Developing an Operational Model for a Large-Scale Energy Project
Background
A European renewable energy developer partnered with a South African infrastructure firm to construct a renewable energy facility. Despite both companies’ strong technical expertise, differences in governance structures, decision-making processes, and risk management protocols caused delays in project execution.
Challenges
- Conflicting governance models between the multinational firm and local contractors.
- Delays in decision-making due to misalignment on authority levels and approval processes.
- Inefficiencies in project execution resulting from a lack of standardised workflows.
Breaking Ground Solution
- Designed a Unified Governance Model, integrating international best practices with South African regulatory requirements.
- Implemented a Decision-Making Framework, clearly outlining approval hierarchies, escalation protocols, and inter-partner coordination.
- Conducted Partner Alignment Workshops, fostering mutual understanding and collaboration between local and international teams.
Outcome
- Project approvals accelerated by 30%, reducing construction delays.
- Increased efficiency in project coordination, minimising miscommunication and redundant processes.
- Established a governance template applicable to future multinational projects in South Africa.