11 OCTOBER 2017 Customer teach-in - Aggreko/media/Files/A/Aggreko/reports-and... · 11 OCTOBER...

1Customer teach-in October 2017

Customer teach-in 11 OCTOBER 2017


Chris WestonCHIEF EXECUTIVE OFFICER

Introduction


Agenda

Introduction

Customer priority in Power Solutions

Customer priority in Rental Solutions

Q&A

Lunch

Breakout groups:

Petrochemical & Refining

Oil & Gas

Mining

Utilities

Events

Temperature Control

Business development

Q&A

Event close

10:30am

12:00pm

1:00pm

4:00pm

5:00pm

Chris Weston

Stephen Beynon

Bruce Pool

Robert Harrison

Alex du Valukoff, David Dickert

George Whyte, Jamie Shepherd

Ana Amicarella, Bruce Pool

Robert Wells

Bill Carrick, Nicolas Protais

Dan Ibbetson


Breakout groups

Group assignments

RED

YELLOW

BLUE

GREEN

ORANGE

WHITE

Carole Cran

Tom Hull

Andy O’Brien

Stephen Beynon

Chris Weston

Louise Bryant


Business Priorities

Comprehensive programme in place

CUSTOMER

Tailor sales and service channels

Focus on key sectors

Pursue adjacencies

Evaluate bolt-on M&A opportunities

EFFICIENCY

Streamlining our cost base

Optimising deployment of resources

Improving processes and systems

TECHNOLOGY

Work with our strategic partners to develop market leading products

Strengthen and expand strategic partnerships

Reduce the overall cost of power for our customers


Stephen BeynonMD, POWER SOLUTIONS

Power Solutions


Power gap estimated at 115GW− Utility industry addresses around 8.5GW today

Lower commodity prices have impacted developing economies, particularly export dependent

Power demand growth has been impacted but effect varies by sector and geography

Conditions vary by geography & sector

Markets


Needs & behaviours are changing

Customer needs

UtilityCustomers

IndustrialCustomers

• More organised, more advanced purchasing departments, tenders commonplace

• Increasingly focused on total cost of energy

• Demand flexibility in fuel types

• Embracing off balance sheet solutions

• Need reliable sources of power


Renewables

Influencing the energy agenda

Numerous potential benefits to developing economies

− Low/no fuel costs

− Reduce emissions

− Can provide access to power in off-grid areas

Still relatively immature, improvements needed to increase cost competitiveness

Political support and subsidies required but largely unavailable


Our scale

Our culture

Our specialist knowledge

Our competitive advantages



Use our technology to drive the lowest possible total cost of energy

Improve the efficiency of our operations

Increasing our customer focus− Deepening our knowledge of markets and

sectors− Up-skilling and increasing our sales network− Implementing a new CRM

Building on our competitive advantages

Responding to a changing environment


Initiative 1: Market & sector knowledge

New approach to managing and using market intelligence – Power Market Tool− In depth understanding of market dynamics, key to identifying most likely

opportunities to meet our potential targets

Detailed view of markets in 5 key areas− Economic & political stability, ability to pay− Supply and demand balance, economic costs of no electricity− Fuel availability and cost− Off-grid opportunities− Power generation cost curve

Benefits− Proactive in approaching customers− Identify opportunities earlier− Manage resources effectively

Already a competitive advantage


Initiative 2: Sales function upscale & upskill

Recruiting more sales people− 25% increase in Business Development Managers− Focus on sector expertise; local hires− Complement experienced in house team

Improved training− Strategic sales training programme− Online tool, covers products, key sectors, sales process, competitive landscape,

safety and ethics− Supported by in depth market analysis from our Power Market Tool

Reinvesting in our sales function


Initiative 3: Implementation of CRM

Single source to collate, manage and track opportunities

Common sales approach across all regions

Real time flow of information globally, unlock the full value of the organisation

Improve forecasting and visibility

Managing a complex, multi stage sales process


Conclusion

Outlook for energy demand is increased growth

Business priorities are strengthening and building on competitive advantages

Developing a truly customer focused business

Committed to delivering future growth

Our competitive advantages are the right building blocks



Bruce PoolPRESIDENT, RENTAL SOLUTIONS

Rental Solutions

17Customer teach-in October 2017Customer teach-In October 2017

Our competitive advantage

Engineering & technical expertise

In-depth front line understanding of our customers’ problems

Flexibility to respond to changes in demand

WOMEN’S BASKETBALL Cooling required with

number of environmental variables

Used prior experience

CATALYST COOLING Customers wanted an

alternative to costly nitrogen for cooling

We developed a patented cooling process, saving the customer up to $5m



1. Enhanced sector focus

2. Investment in adjacencies

3. Investment in new systems

4. Global account management

Focuses us on four areas

Our customers expectations

TransactionalCustomers

Full SolutionsCustomers

• Transactions with minimal human interaction

• Standard packages

• Easy and repeatable experience

• Easy, multiple options for help

• Important to maintain the partnership relationship

• Can benefit from automation

• Comprehensive technical support


Initiative 1: Sector focus

Oil & Gas

Utilities

Petrochemical & Refining

Events

Quarrying & Mining

Manufacturing

Business Services & Construction

Services

19

OFF-GRID MINE Designed a low cost, low emissions solution for an

off-grid mine

Used a predominantly gas solution with diesel back up

Heat recovery system designed to remove need for separate heaters

On rent for over a year, no current end date

Customer teach-in October 2017

8 clear sectors


Products adjacent to power

Initiative 2: Adjacencies

ACQUIREDSeptember 2015

ACQUIREDAugust 2016

ACQUIREDJanuary 2017

ICSHeating specialist,

Canada

DrycoMoisture control,

Illinois USA

TuCoHeating & air conditioning,

Washington USA


SEARCH

CONTACT

SELECT

PRICE

ORDER

SCHEDULE

RECEIVEINSTALL

OPERATE

OFF HIRE

RETURN

INVOICE

PAY

LOYALTY

Customers

CMS

CTI

CRM

CPQ

E - Commerce

ERP

Fleet Management

Transport / Inventory Management

Field Service Management

CRM Case Management

ROC

Effective Invoicing

Credit / Collections

NPS

Options being evaluated - 2018

• Order Fulfilment• Capacity Planning• Mobile Logistics – Technician Apps

Initiative 3: New systems


Initiative 3: New systems

Search & Contact Transport & Dispatch Install & Operate & De-Install Invoice & Pay

The customer journeyRefine & Select

Customers find solutions online

Live chat available to assist

Partners have customized portal

Customer calls, answered by sector experts empowered to close deal

Access to quotes via multiple channels

Proposals can be self-produced or requested

Proposal can be received while on phone with call center

Seamless process between field and technical team to complete sale

Customer selects delivery window and can track equipment and tech status online

Proactive delivery updates provided

Customer knows what to expect prior to arrival

Proactive and easy monitoring, service, and maintenance

Load data is documented and transparent

Partners have frequent status updates on Aggreko performance

One-call assistance for operational issues

Reminder when contract ending

Multiple channels exist to flag when ready to off-hire the equipment

Up-to-date charges accessible any time

Pickup checklists to ensure quick and efficient collection

Easy to read invoice that ties to original estimate/ proposal

Customers can select how they receive invoice

Invoicing and payment based on customer choice

Order process tailored to rental

needs

Real-time information availability

Best-in-class transport and

commissioning

Flawless equipment reliability

Best-in-class pick-up and

decommissioning

Simple, correct invoicing


Video


Business development function and CRM open opportunities to pursue global accounts

Visibility of global customers

For example Rio Tinto in mining

Potential for real value for both customers and Aggreko

Initiative 4:Global account management


Conclusion

Our core competency is our ability to understand our customers’ problems and deliver complex solutions

We are proud of being innovative and finding new market opportunities

Our initiatives strengthen us and position us to grow





Breakout groups

Group assignments

RED

YELLOW

BLUE

GREEN

ORANGE

WHITE

Carole Cran

Tom Hull

Andy O’Brien

Stephen Beynon

Chris Weston

Louise Bryant


Dan IbbetsonGROUP BUSINESSDEVELOPMENT DIRECTOR

Business Development


What business development means in Aggreko

How Aggreko structure the activity in this area

Working example – energy markets

Business Development Topics



What business development means

Global lines of business, adjacent product based or customer based:− Pull through revenue− Deploying capability, building on expertise

New products or services:− Structural approach− Staying relevant and valuable to our customers


Valuable adjacent services operated as global lines of business:

− Temperature control− Load banks− Aggreko Events Services, global accounts

New products or services:− Combine with core capabilities to create

differentiated value− Hybrid generation, data, green fuel are examples− Strong link to technology

Corporate functions:− M&A− Strategy

How Aggreko structure the activity in this area

Establish, learn, adjust and scale


Changes we are seeing in energy markets:− Importance of electricity− Growth in renewables− Intermittency and transmission/distribution

issues

Complimentary skills and experiences required to service new and core markets

New product offering – hybrid system

Using M&A to build further capabilities – more comprehensive micro-grid offer

Learn, adjust and scale the model

Working example Energy markets


Working example Hybrid micro-grid

Priority is given to solar to meet the demand

Any solar excess is stored

When not enough solar is available, diesel and storage are combined to meet the load

Dispatch Algorithm The overall aim is to displace expensive

diesel consumption and replace it with cheap solar electricity

Insights on Operation

6,000

4 March 201700:00:00

Time of day

Dispatch plots

4,000

2,000

0

-2,0006 March 2017

00:00:005 March 2017

00:00:00

Power Diesel

Power Renewable

Power Storage

Power Demand

Excess Power

Unit: Percentage of the total load over a year

Losses

ENERGYSTORAGE DIESEL

EXCESSRENEWABLES

RENEWGENERATION

LOAD

63.41.734.92.9

39.9

2.1

0.4

100


Changes we are seeing in energy markets:− Importance of electricity− Growth in renewables− Intermittency and transmission/distribution

issues

Complimentary skills and experiences required to service new and core markets

New product offering – hybrid system

Using M&A to build further capabilities – more comprehensive micro-grid offer

Learn, adjust and scale the model

Working example Energy markets



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