Energy and utilities
- In perspectiveRead more
To achieve sustainable economic growth the UK must be able to generate and distribute a stable supply of energy and water to support businesses and communities. Companies involved in these activities are facing considerable challenges;
- ever increasing demand for resources;
- the geographical and political challenge of researching and exploiting new, renewable source
- volatile prices leading to increasing market competition and the need to maintain high levels of customer satisfaction;
all at a time when the capital available to deal with the challenges and deliver transformation must be deployed extremely effectively.Water companies are facing a period of potentially radical transformation with a backdrop of a wider opening of the market in the years to come. Water management, abstraction and maintenance of water quality remain at the forefront of sustainability considerations. The investment programmes needed to upgrade infrastructure to deal with leakage and supply interruptions and improve operational performance continue to provide challenges. In addition, changes driven by regulatory reforms, preparations for the next price review and customer engagement affect both the dialogue with regulators and the wider investment environment within the industry.Electricity generators and oil and gas companies face the long term challenge of moving to a low carbon future which is offset by current imperatives driven by price volatility, geo-political uncertainty of supply, the race to exploit new resources and mergers and acquisitions. At the same time, companies are having to build new organisations capable of collaborating with governments to form sustainable energy policies, generating the investment needed to meet the demands of those policies and then driving through the transformations to deliver next generation, sustainable energy sources in such forms as nuclear and renewables.Energy Retailers face increasing competition as the economic environment drives customer switching, regulatory pressures increase and rise of sustainability in the minds of customers and smart metering, drive behaviours that reduce rather than increase consumption. This leads to the need to transform to lower cost operating models that support enhanced customer engagement and the continuous delivery of new and innovative services to drive replacement revenues.The Nuclear industry is facing structural challenges in two ways:- Nuclear Decommissioning - the industry is facing a 'rollercoaster' of change as it manages the decommissioning and clean-up of the UK's civil nuclear legacy in a safe and cost-effective manner. Uncertainty and cost challenges introduced by the Coalition Government Spending Review are requiring careful contingency planning and risk assessment across the estate. The Nuclear Decommissioning Authority's current operations will ramp down generation in the next year or so. This presents further challenges in the funding model for the ongoing decommissioning programme since it is partly funded through power generation revenue;
- Nuclear new build. The UK Government policy to implement a build programme for 8 new Nuclear plants has the potential to be a huge driver for change in the industry. New operational and risk models need to be considered and assessed as the UK Government looks to the industry itself to design, build, operate and decommission this new plant. As a result there will need to be new joint venture models and governance structures to enable the scale and capability in a way that allows appropriate transferral of risks to operate safely and securely.
- Proof of what Moorhouse can doRead more
Moorhouse has helped its Energy and Utilities clients to define, manage and deliver complex change effectively. We have helped our clients to execute some of their most complex, large-scale change initiatives:
- Nuclear Decommissioning Authority: We worked with the Nuclear Decommissioning Authority to define and implement its operating model, to improve delivery of the c. £70billion decommissioning of the UK's nuclear estate; Read more
- Linde Group: We helped Linde improve its profitability by defining a new business model and establishing its highly strategic 'Small Customers Programme'; Read more
- Nuclear Site License Companies: Delivered key cost reduction programmes across a range of Nuclear Decommissioning Authority Site License Companies, including development of an innovative jointly funded 'buying club' allowing them to capitalise on increased purchasing power and economies of scale, and adoption of a future-state inventory management and waste tracking IT System; Read more
- Ofgem Smart Metering Programme: The Smart Metering programme will implement the roll out of smart meters across Great Britain. We took over the programme at a critical stage in its Phase 1 delivery and provided the programme with the necessary PPM rigour, developing the programme vision, governance, planning and reporting requirements that were lacking at that time. Read more
- Severn Trent Water: We set up and implemented a strategic portfolio management office in 12 weeks, providing a programme delivery 'centre of excellence' and delivering active support to key constituent programmes. Read more
- AES Sonel: Moorhouse initiated a major staff training assessment and developed a framework to create individual project and programme management training plans, leaving the CAPEX Programme with clear sight of the competency gaps required and a detailed plan on how to achieve it. Read more
- Somebody worth knowingRead more
Samir Sayed has built wide-ranging expertise in defining and delivering enterprise service delivery models and business solutions, within complex projects and programmes. Recently, Samir has provided project advisory support to the Nuclear Decommissioning Authority, in relation to their adoption of a new and complex inventory management and waste tracking solution. This played a key part in helping LLWR Ltd. to align their end-to-end waste management processes and systems with the new NDA business operating model, and facilitate more effective collaboration with other Site License Companies and the wider supply chain. For more information about Samir - click here
Peter Whybrow has led and successfully delivered a number of complex large scale business change projects and programmes. Always ensuring that the challenges faced in these multi-stakeholder programmes including, time and cost management, managing team relationships, delivery of change, and effective organisational design are addressed to provide a sustainable outcome. He has significant experience in addressing the challenges associated with both Upstream and Downstream operations in the Oil and Gas industry having undertaken projects in BP, Shell, and Exxon Mobil. For more information about Peter - click here
- Client challengesRead more
Challenges the Energy and utilities sector may be facing, which we can help to successfully navigate, include:
- Operating model transformation
- Mergers and acquisitions
- New product development
- Programme leadership and support
- ICT consolidation
- Capital programme delivery
For more about the services we offer and the challenges facing our clients, click here.
