Skip navigation 
Previous Page
24
June/July 2012 www.esb.ie/em
International
Submarine cable on route to Tanzania
page 27
SPECIAL FEATURE
“Aligned with the customer value proposition work, bidding and sales management focuses on the customer rather than the mechanical process of document production. Bid management is about strategy, creativity, technical solution, planning, risk management and customer engagement.”
ESB International Mobilising to grow
ESB International has a mandate to double its external revenue by 2016, which it plans to achieve by becoming the engineering solutions provider of choice to the power industry within the next four years.
ESBI IS A wholly-owned subsidiary of ESB and is the group’s centre of engineering expertise.
Over the past decade, much of ESBI’s resources have been deployed on strategic projects to support ESB’s corporate goal to become the first carbon neutral utility in the world. A decline in capital investment by ESB means that ESBI is looking to external markets to maintain its scale, know-how and commercial focus. The growth strategy in the four-year plan is driven not only by commercial objectives, but also by the need for ESB to maintain strategic skills and knowledge of new developments and technologies within the global power-sector.
The new 2016 target builds on ESBI’s international experience and heritage. For almost 40 years, the company has worked in 115 countries on behalf of utilities, private developers, regulators, governments, funding agencies and banks. It currently employs over 700 staff in Europe, the Middle East, Africa and Asia. Unlike other professional services organizations in the sector, ESBI’s utility background gives it a unique perspective on overcoming the challenges faced by operators and developers.
One of the biggest challenges for any Professional Services Organisation in responding to market needs is to have the required skills available in the right places, at the right time, at the right price.
“ESB International is a professional services organisation that trades on the talent of our people,” says ESBI MD Ollie Brogan. “To deliver solutions into the market, we need resources. We are developing a dynamic resource model (Fig 1) to ensure that we can respond quickly and flexibly to market needs, while also ensuring we have the skills to support ESB’s corporate strategy. One of the biggest challenges for any Professional Services Organisation in responding to market needs is to have the required skills available in the right places, at the right time, at the right price. Our business fundamentals are based on four ‘building blocks’: the capability of our people; operational excellence; customer satisfaction and financial performance (Fig 2).”
“While continuing to provide cost effective engineering solutions and services to the ESB Group, we will be actively growing the business in external markets over the next four years,” Ollie told EM. “As such, our structures need to support both our internal ESB market and our external markets so we will have a specific ESB business strategy and a Business Development Strategy for external markets.”
A number of ‘Tier 1’ countries have been identified where ESBI will invest greater resources in finding work opportunities.
