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THE LLOYD’S REGISTER GROUP

THE LLOYD’S REGISTER GROUP. Continuous improvement – the future role of classification Richard Sadler Chief Executive Officer. In-Service. Build. End of life. Life cycle. STAGE 3 Construction & Commissioning. STAGE 4 Operations. Maintenance Management. Human Element/ Training.

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THE LLOYD’S REGISTER GROUP

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  1. THE LLOYD’S REGISTER GROUP Continuous improvement – the future role of classification Richard Sadler Chief Executive Officer

  2. In-Service Build End of life Life cycle STAGE 3Construction & Commissioning STAGE 4 Operations MaintenanceManagement Human Element/ Training STAGE 2 Design - Planned Maintenance- Maintenance Strategy- Condition Monitoring Supporting all the stages of a vessel’s lifecycle INTEGRITY RiskManagement STAGE 1 Strategic Planning SAFETY - Risk Management Services- Lloyd’s Register Integrator PERFORMANCE Life-extension/ship re-cycling/scrapping EnvironmentalManagement - EP / Green Passport - CO2 Index- Energy Efficiency Services SafetyManagement STAGE 5 De-commissioning Project Management - ISM / ISPS – ILO- Integrated Management Systems

  3. Owners Charterers In-Service Build Bankers Society Owners, Builders ME&C and Regulators Insurers Regulators End of life NGOs NGOs Media Our stakeholders

  4. The elements of sustainability • Safety / Asset integrity improvement • Environmental improvement • Social improvement

  5. Social conditions

  6. “I joined the navy…”

  7. Continuous improvement • Better regulation, inspection, research andknowledge management. • Improved goalson safety and sustainability. • Balanced stakeholder requirements of safety, reliability and cost.

  8. Our Group at a glance • Anticipated annual turnover $1.0bn • 7174 employees • 101 companies • 278 offices in 78 countries • Delivering services in 228 countries • 7 months from our 250th anniversary

  9. A model for our new business assurance system 1 1 STAGE STAGE DEVELOP THE STRATEGY Define mission, vision and values Conduct strategic analysis Conduct strategic analysis Formulate strategy 2 2 5 5 STAGE STAGE STAGE STAGE TRANSLATE TEST AND ADAPT THE STRATEGY THE STRATEGY Strategic Plan Strategy map Define strategic objectives Conduct profitability analysis performance and themes Balanced Conduct strategy correlation metrics Scorecard Select measures and targets analysis Select strategic initiatives Examine emerging strategies StratEx results 3 3 4 4 STAGE STAGE STAGE STAGE PLAN MONITIOR Operating Plan OPERATIONS AND LEARN Dashboards Develop sales plan Budgets Plan resource capability Hold strategy reviews Pro forma P&Ls performance Prepare budgets Hold operational reviews Adapted from Harvard Business Review - Mastering the Management System By Robert S. Kaplan and David P. Norton metrics Improve key processes results Execute processes and initiatives

  10. Owners Charterers In-Service Build Bankers Society Owners, Builders ME&C and Regulators Insurers Regulators End of life NGOs NGOs Media Our stakeholders

  11. Beyond the model of straight-forward compliance Necessary components • Suitable management and management systems. • The right attitude and corporate culture. • The appropriate training and leadership models.

  12. Incident trends

  13. Human decisions…

  14. Analysing the Human Element

  15. Areas of best practice in addressing the human element

  16. So, our role has changed… Improved regulatory framework “I am opposed to the laying down of regulation lest the improvement of progress tomorrow is shackled by the mistakes of today” Greater human element understanding “Excellent firms don’t believe in excellence, only in constant improvement and constant change”

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