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We are a global management consultancy that delivers exceptional outcomes and sustainable change

Case Study

Organ­i­sa­tion­al Effectiveness

How we helped an oil & gas con­sor­tium elim­i­nate over 100,000 man-hours of main­te­nance from its backlog



Main­te­nance and asset man­age­ment are cru­cial in the oil and gas indus­try to ensure safe, reli­able, and effi­cient oper­a­tion of expen­sive and com­plex equip­ment like drilling rigs, pipelines, and refiner­ies. They help in reduc­ing oper­a­tional risks, ensur­ing work­er and envi­ron­men­tal safe­ty, com­ply­ing with reg­u­la­tions, and extend­ing equip­ment lifespan.

Asset man­age­ment aids in opti­mis­ing resources, reduc­ing costs, pri­ori­tis­ing main­te­nance and upgrades, and imple­ment­ing reliability-centred main­te­nance approach­es. Effec­tive main­te­nance and asset man­age­ment prac­tices are essen­tial to max­imise asset val­ue, min­imise down­time, and improve equip­ment reliability.

Our client is an oil and gas con­sor­tium that won a bid to han­dle the asset integri­ty, main­te­nance and reli­a­bil­i­ty, fab­ric main­te­nance, shut­downs, and mod­i­fi­ca­tion projects for assets that pro­duced approx­i­mate­ly 340,000 bar­rels of oil equiv­a­lent daily.


We were ini­tial­ly brought in to deliv­er a tran­si­tion plan that accom­pa­nied the main­te­nance con­tract attached to the win­ning bid. We per­formed a root-to-leaf analy­sis of the exist­ing oper­a­tional process­es and organ­i­sa­tion­al struc­ture, before pro­vid­ing a tar­get oper­at­ing mod­el at a detailed lev­el. A sub­se­quent twelve-week analy­sis pro­vid­ed the basis for a new organ­i­sa­tion that would sup­port the ini­tial tran­si­tion and ongo­ing improve­ment activities.

From here, the client decid­ed to engage with us direct­ly post-transition to help ensure the deliv­ery of crit­i­cal short-term objec­tives and devel­op a sim­ple, stan­dard­ised oper­at­ing mod­el. Part of this devel­op­ment work involved imple­ment­ing the appro­pri­ate solu­tions through coach­ing of the senior team.

Project Approach & Implementation

We con­duct­ed work­shops and inter­views and gath­ered all appro­pri­ate data. At the same time, we also estab­lished a man­age­ment con­trol sys­tem (MCS) to sup­port robust project man­age­ment. The MCS cov­ered stan­dard­ised report and meet­ing terms of ref­er­ences which cas­cad­ed and con­nect­ed con­sis­tent­ly through the lev­els of seniority.

The MCS pro­vid­ed the struc­ture that we used to design, teach, facil­i­tate and coach the cen­tral team — and deliv­er the tran­si­tion on time and in full.

As part of the tran­si­tion, the client was required to recruit some 700 oper­a­tional roles — which required sig­nif­i­cant man­age­ment atten­tion. We were lucky enough to be able to gain access to all areas of the busi­ness, and pro­vide robust root cause analy­sis and improve­ment devel­op­ment coach­ing to the imme­di­ate team.

Our core prin­ci­ples relat­ing to MCS, KPIs and per­for­mance man­age­ment gov­er­nance struc­tures proved invalu­able in tak­ing a method­i­cal approach to cre­at­ing a sol­id foun­da­tion of core process­es for the client.

“Renoir has made a fan­tas­tic con­tri­bu­tion to our jour­ney, right from the start, up through to where we are now — an organ­i­sa­tion of over 1000 employ­ees. They have been a fan­tas­tic sup­port to the man­age­ment team, both col­lec­tive­ly and individually.”

Engi­neer­ing & Con­struc­tion Exec­u­tive Lead

Key Results

108,000 man hours 

of safe­ty crit­i­cal main­te­nance activ­i­ty elim­i­nat­ed from backlog 

The tran­si­tion to the new struc­ture — cov­er­ing main­te­nance and key engi­neer­ing func­tions – was com­plet­ed com­pre­hen­sive­ly and on time. We also helped the client imple­ment a com­pre­hen­sive pur­chase req­ui­si­tion process that cov­ered mul­ti­ple clients and suppliers.

In addi­tion to the oper­a­tional per­for­mance improve­ments, a top-tier MCS was imple­ment­ed cov­er­ing ele­ments such as meet­ings, meet­ing terms of ref­er­ence, KPIs, and reports, among oth­ers. Exten­sive train­ing and coach­ing ensured that the sys­tems and process­es were ful­ly embed­ded in the new oper­a­tional mod­el for the contract.

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