Global Oil & Gas

The challenge:

A global oil and gas trading and supply organisation had recently merged multiple operations across Europe. The budgeting process was very high-level, partly because of the lack of standard management information. It also failed to link with performance management and strategic planning.

The solution

• Took senior management through a process of agreeing to a joint interpretation of the strategy and operating model
• Led a single-country pilot to define the key management information required
• Expanded the pilot into a SAP rollout of planning, budgeting and forecasting processes
• Performance contracts revised and rolled out to all key senior managers in Europe
• Put in place an integrated planning, budgeting and performance management system

The outcome

• The organisation adopted a joint planning, budgeting and performance management process over a period of 18 months
• All top executives placed on performance contracts with a balanced set of key performance indicators
• Set up an integrated management information system which allowed for a unified view of performance
• Price-adjusted operating results increased by 15% over a 12-month period