Repsol_Ypf_Web_applications
- 1. Repsol YPF Videoconferencing Marc Cortilla Rodríguez
- 2. Table of contents Introduction Repsol Vision and location Professional values Technology they use Advantages-disadvantages Conclusion
- 3. Introduction Repsol is an international integrated oil and gas company. Is a limited company founded in 1987. Landmarks: 1981: Creation of INH. 1986: Creation of Repsol. INH holds all shares. 1989: The state begins repsol flotation:PSO 25% 1991: The company gas natural is created.
- 4. 1995: PSO on 19% of Repsol capital equity. 1996: PSO on 11% of Repsol capital equity. Repsol acquires Astra. 1997: The state completes the privatisation 10% 1998: REPSOL studies the possibility of tendering an offer in YPF privatisation . 1999: Buyout of the Argentine oil company YPF. 2007: Purchase of 14.9% by the Petersen Group, an Argentinean company 2008: company LUKoil showed interest in acquiring about 30% of the shares of Repsol. Conclusion .
- 5. Repsol over the world
- 6. Business activities in Repsol Exploration and production. Refining. Marketing. Chemicals. Gas and power. LNG ( Liquefied Natural Gas).
- 7. Vision and location Vision To be an international integrated oil and gas company, perceived with admiration, and focused on customer service and value creation" Location: Spain, Argentina and more countries. Problems with location, space-time.
- 8. Location of activities Downstream
- 9. Upstream
- 10. LNG
- 11. Summarizing the graphs below Europe: headquarters in Spain. Eastern of Europe: there are headquarters in Russia and Kazahistan, where control the 4 countries. Africa: the activities are exploration and production. North America: Headquarters every where, production, exploration and gas. South America: Most countries production and exploration, Half of the have headquarters.
- 12. Proffesional Values Leadership Our management style is based on motivation, delegation, responsibility, involvement, and teamwork, steering our corporation towards our new Vision. Results-orientated More flexible and streamlined management and more efficient processes. Customer orientated We meet our customers expectations with speed and agility
- 13. Innovation: Their approach is based on ongoing improvement and innovation, ensuring access to information, knowledge management, and fostering technological development. Conclusion of values : We can see that they want to be more efficient in the processes, agility to customers/suppliers taking into account the innovation. For this reason they are going in the correct way investing in new technologies like Videoconferencing.
- 14. Technologies they use Intranet Videoconferencing Kinds of videoconferencing MCU: computer server set up for the sole purpose of making these connections between various locations.
- 15. Big rooms of videoconferencing. Small rooms of videoconferencing. Desktop systems.
- 16. History of videoconferencing 1992: 45 video equipment (polycom) low quality comunication (web cams, SoundStation conference phone ). Dial-up connection ( Modem 14.4 kbit/s). 2001: Repsol IPF chose Tandberg systems to improve their communications. They bought 30 Tandberg systems (1000,2500)
- 17. 2004: In Brazil they installed Polycom systems.(V500, ViewStation polycom..). Brazilian subsidiary chose polycom for the ability to integrate voice, video, web, and data in a single solution. 2008: Most invested money in comunications. Newtech solutions, build a tower in Argentina. 48 automated rooms, different technologies that converge on them. 74 meeting rooms simple videoconference, LCD. They also used another companies of hardware such us Sony.
- 18. Uses of videoconferencing Primary communication tool for upper managers, middle managers and the sales department. Communication overseas. (coordination, decisions) Training. Deals suppliers/customers. More information 2006 they make a lot of deals with customers and suppliers around 80% more than 2005. We can say that 85% of the meetings in Repsol YPF take place by videoconferencing.
- 19. Advantages Useful when the companies have business over the world. Save costs of travels,time,fuel. (efficiency) Exchange of ideas faster.(brainstorming) Less stress. Increased productivity and competitive advantage. More effective than traditional methods. Increase of bandwidth important role to develop it
- 20. Disadvantages Kind of deals need personal contact (cultures differences). Important amount of money at the beginning. The suppliers/customers need the same equipment or compatible one. Set up and maintain equipment. Electricity. Time differences. Extra training.
- 21. Critical reflection Important tool for companies that work overseas. It’s expensive but they amortize it quickly. Statistics sais that more than 50% of business trips are unnecessary or poorly. The decisions can be taken quickly. Managers al salesman will be feel free.(efficiency & productivity). Problem: Different cultures, different methods of deals. Face to Face
- 22. They are in the correct way, investing a lot in these tech. Solve cultural problem (trips). Depending kind of decisions they should choose videoconferencing, telephoning, travel.
- 23. Thank you for your attention