Request for Proposals Atlantic Canada Oil and Gas International Business Development (IBD) Strategy

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1 Request for Proposals Atlantic Canada Oil and Gas International Business Development (IBD) Strategy Introduction In response to shared international business development interests, the Federal Government and the four Atlantic provincial governments have established a five year, $20 million international business development program known as the Atlantic Canada Trade and Investment Agreement (ATIGA). The general ATIGA mission is to Expand business activities between Atlantic Canada and international markets, and strategically market the region as a whole by displaying the best Atlantic Canada has to offer the world to attract new investments. This is to be reflected in the following outcomes: - Increase the Atlantic exporter base - Increase the value of Atlantic exports - Increase the number of Atlantic exporters diversifying into global markets - Increase foreign direct investment in Atlantic Canada To plan and oversee international business development (IBD) initiatives for Atlantic Canada, the ATIGA Oil and Gas sector team ( the Team ) was established in early On behalf of the ATIGA Oil and Gas sector team, the Newfoundland and Labrador Oil and Gas Industries Association (Noia) is requesting proposals from interested firms to support development of a multi-year oil and gas international business development strategy. Background The Oil and Gas sector is a key driver of Atlantic Canadian export activity. The Government of Canada s trade statistics show that extraction and refining of petroleum products account for over 50% of Atlantic Canada s export annually. This activity involves international networks which can be leveraged to provide market access, joint venture partnering, investment opportunities and technology and knowledge transfer. The resulting capabilities in the Atlantic supplier base come from decades of business operations and present a variety of product and service innovations and technologies. Atlantic Canada can expand global linkages to develop further opportunities with international clients, customers, suppliers and joint venture partners. This includes established and potential linkages to global supply chains which service the Atlantic region and oil and gas developments throughout the world. Oversight of ATIGA efforts to support the oil and gas sector will be provided by a nine member team representing the Atlantic Canadian industry and federal and provincial governments. The following 1

2 groups currently comprise the Team: Newfoundland and Labrador Oil and Gas Industries Association, The Maritimes Energy Association MEA), the Governments of Newfoundland and Labrador, Nova Scotia and New Brunswick, Global Affairs Canada (GAC), the Atlantic Canada Energy Office, Export Development Canada (EDC) and the Atlantic Canada Opportunities Agency (ACOA). As industry cochair for , Noia will lead the administration for the strategy planning process. About Noia Established in 1977, and now with almost 600 member companies, Noia is Canada's largest offshore petroleum association. Noia core members provide products and services for the petroleum industry and associate members represent operators, trade associations, educational institutions and government bodies. Noia's Mission To promote development of East Coast Canada s hydrocarbon resources and to facilitate our membership s participation in global oil and gas industries. As a member-directed association, Noia provides: Access to Business Opportunities Noia captures and disseminates information relevant to its membership s business opportunities. Noia gathers and provides analysis of information that is relevant to the market segments of the Noia Membership, for the purpose of facilitating participation in the oil and gas industry A Voice for the Supply and Service Sector Advocacy is a fundamental component of Noia s activities. Noia works to influence outcomes in public policy, industry policy and resource allocation decisions within the political, economic and social systems and institutions that directly affect its members participation in the oil and gas industry Industry Promotion Noia creates awareness and promotes the positive impacts of the industry to stakeholders, external groups and the public. Noia s marketing and communications activities raise the profile of the Newfoundland and Labrador oil & gas industry to a national and international audience. Networking and Events Noia provides members with a wide-ranging program of events aimed at introducing its members to key stakeholders in the industry. These events include its flagship event, Noia s annual conference, networking lunches, seminars and supplier development sessions. To deliver its membership programs and services effectively, Noia has established a strong network of volunteers and a highly-skilled staff team. As a not-for-profit organization, Noia is governed by a volunteer board of directors which provides strategic direction to the Association s professional staff. The Board s Chair, Vice-Chair, Past-Chair and Treasurer, together with the President and CEO, make up the Executive Committee. Committees are 2

3 convened regularly to organize larger events (such as seminars and the annual conference) and to provide specialized knowledge for research and policy development projects arising throughout the year. Objectives This document outlines requirements for services to support planning activity to allow the Team to identify and implement projects which would advance international trade, investment and partnering activity in the sector. This will include development of a strategy which will guide initiatives over the period. It will provide actions and interventions that address sector international business objectives through the Atlantic Trade and Investment Growth Strategy priority areas that provide the following outcomes: - Foster an Atlantic culture of growth by exporting through promotion to and identification of potential exporters (including; under-represented groups, key sector interlocutors or influencers). - Ensure Atlantic firms are prepared and have the training and skills to be globally successful (possible activities include research on certification requirements or pricing strategies; sector-specific export training/skills development activities; analysis of opportunities associated with trade agreements; and supplier development). - Help firms diversify and expand their international markets engagement activities (i.e., missions, accelerators; new models); identification of supply chain opportunities; market and competitive intelligence, etc.). The benefits of international business activity can be derived in a number of ways. Thus, the scope of activity will allow for initiatives which advance international business strategies which produce economic benefits in areas such as: - Export sales to international customers. - Technology development or adoption to enhance competitiveness. - International investment including foreign direct investment. - Global value chain participation including development of business relationships with international firms active in Atlantic Canada with supply chain partners. - Developing international partnerships to enhance knowledge, management capabilities and to access opportunities. Definition of Oil and Gas Sector For the purpose of providing a sectoral framework the following definition will used: The elements of the oil and gas sector to be served through the strategy includes small and medium Atlantic Canadian enterprises involved in the provision of supply, service and product offerings in support of commercial entities, research groups and industry support organizations. 3

4 This includes organizations focused on the following areas of activity: exploration, project development, production, refining, transport, storage, distribution and sale of products related to offshore or land based oil and gas developments. Mandatory Requirements and Assessment Criteria The consultant will play a critical role in collaborating and coordinating the development of the Team s multi-year International Business Development strategy. The contractor must work closely with Team and co-chairs through the duration and development of the project. Respondents must demonstrate significant knowledge of the Atlantic Canadian and international Oil and Gas sectors (including all sub-sectors). This includes knowledge of Atlantic Canadian companies, the global market context (trends, opportunities, export/trade challenges and barriers). They should also demonstrate their ability to deliver consulting services related to the development of a multi-year international business development strategy. The following must be included in proposal packages: 1. A company profile, including résumés and roles of all personnel who will be participating in the project. 2. A list of similar work projects undertaken in the past three years (3) and substantiate that the firm has gained experience through these projects. 3. Demonstrated knowledge of marketplace, sector, sub-sectors and international business challenges and opportunities facing Atlantic Canada. 4. References and/or testimonials for similar work completed. 5. Proposed project methodology, timelines and work plan schedule. 6. Detailed costs related to the above requested tasks and deliverables with detailed estimates of costs related to each phase/step. To select the most appropriate respondent the Team will apply the following assessment criteria and weightings: 1. Sector knowledge: (50 points) - Knowledge of Atlantic oil and gas sector. - Knowledge of the global oil and gas sector including understanding of trends, opportunities and challenges. - A strong network of sector contacts would be an asset. 4

5 2. International business knowledge: (25 points) - Understanding of the scope and elements of sectoral international business development strategies. - Experience and understanding of company level international business success factors. - Relevant experience in developing international business strategies and programs. 3. Approach and alignment: (25 points) - Ability to accommodate required timelines. - Proposed work plan and approach. - Proven ability to engage with sector clients and to work with a committee. - A list of people to be deployed on the project including a breakdown of time allocations for each. - A pricing proposal indicating all daily fees and expenses anticipated. All criteria reflect elements necessary for a successful engagement, and respondents must receive a minimum score of 50% of the points allocated for each assessment criteria presented. Proposed Activities This engagement will provide for sector analysis and program content development activities and will be completed by the end of This may include an initial meeting with the Team in early October. The consulting activity will include review and analysis of available information, consultation with sector commercial entities and other sector experts and provision of a recommended program of activities developed in close collaboration with the Team to cover activities for the next three years. The international business development strategy will be based on outreach to firms and industry development groups supported by secondary market research and past activity review. This will provide for an informed strategy driven by assessment of export opportunities and Atlantic company areas of capability and international interest. The planning process will consider two key phases designed to identify key priorities and to produce a roadmap for program activity: A. Sector Outreach and Analysis. Company consultation, needs analysis and market identification and evaluation will be completed as a basis for development and implementation of support initiatives. This is expected to include: 1. Sector Outreach and Analysis: - Secondary research and literature review. With the support of the Team, the consultant will compile a sector profile and a report on key findings from a review of relevant documents for planning and reference purposes. - Client input (surveys, workshops, focus groups, etc.). The Team will provide direction on 5

6 firms and key industry players to be invited to provide input. - Industry support group and agency consultations and interviews. 2. Analysis and Identification of Priority Areas: - Sub sectors by area of activity. - Key international business needs and interests based on firm level feedback. - Geographic markets of interest prioritized based on opportunity including attainability of successful outcomes for exporting and foreign direct investment objectives and fit with Atlantic capabilities and interests. - Program approach and models. - Suggested international business development activities. - Foreign market activities targeted at larger foreign companies which have or may secure large contracts within Atlantic Canada Deliverable: An interim report on key findings related to sub sector areas of capability, market opportunities and client objectives and needs. This will be contained in a sector profile and supporting documentation including: - Repository and list of documents and interviews. - Overview of the state of the sector. This should include sector details such as: size; composition (verticals/sub-sectors); key economic indicators, industry drivers and restraints. - Key international market opportunities for Atlantic Canada. - A sector profile focused on international opportunities indicating Atlantic firms grouped by key sub sectors. - Sector eco-system supports for internationalization (R&D, academia; associations, etc.) - Identification of detailed sector export objectives. The interim report will be provided by October 30, B. Objectives and Goal Setting: It is anticipated that the work conducted through sector outreach and analysis would be presented to the Team who would work with the consultant to establish the export objectives and goals, and confirm direction for development of the Implementation Plan. This will take place upon presentation of the interim report and will lead to establishment of following key parameters: 1. Select export objectives and goals based on capabilities, opportunities and challenges that provide the basis for program activities. 2. Select key sub sector groups and areas of competency. This could include mini-networks which align around areas of common opportunity. These groups can be aligned around areas of capability (company capabilities and capacity); supply and value chain participation/opportunity; industry 6

7 lifecycle characteristics; markets (geographical or sectoral) and associated growth potential; 3. Preliminary identification of a short list of target sub sector and geographic markets. Deliverable: By November 10, 2017, the consultant will prepare a report on objectives and goals based on feedback from the team. C. Implementation Plan: The research, analysis and goal setting process will provide the basis for a three year international development business strategy. To complete the planning process the following process will be utilized: 1. Development - In discussion with the Team, confirm the approach to completing the sector strategy. 2. Engagement/Validation - In discussion and collaboration with the Team identify the most efficient and effective mechanisms (ex. roundtables, workshops, one-on-ones, etc.) to engage industry to validate findings and direction of the strategy. While the draft strategy will be in development, components and notional direction of the strategy should be presented to industry participants for feedback. 3. Development of draft Export Strategy The first draft of the plan is expected to be presented and reviewed with the Sector Team. 4. Final IBD Strategy assembling/writing. The final outline will be discussed based on these findings and a preliminary outline is suggested below: 1. Executive Summary 2. Export Strategy Development a. The context b. Methodology 3. Atlantic Canadian Sector Profile Overview of the sector in Atlantic Canada including: a. size; composition (verticals/sub-sectors); b. key economic indicators, industry drivers and restraints: c. supports for internationalization (R&D, academia; associations, etc.) 4. Sector Analysis and Markets Opportunities Based on data, information and material included or identified in the sector profile 7

8 a. Sub sectoral clusters of capability (company capabilities/capacity); b. Supply and value chain participation/opportunity; industry lifecycle characteristics; c. Recommended geographic/sectoral markets and related issues; d. Develop export objectives. 5. Implementation and Action Plan a. Recap of Sector export and foreign direct investment objectives b. Targeted initiatives and activities recommended to support a staged approach to export development based on company requirements and interests. c. A recommended program of activities for a 2-3 year period related to: - Market preparation - Market entry - Market development and expansion - Collaborative promotion of the Atlantic region - Foreign direct investment collaboration initiatives d. Metrics and results (outcomes) e. Resource requirements f. Potential budget, including potential sources of funding, including from nongovernment sources (participation fees, partnerships, etc.) g. Determination of leads for work plan activities h. Implementation timelines/work plan timelines i. Implementation considerations j. Plan evaluation and adjustment framework Deliverable: A final report including the recommended IBD strategy including the program implementation approach along with a three year operational program with recommended key activities based on sector needs and support gaps. The strategy will identify preparatory and market entry and development opportunities to address the international business opportunities and challenges previously established. In addition, the report will relate activity to key ATIGA metrics and provide a review and evaluation process to allow for program adjustments. 8

9 Administration Given the funding allocated to complete this activity, the total costs to complete this activity should not exceed $67,000 as follows: Sector Export Plan Development $ 60,000 Travel 7,000 Total $ 67,000 Payment will be made upon the proponent submitting invoices with supporting documentation in a form satisfactory to Noia. The payment schedule is as follows: 25% upon signing of contract 50% upon submission of draft Multi-year International Business Development Strategy 25% holdback paid upon satisfactory completion of the project. Quotes are due on Wednesday September 6, 2017 at 11:59pm AST. It is anticipated that the consultant would begin work immediately upon approval to proceed. Noia reserves the right to NOT award a contract as a result of this solicitation. Please all quotations directly to the Team Co-Chairs as indicated below. Beverly Bishop Manager Member Services Newfoundland & Labrador Oil & Gas Industries Association Inc. Atlantic Place, 215 Water Street, Suite 602 P.O. Box 44 St. John's, NL A1C 6C bbishop@noia.ca Mike Howley Account Manager Atlantic Canada Opportunities Agency 10 Barter s Hill St. John s, NL A1C 5M mike.howley@canada.ca 9

Operational Plan Atlantic Canada Acadian Tourism Commission Commission du tourisme acadien du Canada Atlantique (CTACA)

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