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2 USEFUL OBJECTS
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2
STICKER AND OTHERS EXAMPLE
ESTIMATE
BACK UP
PROPOSED
CONCEPTUAL
TENTATIVE
PRELIMINARY
ROUGH ESTIMATE
HYPOTHESIS
ILLUSTRATIVE
TO BE COMPLETED
CONFIDENTIAL
ONLY FOR DISCUSSION
REVISED
VERY PRELIMINARY
HighMediumLow
EXAMPLE
ESTIMATE
BACK UP
PROPOSED
CONCEPTUAL
TENTATIVE
PRELIMINARY
ROUGH ESTIMATE
HYPOTHESIS
ILLUSTRATIVE
TO BE COMPLETED
CONFIDENTIAL
ONLY FOR DISCUSSION
REVISED
VERY PRELIMINARY
PRELIMINARY
3
USEFUL OBJECTS
4
USEFUL OBJECTS
5
USEFUL OBJECTS
Horizon 1Extend and defend core business
Horizon 2Build emerging businesses
Horizon 3Create vehicle options
1-2 4-6 8-10
L M H
L
M
H
Impact on ROE
Implementation
High
Low
High Low
1
2
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erformancetructure onduct
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External shock
S C P
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PRELIMINARY
AttractiveUnattractive
LegendLegendLegend
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2
3
4
5
6.1 point increase in ROIC
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User applications
Personalization
Middleware services
Transaction support
Enabling services
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Management tasks for company-wide and BU levelEstablishing task priorities and action planProviding methodologies for strategy establishment
Project scope
Project purpose
Through the analysis of environment and diagnosis of company-wide management, management tasks will be
produced to strengthen the competitiveness of SK E&C, thereby proposing the roadmap for the implementation.
*FootnoteSource: Source
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•
•
Review CRM efforts to date1
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PROCESS GOING FORWARD FOR K2 DEAL
VALUATION AND SYNERGY ESTIMATION• Refine base scenario• Review base scenario with Kronus working level
team• Build multiple scenarios and conduct sensitivity
analysis for negotiation• Review valuation and synergy estimates
scenarios with Kronus working level team• Refine valuation and synergy estimates
scenarios
DEAL STRUCTURE OPTIONSDEVELOPMENT• Refine deal structure options• Conduct quick legal review• Review the options with Kronus leadership team• Refine the options
NEGOTIATION GAME PLAN DEVELOPMENT• Develop game plan draft• Review and refine game plan
TERM SHEET DEVELOPMENT• Write term sheet draft• Conduct legal review• Finalize term sheet
PHASE 1 PROGRESS REVIEW
START NEGOTIATION
5432
April
29282726 3022212019 2315141312 616
March
CEO Chairman
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New business opportunity
Human resource management
Intangible building (knowledge, network, brand)
Operational & financial efficiency enhancement
To improve quality of life
Corporate value maximization through selection and concentration
Sound cashflow, operation management business network, good reputation & culture
*FootnoteSource: Source
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EVALUATION OF CANDIDATES FOR MEGA-MERGER
Hankook Huvis
Hyosung
Hyosung or Huvis
VERY PRELIMINARY
1st screening 2nd screening
Attractiveness
• R&D/specialized products
• Synergies*
Feasibility
• Willingness of the other party
Hankook Huvis Hyosung
Market share
*Includes group-level synergy
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STRONG CEO BENCH 를 위한 주요 구성요소 – BEST PRACTICE
Top management commitment
Performance ethicsCapability development
Capability assessment Upgrading talent pool
• Top management 가 People development 에 쏟는 시간 및 열정
• CEO 의 People development 에 대한 Skill 및 Will
• 명확하고 일관성 있는 Performance ethics 에 대한 전사 차원의 공유
• Performance ethics 를 실제 평가 , 보상 시스템상에 반영
• Job rotation 을 통한 Capability development
• Coaching 및 Training 등을 통한 Capability development
• 객관적이고 공정한 평가 기준을 통한 규칙적 Capability assessment
• Capability assessment 에 대한 규칙적이고 치밀한 Review
• “A player”를 Attract, retain 할 수 있는 Value proposition
• 외부 인사 영입을 포함한 적극적인 “A player”들의 영입• “C player”의 지속적 퇴출
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Pump configuration• 2 active• 1 redundant
Pump capacity : 150/pumpPump cost : 133/pump
Total capacity :3pumps 150= 450Total cost :3pumps 133= ~400
Benefits in reduced total cost– Lower total weight – Lower transport cost – Smaller building for pimping
station– Simplified piping – Fewer valves– Simplified cabling– Larger hoist (increased cost*)
Potential 3 pump designCurrent 4 pump design
Pump configuration• 2 active• 1 standby (for peak usage
of 300)• 1 redundant
Pump capacity : 100/pumpPump cost : 100/pump
Total capacity :4pumps 100=400Total cost :4pumps 100=400
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SUMMARY OF CRM ACTIVITIES TO DATE
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Key activities
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Key end products
Quality gate 1: Project selection & development
Quality gate 2: Cost estimation & proposal development
Quality gate 3: Contract and negotiation
Marketing/Sales process
Quality gate 4: Preparation for execution
Quality gate 5: Project execution
E P CQuality gate 6: Project closing
Execution process
Contract
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Text Text
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End of docume
nt
Project/risk management team
ReportingRisk management/Quality gates
Risk fighting Knowledge/ HR
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0
100
200
300
400
500
600
700
0 50 100 150 200 250
TitleUnit of measure
Label 1
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0
0
0
0
0
0
0
0
0
0
0
0
0
0
+65
-1.0
+4.4
-0.1
+43
-24
+4.4
-3.4
+25.4
-3.3
+148.2
-25.7
+181.5
-57.5+43.1
-5.4
0
-2.6
+18.8
-9.2
+0.2
-0.5
+33.2
-1.2
+20.4
-79.1
+115.7
-98
+9.4
-6.3
+5.1
-2.9
+5.9
-9.9
+1.7
-0.5
+3.0
-2.5
0
-74.4
+25.1
-96.5
+48.5-11.3
0-9.8
+16.9-24.1
+0.3-0.9
+4.7
-12.9
148.2
-31.7
+218.6
-90.7
0
Urgent issues(Phase one)
DHI PRM 4.9%ROIC 매출손실
100 억원
• 총 96 개의 프로젝트중 16 개의 프로젝트에서 100 억원의 매출 손실이 발생하였음
• 그 중 4 개의 프로젝트에서 79억원의 손실이 발생 :– Formosa (40 억 )– Jana Manjung (19
억 )– 부산 복합화력 (15
억 )– Corpus Christi (5
억 )
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Hot spots
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MAPS
