RLG Portfolio

Every Day Matters.

We are please to present a collection of stories about us and our clients. We hope that you can help us continue to write and share stories about change, success and sustainability.

12 January, 2023 3.1569° N, 101.7123° E

Connecting the front line to the bottom line.

We deliver performance enhancing tools, processes and coaching to significantly and sustainably improve results in leaders, teams and organisations.

Welcome.

12 January, 2023 Kuala Lumpur, Malaysia

We are pleased that you made the time to join us for an evening of meaningful conversations and connection.

At RLG, we believe that “every day matters”. Small changes can have big impacts on a business’s success. We are dedicated to helping our clients improve and drive meaningful results through data-driven insights and innovative solutions – from the front-line to the bottom line.

Every day matters in a Turnaround, where daily shut down costs can be multiple millions of dollars. Every day matters when you are trying to build trust and safety within a high performing team. And today matters because we are privileged to have an opportunity to engage in a new market.

We hope to expand our network in Malaysia, foster new relationships, seek to understand some of the unique challenges you may be facing. Ultimately, we want to help catalyse long lasting change within your respective organisations, at the time it’s required. We are passionate about mentorship and are excited to develop talent here.

Thank you for your time this evening, and we hope you will find potential value in the subsequent portfolio of our stories and recent results.

Sincerely,

Jerry Weisenfelder President + CEO, RLG

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“I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential.”

-Brené Brown

Contents.

08 An introduction to RLG. We would like to briefly introduce ourselves and share a little bit of our story.

In it, you’ll discover who we are an what we do.

09 A generational megaproject impacting the GDP of a nation.

This story is about the successful implementation and handover of a Readiness framework. We achieved an impressive 95% progress on critical activities that were essential to the project’s success.

16 The pursuit of new technologies, new ways of working and better employee engagement.

We worked with our clients to design new processes, builnd new functional connectivities, and prototype new technologies.

We saw a 20% improvement in Meeting Effectiveness and a 200% increase in change Readiness.

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Executing a Turnaround 54% faster than ever before. The first topquartile project for our client. Ever.

After helping our client surpass their own expectations - we discovered opportunities that exceed USD$500 MM over the next decade.

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23 A facility Turnaround for the first time.

We captured ~USD$2.8 MM in production value while establishing new standards in environmental responsibility.

34 38 Saving USD$20 MM/year

by Improving execution efficiency by 10% over 4 years We identified and prioritised planning-centric activities to help our client move towards their ambitious goal and define how to embed an automated planning tool.

A little bit more about us.

We would like to share more about where we have worked (geographically) and some of the companies we have worked with.

An introduction to RLG. RLG is a global management consulting firm that has been in business for over 40 years. We help our clients improve their performance and achieve bottomline results by implementing measurable improvement projects on site.

We work closely with our clients to develop and empower their teams and act as a catalyst for sustainable, positive change.

Our tenets of project implementation are focused on six outcomes: • • • • • •

measurable results, effective systems, leadership development, empowered, passionate individuals, a front line that is connected to the bottom line, and sustainability.

We are global implementation experts that can support and sustain performance improvement in a rapidly changing world.

Industries Served We often say that we are industry and tool agnostic ─ that we are experts in people and behaviors.

Our clients value change partners.

They often have complex processes with multiple work fronts - and multiple stakeholders.

Our clients embrace a dynamic and evolving working environment and strive to develop their teams to achieve long lasting gains in performance.

Aerospace

Oil + Gas

Energy

Petrochemical

Forestry Products

Manufacturing

Shipbuilding

Mining

Pipelines

Connecting the front line to the bottom line.

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“They say a champion is not made when he wins races. It’s the seconds, minutes, weeks, and months when he prepares that matter.”

-Eliud Kipchoge World Record Holder, Marathon

A generational megaproject impacting the GDP of a nation.

“The Readiness program for this project is emerging as an industry best practice.”

-Middle East Engineering Leader, Marsh Insurance

In 2018, a Middle Eastern refinery took on an ambitious megaproject that would not only be the biggest change in their 90-year history, but also have a significant impact on the development and GDP growth of a country.

This multi-year, multi-billion-dollar megaproject involved both greenfield and brownfield development and aimed to increase the throughput of a refinery, double its profitability, and reduce its 10 11

environmental impact. It took our clients nearly a century to reach a certain size, and their plan was to double in just 4 years.

Our assessment of the client’s Readiness and the subsequent implementation of systems, frameworks, and metrics were crucial to the success of the project. In fact, adherence to the Readiness program became just as impactful as recordable safety and environmental metrics.

Our Commitment Initially budgeted at approximately USD$7 billion and expected to take 50 months to complete, this megaproject faced numerous challenges due to its size and complexity.

Adding to these challenges, an EPC (Engineering, Procurement, and Construction) joint venture was formed between three different companies, with the engineering work being split among their three home countries and coordinated from a fourth – the project site. This further complicated project interfaces and communication effectiveness.

Our initial assessment revealed that outside of those familiar with the concepts of Readiness (Operations and Maintenance), the rest of the business was neither aware nor prepared for the execution of the project.

Knowledge of the project itself was near zero outside of the core project team. As a result, one of the emerging challenges was a lack of a formal communication plan and an effective Operating Rhythm, leading to a lack of understanding about the new project and its impact on the country.

Figure 01: our Readiness assessment scores the state of Readiness for any organisation. Our initial review positioned our client with low Awareness and low Preparedness for the megaproject.

As world class implementation consultants, we understand change. We were engaged to: • • • • • •

Design and implement a comprehensive, enterprise-wide Readiness program.

Partner with the client to navigate the complexities of change in megaprojects and ensure that the organisation is ready.

Coordinate external and public relations, communicating the social and environmental impacts of the megaproject.

Foster high-performing teams and increase employee engagement.

Mentor and coach young, local talent to embed skills and competencies within the organisation.

Achieve objectives within 24 months and successfully hand over the readiness program to the client.

The Legacy: High Performing Teams + Sustainability We went from a place of limited stakeholder engagement and communication and no formalised Readiness governance to a program that was recognised as an industry best practice by external auditors and insurers. In fact, our client’s insurer reduced their recurring insurance premium, deeming their facility of lower risk compared to their peers because of this program.

Image 01: We established a system of 21 designated Readiness leaders (each representing a critical function within the organisation) who oversee over 1250 unique enterprise-wide activities. Our leaders reported on progress every 6-weeks in a forum that enabled cross-functional collaboration and accountability.

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“A clever person solves a problem.

A wise person avoids it.”

-Albert Einstein

Figure 02: we conducted periodic ‘pulse-checks’ within our assessment criteria. At our departure, we saw significant improvement in both Awareness and Preparedness for this multi-billion dollar project.

Awareness of the program and the frameworks that sustain effective communication, stakeholder engagement, and planning increased by 4x. Meanwhile, preparedness for the construction and operation of a modernised facility increased by 3x. This metric includes things like the development and execution of training, quality control, and systems completion protocols.

We conducted over 70 scoping sessions in the first six months of our presence. We established a system of 21 designated Readiness leaders (each representing a critical function within the organisation) who oversee over 1250 unique enterprise-wide activities.

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Our Readiness ecosystem is designed to help our client achieve their full potential.

Our core tenets of Readiness are: • • • •

Broadly engaging all areas of your enterprise Program governance Coordination and communication Visibility of metrics

We visualised key metrics and provided a comprehensive Readiness score to help track progress and identify areas for improvement. Our intentional governance structure ensured that every team in the organisation was held accountable and that all efforts are aligned towards a common goal.

The momentum generated by our Readiness program has led to increased collaboration and accountability throughout the organisation, and we are confident that it will continue to drive positive change in the future.

In just 18 months, we designed, implemented, and successfully handed over a comprehensive Readiness program for a major megaproject. By the time we left, we had achieved an impressive 95% progress on over 1250 critical activities that are essential for ensuring the project’s success.

planned versus actual progress 100

COMPLETION (%)

43.4% PLANNED PROGRESS 39.2% ACTUAL PROGRESS

00 January 2018

TIME

March 2020

Figure 03: a diagram of Readiness Categories visualised by size of scope (or number of activities within each respective category); and measurement of progress over our 18 month implementation.

“They were instrumental in getting our Readiness Programme (across the entire refinery) off the ground and embedded. It’s still in play long after their gone, and it’s been recognized as best in class.”

-Deputy Project Director

The pursuit of new technologies, new ways of working and better employee engagement.

RLG partnered with an Operations Support and Optimisation group within an international Oil & Gas company to assist them with standing up a new group after a difficult reorganisation. The client quickly needed new processes mapped, work-flows designed, new functional connectivities, a communication cadence, and prototyping of new technologies and new ways of working.

Our engagement was an intentional and hyper-focused 12-week change management program. The results of this joint effort are: • •

• • •

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A new support and optimisation group spanning 6 functional teams and over 170 people.

35 new work processes that govern the integration of the 5-year strategic plan with the dayto-day operations, implementation of data analytics and automation tools, engineering resources, and maintenance.

More than 430 cumulative hours of coaching.

20% improvement in Meeting Effectiveness.

200%+ improvement in Readiness

“This was the best consulting experience I have ever had.”

-Business Unit Vice President, Operations

Our Commitment As change management experts we were engaged to help build the foundations and structures for a new working group.

It was paramount to establish sustainable and efficient ways of operating for this organisation.

One of the challenges we faced was a lack of a formal communication plan and an effective Operating Rhythm, leading to an unclear and disjointed understanding of the new team and its role. Our goal was to address these issues and create a cohesive and effective system for ongoing success.

Change is hard, and there is a tendency to revert to the status quo. In fact, 70% of change programs fail. Without clear accountability and direction, there is a significant risk of project failure.

To shift an organisational performance culture successfully and sustainably, a framework is required. We call our change management framework SUPER.

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Throughout our engagement, we focused on the following objectives: • •

•

Coaching leaders in the design and implementation of core work processes.

Ensure that accountability is embedded within all new processes, from management to the front-line.

Assess, design, and facilitate engagement (meeting) cadence and terms to foster strong decisionmaking.

•

Train key stakeholders in the development of high performing teams, design thinking, process design and improvement, and workshop facilitation.

To succeed, the formula is simple but not easy. Change requires discipline throughout an entire organisation. RLG is a partner and catalyst throughout the entirety of the change journey. We work with you to create high-performing teams and embed sustainable change within your organisation.

Selected Results + Findings We catalysed a change over 12-weeks and enabled the new support team to own and evolve their processes.

Throughout the engagement, we observed the following leading indicators and improvements: 1. Meeting Effectiveness. Behaviors in “scheduled time” within and between functional groups improved over the 12-week implementation. Meeting Impact scores rose by 14% and Accountability within the teams improved by 12%.

Upon returning 6 months later, not only were these improvements sustained but they had spread to other groups within the organisation.

Area Governance

Psychological Safety

Meeting Effectiveness

Item

Baseline

Week 12

Δ

0

27

-

Structure

68%

74%

+6%

Conflict

70%

85%

+15%

Communication + Connection

69%

81%

+12%

Failure

63%

73%

+10%

Learning and Diversity of Thought

65%

79%

+14%

Meeting Impact

65%

79%

+14%

Conversation Quality

61%

73%

+12%

Accountability

48%

60%

+12%

Action Item Quality

56%

68%

+12%

Session Quality

76%

82%

+6%

Client Openness

83%

87%

+4%

Weekly Hours

19

38

+100%

Coaching Relationships

0

26

-

Term of Reference Designed

Coaching

Table 01: Governance and Coaching Scores <Week 00 to Week 12>

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2. Value of time. We translated the recurring meetings within the new organisation’s calendar into the abstract diagrams below.

Asset 01 Meeting Density

Asset 02 Meeting Density

For each asset’s busiest week, each ‘bubble’ represents a specific meeting, with the diameter reflecting the duration. Each subsequent block, moving from left to right, represents the days of the week from Monday to Friday, and the subtle horizontal split representing morning and afternoon. Lastly, the coloration within each day’s block represents the relative intensity (meeting time commitment), with the most saturated being most intense and the least saturated being least intense.

The conclusion was that little time is available for focused work. In fact, when calculating observed meta-data within our engagement scoring tool, we discovered that the over-subscription to meetings and initial behaviors surrounding start- and end times equates to 3.2 full time employees (or +/- USD$1.5MM) 3. Our clients became ready for change. Readiness is our overarching framework that ensures all functions of a business are ready for safe and efficient integration and operation of assets, products, or new streams of revenue. Our clients improved by over 200% in 12-weeks.

Outcomes + Sustainability Our brief but impactful engagement with this organisation allowed us to drive significant change and embed a culture of High Performance Teaming and Psychological Safety. By introducing new ways of working through Design Thinking and Prototyping, we were able to help build a functional organisation that was equipped with the skills and confidence to sustain itself and its processes. The results were truly transformative, with a lasting impact on the organisation’s efficiency and effectiveness.

“A man who dares to waste one hour of time has not discovered the value of life.”

-Charles Robert Darwin

A facility Turnaround - for the first time.

“We’d never done this type of project before, and it was absolutely crucial for us to get back online on time and keep our promises to our customers. We couldn’t have done it without RLG.” -Turnaround Project Director

The first and only liquefied natural gas (LNG) import terminal in the Netherlands has been operational since 2011. It supplies approximately one third of the nation’s gas consumption, and serves as an access gateway, receiving LNG from global suppliers, storing, re-gasifying, and finally delivering it to distribution networks throughout Northwest Europe.

After 10 years in operation, our client needed to perform repairs which required a complete shutdown of the terminal. Not only was it the first turnaround for the facility, but the specialised technology and unique environmental focus made it an industry-first effort.

“Turnaround projects within the LNG terminals industry are not a common practice” Challenges + Objectives There were three main areas of complication for this effort: 1. Four distinct projects were to be executed during the turnaround, 2. Contractual obligations forced them to adhere to a very tight schedule, and 3. Facility shutdown and startup is by necessity a long, complicated process.

Our clients’ team had never completed an event of this type. RLG engaged to increase the likelihood of a safe and predictable execution of a major turnaround within an imposed execution duration window.

“We were left with one week to complete the improvements. So you can imagine, planning in detail became a key element of our success.”

Our objectives were: • • • • • •

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Assessing the challenges against industry best practices Planning: Future casting and risk mitigation exercises for pandemic related barriers to personnel, preparation work and project execution.

Collaboration: Alignment amongst project stakeholders despite unexpected remote working constraints.

Optimisation: Extraction of opportunities to reduce schedule duration and enhance potential savings Safety + Execution: The safe and predictable execution of the event, within cost and optimised schedule targets Implementation of a new environmental standard

“We developed a groundbreaking new approach to minimise emissions [...] during our shutdown. Achieving that was very important to our company. It was more effective than we’d expected, and we were very proud.”

Our Results Our planning and optimisation efforts identified 7 days of potential duration savings leading up to the start of the Turnaround.

With outstanding focus, collaboration, and optimisation by the team, we delivered a full 8 days of production value (from the original plan) to our client. We reduced the overall schedule by 24%. This equates to USD$2.8 million in additional production value.

Figure 04: we work closely with your team to optimise your schedule. Our primary objective is a safe and predictable event. However, often we find opportunities for savings in duration. With this client, it was a 24% reduction in the planned schedule.

Not only was this a major milestone for our client, but it was also a ground-breaking achievement within the industry. Throughout the engagement, we were able to significantly improve the Readiness for execution of the event. We improved by 13%.

We collectively delivered 8 days of additional production value, helped our client maintain the trust of its customers and did so with zero safety or pandemic related incidents.

We are proud to have played a crucial role in the success of our client’s first Turnaround.

Executing a Turnaround 54% faster than ever before. The first top-quartile project for our client. Ever.

A Middle Eastern refinery set themselves an ambitious target of conducting a top quartile turnaround and enlisted RLG experts to help them achieve a mechanical window improvement from the original plan of 39 days to a target of 18 days, This was a 54% improvement from their previous best, and of course needed to be done while maintaining predictability, control, and exemplary safety and environmental records.

During the planning phase, the collective team engaged in over 100 hours of schedule optimisation activities to improve execution predictability. During execution, we conducted over 150 workshops, meetings, and 1:1 coaching sessions to improve decision-making and team performance. These efforts contributed to a successful completion of all scoped work during the 18 day target window.

By demonstrating this level of performance is possible, the client has unlocked over USD$500 million in possible savings over the next ten years.

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Our Commitment We were engaged to increase the likelihood of the safe execution of a major Turnaround within a planned execution duration window.

We accomplished this through our Turnaround Excellence program, or TARx. Throughout our engagement, we focused on two specific areas of the Turnaround: planning and execution.

Our objectives were: • • • •

Planning: Integration of critical and near critical path schedules Collaboration: Alignment amongst project stakeholders Optimisation: Extraction of opportunities to reduce schedule duration and enhance potential savings Safety + Execution: The safe and predictable execution of the event, within cost and schedule targets

Our Results (Planning Phase) We worked both remotely and in-person with our client to refine hundreds of schedule line items, ensuring consistency and clarity across multiple scopes of complex work. As we moved closer to the Turnaround execution we found numerous opportunities for • • •

duration reduction, risk mitigation approaches, and improvements in schedule-build-quality.

The cumulative impact of the Planning Optimisation workshops was a reduction of 3.4 days from the mechanical window duration in the schedule. This was an immediate potential savings of USD $6.8MM before the Turnaround had even started!

Inevitably, the team dynamics improved over the course of the Turnaround due to the collaborative nature of the optimisation tools. This is a positive consequence of bringing people together to plan and align.

Engagement Summary

70+

07

06

200+

Employees + Contractors Engaged

Readiness Reviews

Schedule Quality Reviews (SQR)

Schedule Refinements

3.4 days removed from planned schedule (P50)

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Reviewing and challenging the quality of the schedule’s yields stakeholder and partnership alignment across the various scopes studied. We worked how to properly challenge not just what to challenge, which builds lasting team chemistry and long-term capability.

The commitment and participation of contracting partners, scope leaders and all Subject Matter Experts (SMEs) was exemplary, and fundamental to our objectives. These include: • • •

Detail and granularity within the schedule to ensure clear scopes of work and accurate progress reporting during Execution.

Resources and equipment loading to mitigate simultaneous operations issues, constraints, and clashing work during Execution.

Clear and concise work descriptions of Schedule Activities to promote stakeholder alignment and clarity.

Examples of designed solutions from this phase of our engagement are: • • •

Shifting the execution of specific scopes of work to before the Turnaround – saving valuable time and spatial conflicts during the actual event.

Increasing the size of some teams and adopting new tools that enabled some work to be completed more efficiently and safer.

Sequencing and preparing for completion and quality inspections to limit ‘downtime’

Our Tools + Technology Each workshop and optimisation session produce improvement opportunities, which we utilise to measure the schedule improvement over time.

The histogram below shows the evolution between the first and last Potential Deviation Analysis sessions. The probabilistic schedules are generated from our bespoke Monte Carlo modeling tool.

Simulation Histogram (1000 Run Monte Carlo)

Pre-Optimization Post-Optimization

Post-Optimisation simulations are showing more frequency “to the left” - this means that our event was potentially becoming more predictable, and shorter in duration.

Our simulations allowed us to focus on the right work – enabling decisions to be made (on execution team size, purchasing new tools, adopting new workflows, etc.) in the right areas. We could collectively direct risk mitigation and optimisation efforts to the appropriate scope(s) of work.

We identified the specific schedule activities that posed the greatest risks to the timeline through collaborative workshops and simulations. The diagram below is an example of data that helped the Turnaround team make decisions to mitigate risks on the most impactful work in the plan.

Figure 05: the diagram above represents a series of simulations that predict the duration of work associated with a specific scope. One can see that the outlying points from days 42-47 are driven by a single scope. This allowed us to direct our mitigation focus where there was the most risk to manage.

Cumulative Distribution Function

PRE-SQR (P50 = 41.2 days) POST-SQR (P50 = 39.2 days) POST-BTO (P50 = 37.8 days)

Probability (%)

EXECUTION (P50 = 33.8 days)

ACTUAL: P20 in 32.1 DAYS

Days

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Our Results (Execution Phase) Prior to the execution phase of the engagement, we had boldly promised a schedule improvement between 1 and 4 days. The actual improvement was 5.7 days.

Throughout our engagement we coached Turnaround leaders on our ‘best-practice’ behaviors, frameworks, and analyses.

EXECUTION OPTIMISATION SUMMARY

1st

179

117

5.7

Top Quartile Turnaround

Engagement Sessions

Real-Time Lessons Learned

Day Schedule Improvement

Data-Driven Prioritisation: To expedite decision-making and reinforce focus – we put the most relevant information at the forefront. In this case, it was on the walls, and within a ‘project room’. The data included schematics, critical and near-critical path schedules, and essential actions for the day.

High Quality Communication: Communication between shifts was paramount for this project, so we developed language for highest priority jobs: “5 Star”. This messaging led to more clearly defined priorities, and appropriate allocation of resources between critical and noncritical path scopes.

Decision-Making Frameworks / Risk Mitigation Analysis: Throughout this event, different areas of concern surfaced. These often-challenged safety guidelines, planned durations of work, or simultaneous operations.

No matter the challenge, we visualised the scope and prioritised activities and associated resources. We developed messaging that was clear, concise, and appropriately visualised to support decision-making with the right information at the right time.

Meeting Effectiveness: Meetings are where team culture come to life. We coached our clients to deliver high impact meetings with clear purpose. Turnaround execution meetings saw increased impact and conversation quality over the course our engagement. We spent considerable effort driving appreciative enquiry: sharing recognition genuinely where it is due, to foster similar behaviors moving forward.

Overall performance and a future opportunity.

Historically, this result was unheard of for this client. The primary contractor had never performed this well. Further to that, the impacts of a global pandemic were still adversely affecting the supply chain. This first ever top-quartile performance was a signal to our client that better is possible!

The additional production value generated by achieving a top quartile result is USD $42MM. Imagine always performing at this rate?

This is a challenge we have recently made to our client. The production opportunity of performing at the top quartile versus second quartile is in the order of USD$40MM per Turnaround. Over the next decade, the potential savings across their entire portfolio extrapolates to somewhere in the order of half a billion dollars.

Someone needs to be a first quartile performer: why not them?

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If you don’t have time to do it right, when will you have time to do it over?”

-Legendary NCAA Coach John Wooden, UCLA Men’s Basketball

Saving $20MM USD/year by improving execution efficiency by 10% over 4 years.

Our client has set a target of improving execution efficiency by 10% over the next 4 years, the value of which is estimated at USD$20 MM. Improved planning has been identified as one key enabler to increase execution efficiency.

80+ 05

We were engaged to assess the current state of planning processes and interfaces, governance structures, communication patterns, and decision-making processes.

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key insights

prioritised opportunities

themes that translate to our Systematic + In-Control model: plans + processes roles + responsibilities people + equipment reporting + accountability governance

13 opportunities were classified as enabling 21 were classified as in our control and actionable

139

21:13

cumulative engagements (interviews, meetings, coaching sessions, workshops)

Our objectives were clear: •

•

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Engage key stakeholders and leverage their perspectives to gain an understanding of the existing organisational landscape.

Identify and prioritise opportunities that will capture desired efficiencies and performance improvements.

• •

Foster high-performing teams and increase employee engagement.

Mentor and coach leaders to catalyse the change in governance structure, development of visible performance metrics, and effective communication

This was an engagement that was specifically focused on planning and planning processes within the Maintenance space of an international Oil + Gas company. Within four weeks, we established a baseline for behavioral mechanics and dynamics, and identified prioritised actions that would help our clients move towards their efficiency targets.

Culture is not what you say you’re going to do, but what you consistently do.

It can be observed in the language you use, your one-on-one interactions, your meetings, and the quality of your work.

Legend Plans + Processes Roles + Responsibilities People + Equipment Reporting + Accountability

Figure 06: Heat Map diagram representing the “density” of opportunities by theme

One thing that differentiates RLG is our ability to quantify qualitative behaviours. This is a tool that helps us coach, provide deeper insights and focus on the right areas within any given implementation.

In this case, our client performed 20% better than our benchmark in certain meeting mechanics categories. They also scored higher than average in elements of Psychological Safety. However, 80% of stakeholders interviewed stated that visible metrics are unclear or non-existent. This was validated by our extensive document and process review, and workshops where we asked attendees: “If you were in charge, where would you focus and what would you change?”

Legend Highest Impact Opportunities Quick Win Opportunities Enabling Opportunities

Figure 07: Opportunity (Ease versus Impact) Matrix _ Workshop 002

Legend Plans + Processes Roles + Responsibilities People + Equipment Reporting + Accountability Governance

Figure 08: Diagram representing our prioritised opportunities categorised by theme and position along the planning time horizon (output from Workshop 002)

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Stability within the organisation is critical to creating high performing teams. The desired behaviors and processes must be embedded, sustained and reinforced as ‘the way we work’.

Leadership has crucial roles in setting targets, communicating (and over-communicating) expectations, and cultivating the discipline around desired processes and behaviors.

Foundational elements to High Performing Teams and Systemic + In-Control Processes are behavioral. By changing behaviors by opportunity, we can iteratively inch closer to our execution efficiency improvement target of 10%.

A little bit more about us.

Our Approach + Expertise What differentiates us is our embedded approach to change: we join you on-site throughout the journey, bridging the gap between expectations and execution.

Our interdisciplinary team of experienced implementation experts are embedded within your organisation and work closely with you and your teams to develop and sustainably implement a tailored program that will help you achieve your organisational strategic objectives.

We use proprietary tools and approaches like: • • •

Operating RhythmTM to build fit-for-purpose communication structure and cadence, increasing the alignment and understand of key performance drivers, and ultimately transforming your workforce into a engaged team.

Quantifying Qualitative Behaviors to track and trend elements of communication dynamics, High-Performing Teams, and Meeting Effectiveness Turnaround Excellence (TARx) framework to optimise schedule and increase the predictability and likelihood of safer execution within major events.

Industry Partners

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Where we work

Problems we solve

We are headquartered in Vancouver, Canada but have offices in Houston, USA and London, England. We service the globe and have operations in 10 countries.

We are dedicated to helping our clients improve and drive meaningful results through data-driven insights and innovative solutions – from the frontline to the bottom line.

We are a trusted partner to many organisations. While every client and challenge is unique, our toolkit is filled with proven tools to address common and uncommon challenges.

Our people are worldclass implementation

consultants that become deeply embedded within your organisation and help you navigate the complexities of: • Turnarounds + Schedule Optimisation • Change Management • Culture Change • Integration of new technologies and ways of working • Capital Projects • Readiness • Maintenance + Reliability

Thank you.

If you’ve made it this far, perhaps it means you and your team are embarking on some sort of change journey. If that’s the case: congratulations.

Attempting change takes courage. Most teams do not try. And of those that do, most, sadly, fail.

Change is, by definition, hard.

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

-Theodore Roosevelt

Looking forward to connecting again soon.

Andrew Zakaluzny Managing Partner, RLG

Contact Us. 550 – 925 West Georgia Street Vancouver, British Columbia Canada V6C 3L2 www.rlginternational.com Tel: +1.604.669.7178 Toll Free: +1.877.669.7178

Connecting the front line to the bottom line.