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-----BEGIN PRIVACY-ENHANCED MESSAGE-----Proc-Type: 2001,MIC-CLEAROriginator-Name: webmaster@www.sec.govOriginator-Key-Asymmetric: MFgwCgYEVQgBAQICAf8DSgAwRwJAW2sNKK9AVtBzYZmr6aGjlWyK3XmZv3dTINen TWSM7vrzLADbmYQaionwg5sDW3P6oaM5D3tdezXMm7z1T+B+twIDAQABMIC-Info: RSA-MD5,RSA, CjmRml9hklASvy32etNxfttmWg6Wz24lFq07RLjUP1mW50l7DjiDpRyxYMeL61u+ We0PltXFG1V3XQYUjF4kZg==
0000950123-09-029857.txt : 200908050000950123-09-029857.hdr.sgml : 2009080520090805060150ACCESSION NUMBER:0000950123-09-029857CONFORMED SUBMISSION TYPE:8-KPUBLIC DOCUMENT COUNT:20CONFORMED PERIOD OF REPORT:20090805ITEM INFORMATION:Regulation FD DisclosureITEM INFORMATION:Financial Statements and ExhibitsFILED AS OF DATE:20090805DATE AS OF CHANGE:20090805
FILER:
COMPANY DATA:COMPANY CONFORMED NAME:Allis Chalmers Energy Inc.CENTRAL INDEX KEY:0000003982STANDARD INDUSTRIAL CLASSIFICATION:OIL, GAS FIELD SERVICES, NBC [1389]IRS NUMBER:390126090STATE OF INCORPORATION:DEFISCAL YEAR END:1231
FILING VALUES:FORM TYPE:8-KSEC ACT:1934 ActSEC FILE NUMBER:001-02199FILM NUMBER:09985510
BUSINESS ADDRESS:STREET 1:5075 WESTHEIMERSTREET 2:SUITE 890CITY:HOUSTONSTATE:TXZIP:77056BUSINESS PHONE:713-369-0550
MAIL ADDRESS:STREET 1:5075 WESTHEIMERSTREET 2:SUITE 890CITY:HOUSTONSTATE:TXZIP:77056
FORMER COMPANY:FORMER CONFORMED NAME:ALLIS CHALMERS CORPDATE OF NAME CHANGE:19920703
FORMER COMPANY:FORMER CONFORMED NAME:ALLIS CHALMERS MANUFACTURING CODATE OF NAME CHANGE:19710614
8-K1c88802e8vk.htmFORM 8-K
Form 8-K
UNITED STATES
SECURITIES ANDEXCHANGE COMMISSION
Washington, D.C. 20549
FORM 8-K
CURRENT REPORT
Pursuant toSection 13 or 15(d) of the Securities Exchange Act of
1934
Date of Report (Date of earliestevent reported): August 5, 2009
ALLIS-CHALMERS ENERGYINC.
(Exact name of registrant
asspecified in its charter)
Delaware 001-02199 39-0126090 (State or other Jurisdiction of Incorporation) (Commission File Number) (IRS Employer Identification No.)
5075 Westheimer
Suite890
Houston, Texas
77056 (Address of Principal
Executive Offices) (Zip Code)
Registrants telephone number,including area code: (713) 369-0550
(Former name or former address if changed since last report.)
Check the appropriate box below if theForm 8-K filing is intended to simultaneously satisfy the filing obligation ofthe registrant under any of the following provisions:
o Writtencommunications pursuant to Rule 425 under the
Securities Act (17 CFR230.425)
o Soliciting material pursuantto Rule 14a-12 under the Exchange Act
(17 CFR 240.14a-12)
o Pre-commencement communications pursuant to Rule14d-2(b) under
the Exchange Act (17 CFR 240.14d-2(b))
o Pre-commencement communications pursuant to Rule13e-4(c) under
the Exchange Act (17 CFR 240.13e-4(c))
1
Item7.01 RegulationFDDisclosure.
On August5,2009, Allis-Chalmers Energy Inc. (the Company) made available itsfive-year strategic plan. The Company believes this presentation is useful toinvestors in that it provides general insight to the Companys strategicgoals. A copy of the presentation is attached hereto as Exhibit99.1.
In accordance withGeneral Instruction B.2 of Form 8-K, the information set forth in thisItem7.01 and in the exhibit referenced in this Item7.01 shall bedeemed to be furnished and not be deemed filed forpurposes of the Securities Exchange Act of 1934, as amended.
Item9.01. Financial Statementsand Exhibits.
d) Exhibits
Exhibit
Number Description
99.1
Allis-Chalmers Energy Inc. Five-Year StrategicPlan, dated August4, 2009.
SIGNATURES
Pursuant to therequirements of the Securities Exchange Act of 1934, the registrant has dulycaused this report to be signed on its behalf by the undersigned hereunto dulyauthorized.
ALLIS-CHALMERS ENERGY INC.
Date: August4, 2009 By: /s/ Victor M. Perez
Name: Victor M. Perez
Title: Chief Financial Officer
2
EXHIBIT INDEX
Exhibit
Number Description
99.1
Allis-Chalmers Energy Inc. Five-Year StrategicPlan, dated August4, 2009.
3
EX-99.12c88802exv99w1.htmEXHIBIT 99.1
Exhibit 99.1
Exhibit 99.1
www.lrpartners.com
Allis-Chalmers Energy Inc.
Five-Year Strategic Plan
August 4, 2009
Forward-Looking Statements
This strategic plan does not constitute an offer to sell or a solicitation of an offer to buy anysecurities of Allis-Chalmers Energy Inc. (herein referred to as "the Company", "Allis-Chalmers" and by its stock exchange ticker, "ALY"). This strategic plan contains forward-looking statements, including, in particular, statements about ALY's future business, financialcondition, plans, strategies, prospects and earnings outlook. Words such as expects,anticipates, intends, plans, believes, seeks, estimates and similar expressions are intended toidentify forward-looking statements, but are not the exclusive means of identifying forward-looking statements. Statements, both qualitative and quantitative, that are not historicalfacts may be forward-looking statements. These statements are based on the Company'scurrent assumptions, expectations and projections about future events based on facts knownto the Company and are subject to a wide range of business risks. The Company encouragesinvestors to review the information regarding the risks inherent to Allis-Chalmers and theenergy industry in which it operates, as described in its Form 10-K for the year endedDecember 31, 2008, and in subsequent filings with the SEC. This strategic plan does notpurport to be all-inclusive or to contain all of the information that a reader may desire as tothe structure or the affairs of the Company. The Company can give no assurance that theseforward-looking statements will prove to be correct or that financial or market forecasts,savings or other benefits anticipated in the forward-looking statements will be achieved.Forward-looking statements are not guarantees of future performance and actual results maydiffer materially from those projected. The information contained in this strategic plan is onlycurrent as of its date, and the Company undertakes no obligation to update this strategic planunless otherwise required by law.
Supplemental Disclosure Regarding Non-GAAPFinancial Information
This strategic plan makes references to EBITDA. EBITDA represents net income (loss)before income taxes, interest and depreciation and amortization. EBITDA is not apresentation made in accordance with generally accepted accounting principles ("GAAP")and is not a measure of financial condition or profitability. EBITDA should not be consideredin isolation or as a substitute for "net income (loss)", the most directly comparable GAAPfinancial measure, or as an indicator of operating performance.
By presenting EBITDA, Allis-Chalmers intends to provide investors with a betterunderstanding of its core operating results to measure past performance as well asprospects for the future. Allis-Chalmers evaluates operating performance based on severalmeasures, including EBITDA, as Allis-Chalmers believes it is an important measure of theoperational strength of its business.
EBITDA may not be comparable to similarly titled measures used by other companies.EBITDA is not necessarily a measure of Allis-Chalmers' ability to fund its cash needs, as itexcludes certain financial information when compared to "net income (loss)". Users of thisfinancial information should consider the types of events and transactions which areexcluded.
Allis-Chalmers Energy Inc.
Theme/Goals
Profitable Growth for 2009-2013
Differentiate through people, processes and technology
Compete on quality/HSE and value-add/performance not price
Institutionalize quality, efficiency and profitability across all levels of the organization
Revenue management, cost management and liquidity management
Revenue Management
Refine centralized sales/account management system
Sell on technicalperformance and valueproposition for the customer
Sell up contracts by addingon additional services
Provide integrated servicesfor higher utilization andprofit margin
Cost Management
Reduce fixed costs/Increase variable costs
Achieve scale in alloperating areas/ no symboliclocations or operations
Effectively integrate allprior and future acquisitions
Minimize layers ofmanagement
Liquidity Management
Manage working capital
Maintain continuouslyupdated forecasts to guidecapital planning and decisionmaking
Evaluate, prioritize and plancapital expenditures
Effectively utilize potentialfunding sources
Allis-Chalmers Energy Inc.
Vision
Make Allis-Chalmers a Global Oilfield Services Company with:
at least 75% of its activities coming from outside North America in 2013
a minimum revenue of $300MM from North America
Grow twice as fast as the market
Grow profitability twice as fast as revenue
Break $1 billion barrier for revenue in 2013
Achieve a monthly revenue > $100M in or before December 2013
Generate an EBITDA margin > 30% in 2013
Allis-Chalmers Energy Inc.
Targeted Revenue Distribution for 2013
NorthAmerica
25%
LatinAmerica
45%
EasternHemisphere
30%
North Africa
10%
Gulf of Guinea
5%
Asia Pacific
5%
Middle East
10%
Southern Cone
20%
Brazil
10%
North LatinAmerica
5%
Mexico
10%
Allis-Chalmers Energy Inc.
Strategy
Growth with a purpose: Make money and generate free cash flow
Quality of the "top line" to secure a strong "bottom line"
Real-time monitoring of pricing indicators
Process to scrutinize every "new contract" before committing to it
Challenge the underperforming contracts
Exit non-profitable businesses
Build critical mass: no areas of symbolic presence
Allis-Chalmers Energy Inc.
Strategy (Cont.)
Organic Growth Goals
Geographical Expansion
Strong focus on investment in international business development
Reduce dependence on the U.S., while maintaining U.S. market share
Transfer all idle equipment in the U.S. to grow overseas
OFS/Rental to represent >30% of Latin America revenue by 2013
Service Line Expansion/New Services Introduction to Climb Value Chain
Each division of OFS to introduce at least two value added services ("VAS") by 2011
E.g. Rotary Steerable System/LWD and Geosteering for Directional DrillingServices
Non-organic Growth Goals
Minimum of one acquisition in MENA region to establish presence by 2009-2010
Acquire/license technologies to complement the offering and strengthen pricing
Reach target revenue split for 2013
Allis-Chalmers Energy Inc.
Implementation Roadmap: Prerequisites for Success
People are the Most Important Asset
We have to invest in attracting more talent/expertise to staff the various countriestargeted.
We cannot rely on partners/agents to run our business on our behalf. Having our ownpeople on the ground from day #1 allows us to keep control over our operations and havedirect contact with our clients: the NOCs, IOCs and independents.
Organizational Structure and Behavior
Across all geographies, Allis-Chalmers should act as: One Image, One Team, CommonObjectives.
All geographies and services should have the same standards, processes, look and feel.
Consistency in service delivery and client support (Pre/Post sale).
Each division has responsibility for the service offering/technology/training and profitabilityin each region.
Each region has responsibility for all divisions and are the owners of the client relationshipand the sales/delivery/profitability.
Divisions and regions have complementary roles and responsibilities. Both share the sameprofitable growth targets and are both accountable for the results, creating "checks andbalances" in the system.
Allis-Chalmers Energy Inc.
Implementation Roadmap: Prerequisites for Success
Allis-Chalmers Energy Inc.
Implementation Roadmap: Five-Year Plan Highlights
The outlined five-year strategy will be implemented by achieving near-term goals with an eyetowards the long-term plan.
Goals are more specific and identifiable in the short-tem, focusing on specific actions, whilelong-term goals are more general, focusing on revenue and profitability targets
As such, Allis-Chalmers has many clear smaller goals for second-half 2009 and 2010 withmore high-level goals for 2011-2013
As time progresses and short-term goals are met they are replaced by new goals to be metin the near term
>$1bn
30% margin
>$860mm
27% EBITDA Margin
Return To 2008 Levels
>$750mm 25% EBITDA Margin
MENA Acquisition New Technology
IPM Project Profitability At All divisions
Positive Cash Flow Improve Service Quality
Implement Pricing Indicators
Monitor New Sales Program Move Idle Equipment
Second-Half 2009
2010
2011
2012
2013
Allis-Chalmers Energy Inc.
Five-Year Plan Highlights: Second Half 2009
Return to profitability and generate positive cash flow for 2009
Improve service quality trend, especially in Directional Drilling Services
Increase market share
Implement a set of pricing indicators and achieve increases (directly or by selling up VAS)
Increase drilling and workover utilization by moving rigs to other Latin American countries (i.e.Bolivia, Chile, Colombia, Mexico)
Move idle equipment from the USA internationally and secure contracts for it:
15% of revenue in December 2009 for DLS and BCH to come from OFS/Rental
Start operations in Colombia, Mexico (direct), Saudi JV, Libya and Egypt
Identify a target for acquisition in MENA
Monitor the effectiveness of the new Sales/Account Management program and adjustaccordingly
Allis-Chalmers Energy Inc.
Five-Year Plan Highlights: 2010
Complete an acquisition in the MENA region
Get at least one integrated project management ("IPM") project in Mexico
Introduce at least one new technology to each division
Organically, start operation in at least two additional MENA countries
Implementation of an integrated ERP System, Knowledge Management System and a processfor continuous improvement
Return to profitability in all countries and all divisions
EBITDA margin > 20%
Rotary Steerable
LWD
Geosteering
Triple Combo
Directional Drilling Services
Underbalanced Services
TubularServices
Production Services
Underbalancedmud drilling
Closed-loopdrilling system
To be Defined
To be Defined
Rental Services
Drilling & Completion
Coiled TubingDrilling
To be Defined
Allis-Chalmers Energy Inc.
Five-Year Plan Highlights: 2011 - 2013
2011
Continue the geographical and services "profitable growth" strategy implementation andreturn to levels of revenue/market share/profitability/liquidity achieved in 2008
Revenue > $750m
EBITDA margin > 25%
2012
Grow revenue by over 15% with a fall through greater than 40%
Revenue > $860m
EBITDA margin > 27%
2013
Grow revenue by over 18% with a fall through greater than 45%
Revenue > $1 billion
December revenue of >$100m
EBITDA margin > 30%
Allis-Chalmers Energy Inc.
Implementation Roadmap: Five-Year Plan Highlights
Sales in $MM
EBITDA Margin
Allis-Chalmers Energy Inc.
Culture of Continuous Improvement
Execute
Evaluate
Improve
Goals and expectations must be clear and well-defined so employees can understand the company-widestrategy and their role in its execution
Actively tracking market indicators including rig count, pricing, costs, and utilization enables properevaluation of individual, division, region and company performance
Detailed failure analysis as well as accurate job performance reporting is crucial to evaluation of service
Follow-up with customers provides an understanding of their needs so you can better cater to them
Intelligence on competitors further defines improvements that are needed to compete
Timely, well-communicated feedback allows employees to quickly correct any problem, make changes andimplement best practices
Redefine goals and expectations upwards for further improvement
Performance evaluation and improvement must happen at all levels within Allis-Chalmers
This is an ongoing process resulting in continuous improvement of services, processes, HSE and ultimatelyperformance and profitability
If done correctly, improved quality results in a better product which in turn leads to higher market shareand profitability
Allis-Chalmers Energy Inc.
Communicate, Communicate, Communicate
Communication between employees at all levels is absolutely essential to the success of Allis-Chalmers, with continuous reinforcement of company vision, strategy and goals by all levels ofmanagement, in both the office and the field.
In addition, the company must actively communicate with all stakeholders including customers,suppliers and shareholders.
Communication with customers and suppliers must take place at all levels of the company:
Field level employees getting/giving performance feedback on a daily basis
Managers being involved in well/program planning meetings for customers andproduct design/modification with suppliers
Salespeople in the customers' offices selling products but also learning plans for futureactivity
Executives/Divisional Presidents discussing strategic alliances or long-termsupply/service arrangements
Communication with shareholders and the overall market is important to the company'soverall image and ultimate success
Clear communication of Allis-Chalmers' vision, goals, company performance andmarket environment along with credible company guidance improves our overall imagein the market and in turn the company's ability to attract not only debt and equitycapital but also new customers
Allis-Chalmers Energy Inc.
Reward Performance and Aim Even Higher
Employees at every level of Allis-Chalmers, from top to bottom, must be aware of their role inachieving the company's strategy goals. To this end, expectations must be clearly conveyedwith a discrete set of goals and expectations for every individual within Allis-Chalmers.
Expectations should be set high so that employees have targets to continually strive towards.
Is it essential that goals and in some cases compensation be set such that employees arerewarded for behavior that helps the overall organization. For example:
Salesmen should be rewarded based on not only revenues but margin, ability to collectreceivables from their accounts and help provided to other salesmen
Regional and divisional heads should be encouraged to expand the services provided intheir region or to expand their services to new regions, markets and applications.
As goals are met, performance is rewarded and goals are revised upwards to constantly providetargets for improvement and success.
On the flip side, clearly articulated goals and expectations ensure accountability, as employeesare aware of their personal, group and company-wide responsibilities.
With all employees in the company aligned towards the overall success of Allis-Chalmers andconstantly striving to improve all aspects of its services, the company plans to reach new levelsof performance and profitability, benefitting all employees throughout the organization.
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