View
432
Download
4
Category
Preview:
Citation preview
THE BAHRAIN PETROLEUM COMPANY BSC (CLOSED)
• BAPCO, wholly owned by the Government of Bahrain, is engaged in the oil industry including refining, distribution of petroleum products and natural gas, sales and exports of crude oil and refined products.
• The company owns a 260,000 barrel-a-day refinery, storage facilities for more than 14 million barrels, a marketing terminal, and a marine terminal for its petroleum products.
• Ninety-five per cent of refined products are exports.• BAPCO’s prime customers for crude oil and refined
products are based in the Middle East, India, the Far East, South East Asia and Africa.
2
1. Introduction
2. Overview of Corporate Organisation Chart
3. Overview of Finance & IT Organisation Chart
4. Overview of Departments in Finance & IT
5. Finance & IT – Key Department Functions– Financial Accounting– Management Accounting– Special Projects– Procurement – Legal Advisor– Information Technology
6. Finance & IT – Key Current Initiatives
7. Finance & IT - 2014 Strategic Priority Outputs
8. Finance & IT Division – Summary Head count
AGENDA
3
The Finance & IT Division of Bapco incorporates all of the “traditional” roles and responsibilities of Finance and Information Technology functions as well as providing contracting services to users.
In addition, the Division co-ordinates and manages the reporting of Company operations and performance to the Ministry of Finance (“MoF”) , National Oil & Gas Authority (“NOGA”) and Nogaholding.
This brief presentation sets out the main roles and responsibilities of the Division.
INTRODUCTION
4
Chief Executive
D CHIEF EXECUTIVERefining &Marketing
GMMaintenance
GMRefining
Snr MgrEngg Ser
Unit
GMMarketing
GMStrategy &Bus. Devt.
GMFin & IT
GMHR & Admn
GMMajor Engg
Projects
GMExploration& Pet. Eng
General Maintenance
Refinery Maintenance
Field Maintenance
• Refining Operations/Planning
• Distribution & Terminal Operations
• Oil Storage & Export operation
• Refinery Tech. Serv.
• Fire,Health & Safety
• Engineering Services
• Process Control
• Reliability• Env, Affairs
• Product Sales• Crude & • Aviation sales• Local
Marketing &Distribution
• Supply & Planning
• Corporate Planning
• New Business Development
• Management Acctg
• Financial Acctg
• Treasury• Board
activities• Information
Technology• Procurement• Materials &
Warehousing• BMP
Fnancing• Legal• Insurance
• HR• Training &
Development• Awali Services• Medical
Services• Security• Public
Relations
• A/B Pipeline• BMP
• Exploration• Petroleum
Engineering & Development
• Gas Distribution
BAPCO CORPORATE ORGANISATION CHART
5
GENERAL MANAGERFINANCE & IT
MOHAMMED JAWAD
LEGAL ADVISER
S.M.R SIDDIQ
MGR. FINANCIAL
ACCTGJAMEEL. A.
NABI
MGR. MANAGE
MENTACCTG
ADNAN. Y. RAMADAN
MGR – ITD
ABDULLA RAEES
MANAGERPROCUREMENT
& MGR PROC. RESEARCH &
SUPPORTHASSAN MURADI
LEGAL CONSULTANT
ELHAG BAKER
MGR. SPL PROJECTS
NARAYANAN SESHAN
FINANCE & IT – ORGANISATION CHART
6
Financial Accounting
• Financial Accounting works at the heart of Bapco operations, very close to our business units and is responsible for different financial activities including
Financial Reporting • Accounts Payables • Accounts Receivables • Financial Reporting • Credit Control • Payroll and Marine Accounting
slide 7
Management Accounting
•
The purpose of the Management Accounting Department is to aid management in decision-making and promote optimal business performance through effective planning and control, and by providing accurate, timely and relevant information to all levels of the Company’s management.
slide 8
Financial Accounting
Manager 1Financial Accounting
Secretary 1Financial Accounting
Superintendent 1
General Accounting
Senior Accountant 1 Treasury
Superintendent 1Marine Accounting
Superintendent 1 Accounts Payable
Superintendent 1Sales Accounting
Accountants 2Treasury
Head Accounts 1 clerk
Treasury
Accountants 2Credit Control
Superintendent 1Payroll & Benefits
Head Accounts clerk 1Credit Control
Senior Accountant 1Accounting Control &
Reconcillation
Accountant 1Accounting Control
& Reconcillation
Senior Accountant 1Payroll
Accountant 1 Payroll
Head Accounts 1 ClerkPayroll
Accountant 1Benefits
Head Accounts 1 ClerkBenefit
TAA 1 Administrator
Payroll
Senior Accountant 1Payroll & Benefits
Accountants 2Payroll & Benefits
Senior 1 Accountant Marine
Accounting
Accountants 5Marine Accounting
Head Clerks 5Marine Accounting
Senior 1 Accountant
Empac SupportAccounts Payable
Senior 1 Accountant
Payable
Accountant 1Payable
Head Accounts Clerk 1 Customs & Inventory
Control
Head AccountsClerks 2
Payable
Accountant 1Procurement Accounting
Head Accounts Clerks Contracts Payable 2Procurement Accounting
Head Accounts Clerks 2 Material Payable
Procurement Accounting
Senior Accountant 1
International Sales Accounting
Accountants 3International
Sales Accounting
Senior Accountant Local Sales 1
Accounting
Accountant 1Local Sales Accounting
Head 3 Accounts
ClerksLocal Sales Accounting
Accountant 1 Misc. Receivable
Sales Accounting
9
1. Financial AccountingIncludes Payroll, Sales Accounting, Treasury etc.
2. Management AccountingIncludes Management Reporting, Budgetary Control, and monitoring, Investment Accounting, Insurance and risk management, Office Services
3. Special Projects - BMP Financing & other related Projects
4. Procurement (Materials & Services)5. Legal6. Information Technology Department (ITD)
OVERVIEW OF DEPARTMENTS IN FINANCE & IT
10
FINANCIAL ACCOUNTING DEPARTMENT – KEY FUNCTIONS
SECTION KEY FUNCTIONS
Financial Control
Annual Revenues - circa US$ 11 Billion
Strict adherence to LC (Letter of Credit) policy and procedures for all international sales; which accounts for over 90% of refinery revenues.
Collection of all local sales revenues.
Invoicing and collection of all Abu Saafa crude oil revenues managed by Bapco on an agency basis (on behalf of the Kingdom of Bahrain)
Strong policies and procedures in place with high degree of control/approval process
Credit Control Function
Cash Control / Treasury
Cash waterfall arrangement with lending banks requiring compliance with banking covenants.
Cash-call from Ministry of Finance controlled by Financial Accounting – cash flow forecasting and management.
Accounts payable – use of e-banking and BACS methods. Management of foreign exchange requirements. Management of SIP (Strategic Investment Projects) US$1 Billion Financing: - draw
downs, interest payments, etc. Management of Employee Loans/Savings Schemes.
11
SECTION KEY FUNCTIONS
GeneralAccounting
Producing GL Financial Reports including Corporate Reports Manage monthly GL (General Ledger) closing Credit Control Cash and Banking Management of cash call from Government and cash flow Financial Statements
Accounts Payable
Control & Processing of local payments Control & Processing of foreign payments Control and processing for materials, stores and associated expenses, including Customs
Duties, Stock write offs etc.
Payroll & Benefits
Control & processing of payroll, benefits and expenses Management of Housing and Savings Schemes Time and attendance and Human Resources Management System
Sales Accounting
Invoicing of all revenues, including: international, local, aviation etc. Management of all Sales L/C issues Miscellaneous Accounts Receivable
Marine Accounting
Processing of all documentation for international shipments
FINANCIAL ACCOUNTING DEPARTMENT – KEY FUNCTIONS
12
MANAGEMENT ACCOUNTING DEPT. – KEY FUNCTIONS
a) Financial Performance Reporting, Costing, Budgetary Control, Financial Planning & Forecasting.
b) Accounting, control and reporting of investment expenditure and fixed assets.
c) Management of the Company’s Insurance / Risk Transfer Portfolio
d) Provision of Office Services Note: The above functions are managed by different sections within the Department, as outlined in the following slides.
13
SECTION MANAGEMENT ACCOUNTING - KEY FUNCTIONS
Reporting & Profit Analysis
Producing monthly financial reports, including cash flow and business unit performance reports.
Providing all external reports to NOGA, nogaholding, Ministry of Finance etc. Presentation of Company’s Annual Profit and Cash Budgets and Plans Producing Balanced Scorecard Reports.
ExpenseAnalysis
Review and Analysis of all expense related items for monthly reporting and annual budgets.
Developing/Maintaining all internal costing rates (manpower, usage of Company facilities etc).
Consolidation, Review and Analysis of the Annual Expense Budget.
Investment & Asset Accounting
Maintenance of proper records of all the Company’s fixed assets, together with the maintenance and operation of physical verification programmes.
Providing and maintaining information relating to all investment projects.
Insurance and Financial Risk Management
Management of the Company’s Insurance Portfolio. Identify and quantify all risk exposures and effect necessary and cost effective insurance
cover (where required). Co-ordinate and Manage all risk assessment and related surveys Support wider company programmes on ERM and Business Continuity.
MANAGEMENT ACCOUNTING DEPT. – KEY FUNCTIONS
14
SECTION MANAGEMENT ACCOUNTING - KEY FUNCTIONS
Business Unit Performance Analysis
Divisional Senior Accountants (DSA) are assigned to Key Business Areas DSAs act as vital source/link for the business areas and provide all assistance with
regard to financial performance related matters.
Office Services Provision of a range of office services including copying, imaging, internal mail distribution, provision of office furniture and equipment etc.
Other tasks Review and Reporting of performance on a monthly basis for the Company’s bonus scheme.
Preparation of profitability studies, as required from time to time
Adhoc reports/analysis required by Senior Management / other Stakeholders
Co-ordinate and manage Company’s participation in Solomon Associates refining performance studies
MANAGEMENT ACCOUNTING DEPT. – KEY FUNCTIONS
15
INTERNAL REPORTS EXTERNAL REPORTS
1. Monthly Corporate Performance Reports – this includes the package for Corporate plus relevant Business Units.
2. Cost Owner Reports for Expenses
3. Monthly Balanced Scorecard Reports under the Company’s Performance Management System.
1. Cash Flow Statement to Ministry of Finance.
2. Monthly Government Statistical and Performance Report.
3. Monthly Report package for National Oil and Gas Authority (NOGA).
MANAGEMENT ACCOUNTING DEPT. – KEY REPORTS
16
SECTION KEY FUNCTIONS
BMP Financing Co-ordinate with relevant internal and external agencies to arrange the Financing for BMP in an effective manner in line with Project and Financing Timeline
Act as the key contact for Bapco’s Financial Advisor(s) on the Project and ensure that all their requirements are met in a timely manner
Manage the role assigned as member of Decision Review Board (DRB) Regular co-ordination with Project team and other business areas to ensure that
financing requirements are appropriately relayed Co-ordinate with Nogaholding and other team members to ensure smooth functioning of
various financing activities Need based co-ordination with stakeholders Maintain and Manage relationships with Financial Institutions and other relevant
external agencies
Other One off Projects
Co-ordinate with relevant internal and external agencies to work on need based one-off Projects; e.g. Financial Independence, Establishing Trading Unit in Marketing Division etc.
Need based advisory role / assistance on other activities in Finance Function
SPECIAL PROJECTS – BMP FINANCING & OTHER PROJECTS
17
Procurement Functions – Main Responsibilities
• Procurement planning and action of all tendering processes for materials and services.
• Evaluate suppliers performance.• Maintain materials inventory at optimum level.• Ensure materials and services availability in a timely manner.• Provide suitable storage facilities for materials inventory.• Provide delivery services for materials inventory to Users.• Liaison with the Tender Board and full compliance with Tender Law.• Pre-qualification of companies.• Quantity re-measurement.
18
Procurement Functions – Current Structure
HEADCOUNT ACTUAL APPROVED
Purchasing 27 32
Research & Support 13 18
Warehouse & Inventory
37 54
Management 2 4
TOTAL 79 108
GM F&IT
Manager Procurement
(Hassan Muradi)
Supt Warehouse (1)
Supt Inventory (1)
Supt Purchasing (4)
Manager Procurement Research & Support
(Hassan Muradi)
Supt Proc R & S (1)
19
Procurement Functions - Statistics
COMMODITY PO Base ValueCatalysts/Additives 19,248,464.91$ Chemicals, Gases 3,256,189.75$ Compressors/Pumps Spares 2,758,374.76$ Valves, Cocks and Spares 2,042,040.84$ Tubes, Heat Exchangers 1,994,411.95$ Variable Cheml's/Catalyst 1,967,806.74$ Pipes, Steel and Alloys 1,834,227.58$ Medical Supplies 1,799,227.12$ Instruments and Spares 1,586,558.01$ Boilers, Furnace Spares 1,480,503.36$ Electrical Supplies 1,376,557.06$ Pipe Fittings 1,125,512.55$ Plates, Bars - Metal 1,085,059.56$ Pressure Vessels Spares 1,044,692.90$
2013 PO - Top Commodity
21
Procurement Functions - Statistics
Tender Type No. of Tenders % No. of Tenders Value ($) %Value ($)PUBLIC 52 13% 113,152,032.05 21%SELECTIVE 200 52% 394,432,746.83 73%SINGLE SOURCE 137 35% 34,327,959.99 6%TOTALS 389 100% 541,912,738.88 100%
REPORT ON TENDER TYPES - 2013( MATERIALS & SERVICES) (PUBLIC/SELECTIVE/SINGLE)
WITH VALUE BD >10 K ($26,595)
PUBLIC13%
SELECTIVE52%
SINGLE SOURCE
35%
TENDERS FROM JAN TO DEC 2013
22
PURCHASE REQUISITION WITH ESTIMATED VALUE BD50,000 & ABOVE
REQUISITION RECEIVED
CONTRACT FILE MEMORANDUM (CFM) SHOWING PROPOSED BIDDERS LIST (BL)AND BID EVALUATION CRITERIA (BEC) PREPARED AND FORWARDED FOR MANAGEMENT/PMC APRROVAL
CFM APPROVEDBY MGT/PMC
SEEK TENDER BOARD’S APPROVAL OF PROPOSED BL AND BEC
REQUEST FOR QUOTATION (RFQ) ISSUED TO APPROVED BIDDER/S
Y
N
BL AND BEC APPROVED
BY TB
N
Y
RFQ ACKNOWLEDGMENT & INTENTION TO BID CONFIRMED BY BIDDER/S
RECEIPT OF BIDS BY TENDER BOARD
OPEN BIDS BY TENDER BOARDIN THE PRESENCE OF BIDDERS
TENDER BOARD PUBLISHES RESULTS AND ISSUES TO BIDDER/S
BIDS RECEIVED BY PROCUREMENTDEPARTMENT FROM TENDER BOARD
1
23
PURCHASE REQUISITION WITH ESTIMATED VALUE BD50,000 & ABOVE
PROCUREMENT DEPT PREPARES COMMERCIAL
BID ANALYSIS
TECHNICAL DEPT PREPARES TECHNICAL
BID ANALYSIS
BEST SCORING BID IS APPROVED
CFM JUSTIFYING IF OTHER THAN BEST SCORING
BIDDER IS RECOMMENDED
N
CFM APPROVEDBY MGT/PMC
Y
ISSUE LETTER OF INTENT, OBTAIN PERF BOND
AWARD
ISSUE REGRET LETTERSTO UNSUCCESSFUL BIDDERS AND RETURN INITIAL BONDS
ADVISE TENDER BOARD, IF REQUESTED
N
Y
AWARD APPROVEDBY TB
SEEK TENDER BOARD APPROVAL TO AWARD
Y
CORRECTIVE ACTION TAKENAND/OR NEGOTIATIONS HELDIN LINE WITH TB DIRECTIVES
N
1
24
Procurement Functions – 2018 Structure
Manager Procurement
Category LeadMaintenance
Services
Category Lead Engineering,
Equipm & Capital Proj
Category LeadCatalyst,
Chemicals & Ind Svcs
Supt Procurement Ops & Contracts
Mngmt
Supt Business Optimisation &
Support
Supt Warehouse & Inventory
Admin Assistant
HEADCOUNT
Category Management 13
Procurement & Contract Management 20
Business Optimization 13
Warehouse & Inventory 24
Management 2
TOTAL 72
26
Procurement Functions – Q1 2014 Highlights
• HAY job evaluations completed and job grades approved by HR Management Committee.
• Chevron Change Management SME visit and development of supporting Change Management Plan.
• Annual Divisional Contracting and Procurement Plans in development (ACPP’s)
• Cross functional team formed to develop started Procurement metric’s.
• Inventory Master Data Cleansing RFP Awarded • Completed competency plans for procurement
career development.• Inventory management project preparing items
for stock disposal and processes in review for inventory recovery and disposal .
• Training:– Three employees trained in Change
Management– Two employees trained in Lean Sigma
Q1 Activities• Announcement and onboarding of new
procurement organization.• Start recruitment process for vacant key positions• Divisional Contract Review Committee’s approval
of ACPP’s and execution update.• Inventory Management Project:
– Finish Wave 1 inventory recovery processes design– Identify and complete wave1 inventory disposal– Award and initiate master data cleanse project
• Continue Procurement Metrics project• Start Contract Process development.• Start Category Plan Development.• Launch two lean projects focused on:
– Reducing Tender timeline– Improving delivery quality ( lead-times and full)
Q2 Focus Areas
• Delay in organization structure impacting business plan execution.
• Expedite recruitment of vacant key personnel.• Availability of business resources remains an
issue.
Risks
27
Procurement Functional Key Metrics 2013 Target1Q YTD Actual
Status
Trend
Value DeliveryValue Creation Savings (First Cost, TCO, Cost Avoidance, IRIS)
$ 13.2MM $15 MM $3.43MM
SourcingPercentage of spend managed under contract 95.9% 96% 53.00%
Number of Suppliers making up top 80% of spend 49 45 41
Percentage of spend under local content program 73.63% 75% 47.67%
Number of days to complete Tender Process 40 35 47
Transactional% deliveries on time & complete 28.75% 50% 30%
Supplier average lead time in days 82 days 70 days 89days
O&M Inventory Dollars $63.3MM $55MM $66.5MM
Health & SafetyNumber of incidents – staff 0 0 0
PeopleNumber of training hours per employee 6 hours 12 hours 6 hours
Organizational Capability
Operational Excellence
TechnologyRelationships
Performance Key Trend
On target (+/- 5%) Improving
Behind Target (> 5 %)
Stable
Urgent Action Required
Deteriorating
Procurement Functions - Transformation
28
Render Professional Counsel and Advice to -Board of Directors, Bapco Management and CompanyDepartments
Secure and protect Company’s legal benefits and rights. Educate Company personnel to recognize legal problems. Review, negotiate and draft Commercial Agreements. Prepare sub-leases between Company and third parties. Liaise with Government Legal Advisor(s). Monitor outside claims – including Labour Law Claims. Maintain Schedule of Authorities, Commercial Registration,
Powers of Attorney, etc. Review and Advise on Licensors Agreements; DPSA &
EPSA. Monitor recent Bahrain and International Laws in sofar as
these impact Company’s Operations.
LEGAL DEPARTMENT – KEY FUNCTIONS
29
Reorganisation of Financial and Management Accounting Departments
Financial Independence BMP Financing Arrangement Merging of Procurement and Procurement
Support & Research Departments. Procurement Department initiatives Minimise and simplify CFMs for Contract approval
FINANCE & IT DIVISION – KEY CURRENT INITIATIVES
30
2014 CORPORATE PRIORITY OUTPUTS Future Bapco Increased Competitiveness Strategic Government – NOGA Projects
2014 DIVISIONAL PRIORITIES
Financial AccountingUp skilling of Financial Accounting Staff Management Accounting Business Unit AccountingProcurement Department Implementation of Category Management Contract Process Development Inventory OptimizationInformation Technology DepartmentImplement CSMART 20 Critical Controls
FINANCE & IT DIVISION – 2014 PRIORITY OUTPUTS
31
HEADCOUNT SUMMARY – FINANCE & IT
Department Roster (Nos) Actual (Nos)
Finance & Accounting 124 99
Information Technology 58 77
Procurement 108 70
Legal 2 3
TOTAL 292 249
Note: The above data is as of end April 2014
32
ITD Organization
Manpower History In 2004, 40 staff added due to Merger and Agency, total became 97 In 2010, PI study started with 90 and recommended reduce by 31 In 2012-2013, achieved release of 15, and expected further 8 by end 201475
34
ITDKEY PROCESSES
CUSTOMER RELATIONSHIPS
SECURITYSOLUTIONSCREATION
(PROJECTS)
OPERATIONALSERVICESDELIVERY
GOVERNANCE &ADMINISTRATION
STRATEGIC PLANNING
Business RelationshipManagement
MarketITD
Offerings
Understand & Analyze
Requirements
Create & Implement
IT Projects
Manage Resources
EnableDelivery
Capability
Service Level
Management
Asset Management
Change Management
DemonstrateBusiness
ValueDevelop &
ManageStrategic Plan
Infrastructure& Capacity
Planning
Establish and MaintainSecurity Plan
Deploy Security
Solutions
Project Management
Office(PMO)
ProvideServices
Policiesand
Procedures
ManageCustomer
Satisfaction
Sustain Delivery
Capability
Business ContinuityPlanning
RiskManagement
Implementation and Awareness
Monitor and Review
ITD Key processes
35
Bapco Network Diagram
ITD Current Footprint
36
75 IT employees
2307 IT Users
231 IT Applications
& Tools
4 Geographical
Area
1635 other IT
equipment
25 + 80V Servers
1 IBM RS6000
2281 PCs278 Data
Network components
3842 Voice components
36
ITD Way Forward- What Recent Achievements?
Business Impact of
IT
Efficient IT
Effective IT
Finalising IT ReOrganization Eliminated one Section Surplus List Redeployment Success Plan IT Advisory IT Collaboration Portal Established CSIP
Eliminated Consult Cost Employees Surveys Clients Surveys Townhall meetings Training Framework Bahraini Training IT Advisory GIP Initiatives tracking Business IT Portal
eService
38
ITD Way Forward- Staff Reduction (1) Normal Attrition (2) Explore Outsourcing
2013 2014 2015 2016 2017 2018 2019 2020
Headcount (Start of Year) 78 76 66 65 65 61 57 56
Natural Attrition Retirees -2 -3 -3 -2 -3 -2 -1 -2
Special Case Retirees (Releases, early, Medical, Surplus) -1 -9 -2 -2
Newcomers Expact (Recruitment, transfer, etc.) (Kishan) 1
Newcomers Bahraini (Trainee, recruitment, transfer, etc.) 2 2 2 1
Headcount (by year end) 76 66 65 65 61 57 56 54Cost saving from Retirees Employee by year end 346,500$ 1,391,000$ 264,000$ 129,000$ 483,500$ 342,500$ 113,000$ 223,000$ 223,000$
Accumulative Saving by year end 346,500$ 1,737,500$ 2,001,500$ 2,130,500$ 2,614,000$ 2,956,500$ 3,069,500$ 3,292,500$ 3,169,000$
7 Years ITD Resource roadmap plan
Headcount (Start of Year) 78 76 66 65 65 61 57 56Bahrani count (Minus Retiress, Plus Newcomers) 49 48 41 42 42 41 41 40Expact Count (Minus Retiress, Plus Newcomers) 29 28 25 23 23 20 16 16
Bahranization % 63% 63% 62% 65% 65% 67% 72% 71%Expatriate % 37% 37% 38% 35% 35% 33% 28% 29%
39
IT Way Forward- Key IT KPIs
Key IT KPIs & Expected value delivery
% of headcount reduction over the next 5 years
% of reduction in OpEx
Increase in IT visibility & user satisfaction due to new processes (BRM & PMO) & eService facility
Increase in appreciation of IT value delivered due to Charge/show back
40
ITD Action Plan- Strategic Priority Output 2014
Computer Security Management And Response Team
• Using the Dept. of Homeland Security’s 20 Critical Security Controls for Effective Cyber Defence.
• Two added by Bapco for Physical Security and Industrial Control Systems.
• Applies security controls, standards and metrics to all aspects of Bapco’s Information Technology.
42
ITD Action Plan- Calendar Initiatives
Communication sessions Comms (PSB) Comms (Open Dis) Comms (PSB) Comms (Open Dis)
Survey ITD Survey (2014) once every 2 years
User Survey (2014) once every 2 years
ITD Business & Technical Service Catalogue review
Service Catalogue Review
ITD staff training needs for budgeting
Collect ITD staff training needs for next year
IT Policy and procedure review
Review P&P
ITD Achievments for Bapco Annual Report
Prepare Annual ITD achievments report
Review ITD Resources, Release dates, &
Retirees
Hold Meeting with ITD Management to discuss this issue
IT Skills Matrix Review ITD staff Skills
PMO Budget Obtain project budget
ITD Other Budget Obtain Other budget
Initiate the collection of ITD internal
Initiatives/Projects from all Sections
Collect a list of ITD Initiatives/Projects
Quarterly Status Update
Quarterly Status Update
Review PMP & Merit
PMO Quarterly Review Quarterly Status Update
Quarterly Status Update
Review Vcation Plan
PMP and Merit Review
Review Vacation plan
Review ITIL Process
Arrange for IT workshop after Business planning workshop
IT Planning Workshop
Arrange for IT workshop after Business planning workshop
Review New ITD Organization
Review New ITD Organization
Review ITIL Process
Review Apps list and Resource Allocation
Review list of Application & Tools
BusinessTraining Catalogue & user needs
Business Training Review
NOV DEC
ITD Websites Review Websites Review
MAY JUN JUL AUG SEP OCTTitle JAN FEB MAR APR
Communication sessions Comms (PSB) Comms (Open Dis) Comms (PSB) Comms (Open Dis)
Survey ITD Survey (2014) once every 2 years
User Survey (2014) once every 2 years
ITD Business & Technical Service Catalogue review
Service Catalogue Review
ITD staff training needs for budgeting
Collect ITD staff training needs for next year
IT Policy and procedure review
Review P&P
ITD Achievments for Bapco Annual Report
Prepare Annual ITD achievments report
Review ITD Resources, Release dates, &
Retirees
Hold Meeting with ITD Management to discuss this issue
IT Skills Matrix Review ITD staff Skills
PMO Budget Obtain project budget
ITD Other Budget Obtain Other budget
Initiate the collection of ITD internal
Initiatives/Projects from all Sections
Collect a list of ITD Initiatives/Projects
Quarterly Status Update
Quarterly Status Update
Review PMP & Merit
PMO Quarterly Review Quarterly Status Update
Quarterly Status Update
Review Vcation Plan
PMP and Merit Review
Review Vacation plan
Review ITIL Process
Arrange for IT workshop after Business planning workshop
IT Planning Workshop
Arrange for IT workshop after Business planning workshop
Review New ITD Organization
Review New ITD Organization
Review ITIL Process
Review Apps list and Resource Allocation
Review list of Application & Tools
BusinessTraining Catalogue & user needs
Business Training Review
NOV DEC
ITD Websites Review Websites Review
MAY JUN JUL AUG SEP OCTTitle JAN FEB MAR APR
ITD Challenges - Aging Workforce and not up to date Skills
Skill sets maturity
IT Bahranisation ratioIT Staff Age split
0 1 2 3 4
Operating Systems 4
Infrustracture Sevice 3
Application Server 4
Database 4
Web & Cloud Technology 1
Mobile Computing 0
Languages / Development Tools 3
Project Management Tools 3
Multimedia 2
Oracle eBusiness 3
Business Intelligence 0
Business & IT Knowledge 2
Business engagement skills 1
PMO Skills 2
Skill CategoryMaturity level
Actions1. Building list of Surplus staff
(Complete)
2. Multi Skilling through training and rotating staff (in progress)
3. Internal redeploy redundant/under-performing staff elsewhere (in progress)
4. Staff reduction to be achieved through natural attrition
5. Reviewing Application portfolio to freeze maintenance activities
6. Review outsourcing possibilities
> 20 > 30 > 40 > 50 > 55 > 600
5
10
15
20
25
6
22
17
23
7
0
45
Approved Budget
Actual
SALES REVENUE
7,498.3 US$ Million 7,498.3 9,392.8
4,544.1 - Abu Saafa US$ Million 4,544.1 5,547.0
521.9 - Aviation US$ Million 521.9 398.1
176.2 US$ Million 176.2 307.5
92.3 US$ Million 92.3 93.3
1,162.9 US$ Million 1,162.9 1,054.9
392.8 US$ Million 392.8 358.2
14,388.5 US$ Million 14,388.5 17,151.8
OPERATING EXPENSES
409.5 US$ Million 409.5 428.6
97.3 US$ Million 97.3 93.7
35.2 US$ Million 35.2 10.0
(61.4) US$ Million (61.4) (55.7)
2.0 US$ Million 2.0 0.5
482.6 US$ Million 482.6 477.2
CASH FLOW
6,014.3 US$ Million 6,014.3 6,781.8
615.7 US$ Million 615.7 597.6
600.7 US$ Million 600.7 755.9
PRICE DIFFRENTIAL
1.97 US$/BBL 1.97 2.21
REFINING MARGIN
5.29 US$/BBL 5.29 6.48
0.27 Net Margin US$/BBL 0.27 1.71
0.82 US$/BBL 0.82 2.41
REFINERY OPERATION
255.0 MBPCD 255.0 263.8
4.92 US$/BBL 4.92 4.72
0.09 US$/BBL 0.09 0.05
EXECUTIVE SUMMARY
YTD DECEMBER 2013
Gross Margin
- Fixed
- Variable
- Interest on Strategic Investment Programme
- Transfer to Government Account / Tatweer / BLBOC
2013 Approved
Budget
- International
Total Sales Revenues
Crude Run
MOPAG Differential
Net Cash Flow to Govt. (Agency &Corporate)
-Strategic Trainees
Total Operating Expenses
(FINANCIAL PERFORMANCE)
Unit
Local Market Subsidy
Refining Cost per Barrel
Net Cash Margin
Banagas Processing Fee
Year to Date
Description
- Gas
- Feed Stock Lube
- Local
- Export Lube
Net Cash Flow to Govt. (Corporate)
48
Approved Budget
Actual
MARKET CRUDE PRICE
90.00 US$/BBL 90.00 106.13
92.00 US$/BBL 92.00 107.99
AVERAGE REALIZATION PRICE
90.00 US$/BBL 90.00 106.43
95.49 US$/BBL 95.49 111.46
BAHRAIN FIELD OPERATION
15,604 BBL'000 15,604 15,806
1,805 BBL'000 1,805 1,670
17,409 BBL'000 17,409 17,477
47.7 MBPCD 47.7 47.9
9.26 US$/BBL 9.26 9.71
BAHRAIN FIELD GAS PRODUCTION
1,593 MMSCFD 1,593 1,608
Flare & Venting MMSCFD 12
Compression MMSCFD 223
1,541 MMSCFD 1,541 1,384
0.20 Cost of Khuff Gas Production $/MMBTU 0.20 0.27
CAPITAL EXPENDITURE
102.6 US$ Million 102.6 33.3
54.4 US$ Million 54.4 45.0
2.5 US$ Million 2.5 0.8
20.8 US$ Million 20.8 12.8
180.3 US$ Million 180.3 91.9
MANPOWER & OVERTIME
2,701 Number 2,701 2,590
158,200 Hours 158,200 143,480
359,683 Hours 359,683 378,309
EXECUTIVE SUMMARY
YTD DECEMBER 20132013
Approved Budget
Overtime Hours - BAPCO - Unscheduled
Manpower Headcount
Total Gas Production (Excl. Flare & Compression)
- Profit
(FINANCIAL PERFORMANCE)
Unit
Bahrain Crude
Year to Date
- Mandated
Description
- Total
Average Baharin Field Production Cost at DEPSA
- Strategic
Overtime Hours - BAPCO - Scheduled
- Condensate
Total Gas Sales
Saudi Crude
Abu Saafa Crude
Refined Products
Baharin Field Production - Black Crude
Total Capital Expenditure
- Average
- Operating & Maintenance
49
Recommended