portfolio.

An early activity in the project was to identify, across the four businesses, common and discreet required competencies for the four main operational job roles – Instrument, Mechanical, Electrical and Process Technicians - plus Control Room Operator and Crane Driver / Banksman. At the same time common and discreet training requirements were to be identified and agreed.

Collabro Facilitation Services was contracted to develop the process for and deliver a series of five workshops held in the four business units. These sessions were attended by Business Unit Representatives, corporate senior and project management, Business Unit Subject Matter Experts and IT who were, in parallel, developing the associated global Competence Assurance System.

The work kicked off with two planning meetings in Q1 2013, the detail of the process was designed and agreed in early Q2 and the five workshops were delivered in May and June. All objectives were met and the project is now into roll out in one of the four business units before full implementation across the other three areas.

Cultural Sessions

Merger Integration Facilitation (2014)
wo VC acquired companies operating out of Houston but active in the global upstream oil and gas industry were merged. Collabro was contracted to assist with facilitating all aspects of the merger implementation. This involved regular trips to the Houston UK and Kuala Lumpur offices. The Collabro scope began with a general ‘Implementation Issues’ scoping workshop and progressed to individually planned sessions looking at diverse issues such as Business Development, Product Portfolio rationalisation, Product Development Planning, Engineering Issues associated with the merger.

The scope was lengthy and quite dynamic in as much as our input was dictated by the changing circumstances of a merger situation which is never straightforward. Regular planning meetings with the CEO and his management team ensured that the facilitation resource was used to address the most pressing requirements. Running the project from the UK with teams in both Malaysia and USA imposed its own peculiar set of demands
Culture Change Programme (2010-2013)
A shipping company developed a set of values and despite concerns of some senior management began the roll out process with their entire UK workforce, onshore and offshore. This took place for two days each month over a period of two years.

Working with another company as part of a facilitation team Collabro delivered aspects of these workshops that allowed delegates to fully understand the relevance and use of company values and to relate them to everyday issues within the company. To date we have delivered 24 sessions and from early in the process secured the full and engaged input and support from UK management.

Lessons Learnt

Facilitation Case Studies
Lessons Learned:
Technology Audit/Gap Analysis
Technology Requirements Audit (2013)
Strategy Planning:
Management Team Strategy Planning (2009-2013)
Industry EOR/IOR Workshops (2012-2013)
Merger Integration Facilitation (2014)
Impact of Rapid Growth Workshop (2013)
Safety Sessions:
Celebrating and Understanding Safety Success (2011)
MD speaks to offshore safety supervisors (2012)
Project Kick-Off:
Gas Utilisation Centre (2012)
Cultural Sessions:
Culture Change Programme (2010-2013)
Merger Integration Facilitation (2014)
Team Building:
Celebrating and Understanding Safety Success (2011)
Competence Assurance:
Competence Assurance Project (2013)
Lessons Learnt Session (2012)
A $50m + project was contractually more complicated than either the contractor or client would have expected. Despite a successful outcome the project overran in budget and duration. At the instigation of the contractor a lessons learnt workshop was called, attended by both contractor and client personnel.

Collabro designed the workshop process and led / facilitated the discussions. Despite some awkward conversations and some heated discussions the outcome was very positive in terms of agreed individual and joint responsibilities for the problems encountered. The contractor went on to secure follow on contracts from the same client for similar work.

Project Kick-Off

Gas Utilisation Centre (2012)
In Brazil a major operating company wished to work with a Brazilian R & D funding agency to identify a programme of investment designed to develop the indigenous natural gas market, this to take advantage of an anticipated increase in production.

Collabro was asked to assist in planning and delivering the two day session held in Sao Paulo. Attended by over 70 people from the operating company, the R & D agency plus invited global experts from UK, Japan, USA and Germany the output has become an R & D call which will secure significant numbers of proposal s from developers around the worl

Safety Sessions

Celebrating and Understanding Safety Success (2011)
An offshore services contractor had just completed four years without any Lost Time Incidents (LTI’s). They wished to say thank you to their employees, remind their clients of this excellent performance and identify reasons for the success. This was accomplished by a Collabro planned and facilitated workshop attended by 80 + people over a full day in Aberdeen.
MD speaks to offshore safety supervisors (2012)
The UK MD of a major global oil and gas operator was worried that his personal commitment to and message about the importance of safety was not being properly communicated by middle management to the offshore safety supervisors. He wanted to speak directly to his ‘coal face’ people to reinforce the message directly. In addition he wanted to hear firsthand about issues the supervisors were encountering whilst attempting to deliver safe operations offshore.

Collabro, working closely with the client, developed a series of three one day sessions. Attended by 70 people at each they were delivered over three months to accommodate offshore shifts. The programme involved interactive discussion, informative but enjoyable game play and the development of team videos ‘live’ on the day. These videos were of such a standard that they have subsequently been used by the client across other parts of the company.

Strategy Planning

Industry EOR/IOR Workshops (2012-2013)
As part of an across industry debate exploring how the UK Sector North Sea Recovery Factor might be improved, a series of workshops was initiated by PILOT. The purpose of these sessions was to enable information / experience sharing amongst key players in the North Sea; to look for examples of exceptional performance, and then to identify what collaborative work was required if this ‘best practice’ performance was to be achieved by all companies producing hydrocarbons in the region.

Collabro was invited to assist in planning and delivering these workshops. From Q3 2012 to Q4 2013 multiple sessions were successfully completed covering topics as varied as – Low Sal EOR, Polymer Flood EOR, Subsea IOR, Data aspects of IOR, IOR Logistics and Miscible Gas EOR.

Subsequently several collaborative pieces of work have been initiated as a consequence of these workshops, taking the output actions from the discussions and pursuing them to delivery.
Management Team Strategy Planning (2009-2013)
Working with a major well services contractor Collabro, for several consecutive years, has organised and delivered offsite management team strategy planning sessions. Being invited back year on year is evidence of the success of these sessions. Repeat work is a regular feature of the Collabro Facilitation Services business.
Merger Integration Facilitation (2014)
Two VC acquired companies operating out of Houston but active in the global upstream oil and gas industry were merged. Collabro was contracted to assist with facilitating all aspects of the merger implementation. This involved regular trips to the Houston UK and Kuala Lumpur offices. The Collabro scope began with a general ‘Implementation Issues’ scoping workshop and progressed to individually planned sessions looking at diverse issues such as Business Development, Product Portfolio rationalisation, Product Development Planning, Engineering Issues associated with the merger.

The scope was lengthy and quite dynamic in as much as our input was dictated by the changing circumstances of a merger situation which is never straightforward. Regular planning meetings with the CEO and his management team ensured that the facilitation resource was used to address the most pressing requirements. Running the project from the UK with teams in both Malaysia and USA imposed its own peculiar set of demands.
SME - Impact of Rapid Growth Workshop (2013)
A flow assurance technology based university spin out SME was experiencing rapid and sustained growth causing the usual range of issues. Collabro was contracted to help plan and deliver a workshop that allowed the staff at the company (plus some external consultants) to discuss and agree the key actions required to respond to this period of rapid change.

Managing change is a challenging exercise at the best of times, doing so whilst still delivering complex services for demanding clients with limited resources is doubly so. Externally facilitated meetings help a team delivering change to agree what needs doing in what order and by whom. Leave the process to us so you can fully focus on the content.

Team Building

Celebrating and Understanding Safety Success (2011)
An offshore services contractor had just completed four years without any Lost Time Incidents (LTI’s). They wished to say thank you to their employees, remind their clients of this excellent performance and identify reasons for the success. This was accomplished by a Collabro planned and facilitated workshop attended by 80 + people over a full day in Aberdeen.

Technology Audit, Gap Analysis

Technology Requirements Audit (2013)
A major oil company had identified a very large opportunity in an extremely harsh offshore environment. There were numerous challenges associated with delivering production from this opportunity many of which required technology based solutions. Some urgent decisions needed to be taken about where and when R & D funding should be spent.

A workshop was convened at which the companies global technical authorities, corporate technology managers and project specific discipline engineers met to identify and agree what the R&D spend should focus on in the short and medium term. Collabro was brought in at the workshop planning stage to help design and deliver a process that would maximise interactive discussion, arrive at consensus and secure agreed actions.