Project objective
To reform the municipal entities (5) engaged in waste management sector, including: new operating and financial models, technology benchmark and analysis of applicability, recommendations in changes of the whole processes through the chain of waste collection, transportation and utilization / recycling.

Completed works
1) Current state analysis of industrial and household waste management field in megapolis.

2) Market trend analysis, SUE activity expert review, SWOT-analysis of international in the field of waste management.

3) Development of possible scenarios for restructuring the field of waste management in megapolis, selection and substantiation of the most effective model and strategy for the industry development, forming the reformation concept.

4) Development of a comprehensive strategy for reforming SUEs with the reference to the field development strategy, including proposals for changing the forms of entity, evaluation of the current economical efficiency and Enterprise development plan, as well as development of Enterprise management system elements.

Work results
Comprehensive program for reforming the waste management strategy in megapolis based on the current state of Enterprises in the industry, based on the analysis of international experience in the industry, the selected development model for each enterprise and economic efficiency of the model.

Measurable value
Result of organizational changes. In the future (as a postponed result of the program implantation) – attainment of target indicators for the recycle level and environmental impact mitigation, using the best of available technologies.

Project objective
Improving the financial management system, increasing efficiency and control in the company and its subsidiaries.

Completed works
1) Accounting:

• developing a unified account chart, a unified accounting policy for accounting purposes, an account chart for consolidated financial statements, a transformation correction log, a consolidation correction log, a check report library etc.

2) Budgeting:

• determining process structure (annual budgeting, forecasting, preparation of actual management reports, budget reconsideration);
• describing an approach to forming the financial structure;
• describing a cost allocation approach by centralized accounting departments and Cost Centers.

3) Management accounting:

• determining all the necessary analytic profiles (reference materials), sources for their population, persons responsible for their maintenance and support, rules for gathering and uploading actual data from the system’s accounting module into the planning module;
• developing a library of actual management reporting forms as per the structure defined in the Planning and management accounting policy.

4) Treasury:

• describing step sequence of process participants based on contract examination procedures in terms of currency control, opening transaction certificates;
• determining a list and requirement to investment indicators applied during project evaluation along with main provisions for monitoring and controlling investment activities of the company;
• determining main risks arising during investment project implementation.

5) Finance function:

• developing an organization structure, goals, tasks and functions for the Financial Directorate;
• describing the activity efficiency management process in the context of main company units.

Work results

1. Completing organizational changes, describing financial processes.
2. Approving an activity efficiency management system.
3. Forming a methodological procedures for budgeting, accounting and management accounting and reporting, treasury based on best practices.

Measurable value
Increasing transparency and reliability of financial information for decision making; optimization of processes and costs for the finance function, increasing performance efficiency.

Project objective
Conceptual model design; analysis of potential and applicable IT softwares and vendors, functional and technical IT-requirements development.

Completed works
1) The existing business processes for managing cargo turnover of materials and resources and produced oil were analyzed (AS IS). The degree and extent of their automation was evaluated. "Bottlenecks" were identified. Current IT landscape was defined.

2) Business requirements for materials and resources cargo turnover management processes (TO BE) and functional and technical requirements for the future information system (the Integrated Cargo Turnover Management system - ICTMS) were formed.

3) The future IT landscape taking into account the possible use of systems clasees to "cover" the necessary modules was defined.

4) The analysis of the market for existing IT platforms, which, in terms of the functionality of their solutions, makes it possible to implement the introduction of the ICTMS. A ranking and a preliminary assessment of the functionality of potential IT solutions were carried out, a "short list" was proposed for further study.

Project deliverables:

• the business concept of the ICTMS;
• functional and technical requirements for ICTMS and Technical task for detailed design;
• "Short List" of the most promising IT platforms for use during implementation;
• initiation of the IT project for the implementation of the ICTMS.

Measurable value
The foundation for the subsequent introduction of the ICTMS was laid; potentially — the availability of the end-to-end management of the materials and resources cargo turnover in the IT system, improvement of the process quality and coordination, the quality of data, cost reduction.

Project objective
Implement a new integrated tool to manage the supply and logistics with significantly better accuracy and efficiency. The tool helps to forecast the demand, logistics and infrastructure constraints, to build contracts map with link to Major Project schedule and lead times, etc.

Completed works
1) Determining the process for development and management of changing integrated strategies (CIS) for procurement of large projects. CIS fully determines the procurement scheme of the project both, in relation to services (including oilfield services and capital construction) and inventory.

2) Determining mechanisms for interaction between CIS and category strategies for services and inventory, as well as between CIS developers and categorical buyers.

3) Developing corresponding normative documentation.

4) Developing business requirements for the process automation system.

Work results
1) CIS development and management process implemented and established in the regulatory and guidance documentation.

2) Completed transition from category-wise project procurement to integrated procurement of interrelated services and inventory.

3) Integrated mechanism for project management and project procurement management.

4) Tool for managing the key project area for project managers and deputy procurement manager (in oil-and-gas industry, the vast majority of project works is purchased from third-party contractors, i.e., the project is actually implemented via procurement management).

Project objective
Justification of alternative selection to make an investment decision on building supply base for off-shore infrastructural projects.

Completed works
1) Field audit of layout options for the Integrated Operations Base for offshore projects.
2) Infrastructure inspection.
3) Analysis of required industrial capacity according to the development target schedule.
4) Investment appraisal.
5) Evaluation of risks and their mitigation effects.
6) Development of financial and economic model for site selection substantiation.

Work results
1) Inspection of 4 sites, completing express evaluation of each site to appraise investments in construction/modernization required for bringing the asset into line with Customer’s preliminary technical requirements to choose 1 of 4 options.

2) Completing the following activities for the selected option:

• survey of the area, buildings and structures, cranes, quay wall, railway siding, developing a preliminary plan solution;
• forming a detail plan for capital investments into the asset construction/modernization.

3) Based on financial and economic modelling, determining the main and backup options for Integrated Operations Base location; developing recommendations and activity plan for project implementation.

Project objective
Development and implementation of procurement business processes in region divisions, automation, cost reduction.

Project goals
1) Regulation of the processes in the project scope (including control procedures).
2) Introduction of the necessary changes in the information systems.
3) Data migration (supplementing open procurement specifications with missing information).
4) Preparation of operating documentation.
5) Instructions for users.
6) Deployment of information systems in the workplaces of new users.
7) Tests of the implemented solution: Integration testing and Pilot and field testing, elimination of remarks.
8) Transfer of solutions for support to Customer`s IT center.

Project deliverables
1) Reports describing current MM (materials management) business processes.
2) Models of target MM business processes.
3) Regulations for target business processes.
4) Design solution describing the implementation of target processes in information systems.
5) Organizational Design.
6) The concept of acceptance and testing results.
7) Functional and integrative testing protocols.
8) The concept of the instruction process.
9) End user training records.
10) Report on the pilot operation.

Measurable value
Optimization of the MM cost, due to:

• increase of responsibility of production units for procured materials and resources (introduction of targeting procurement and inventory);
• increase of discipline level while entering documents;
• provision of IT infrastructure required for the work with materials and resources reserves - for materially responsible persons, making the requests for materially responsible persons, making the requests.