The Future of Corporate Shipbuilding

Corporate Shipbuilding will be moving to a new project-based agile structure and new ways of working.

This change means that there will no longer be some of the departments as we know them today (Contract Management, Site Management & Technical). Instead those individuals will be put into Chapters based on their skills and expertise and then allocated to projects across the full 12 steps of the new build process, from new project development, construction to post delivery and warranty activities. These changes will give everyone development opportunities to get involved in activities they haven't previously been able to.

In your new home within a Chapter, you will report into a Chapter Lead who will be your new Line Manager. This is a new role, which is available for application by 26 May. The Chapter Lead is responsible for leading, managing, and developing the talents of all people within their Chapter, fostering collaboration, and ensuring the successful achievement of objectives.

The new organisational structure will come into effect from mid June 2024, anticipating that we will be in a position to begin assigning/allocating people to projects and the new ways of working during July. We do recognise that there will be a period of transition before the changes are felt by everyone.

We believe that this point in our current orderbook presents the right opportunity to make this change, helping us to align and evolve our ways of working to the corporate strategy of 1-2 ships per year.

No, nothing changes immediately, the purpose of today is to share our plans for the future. For now, we continue as we have been.

Until we have concluded the necessary consultation required with individuals more significantly impacted, we do not know for certain whether any redundancies will result from these changes. We are continuing to work hard to secure alternative options for people both within and outside Corporate Shipbuilding.

Immediately following this meeting, my ELT colleagues will be reaching out to those individuals that are more significantly impacted by these changes to talk directly to them on the impact. Please make yourself available for these conversations if you are approached. We are committed to ensuring the majority of these meetings take place in the next few hours so those individuals will know today.

We will be having further discussions with members of the site team in Monfalcone which we expect to span over the coming weeks. We do remain committed to concluding these discussions as quickly as possible.

The Leadership Team as it is known today will no longer exist and as such the Directors Forum will also no longer take place.

The ELT will work with the Chapter Leads, once in position, to determine their specific ways of working, around rhythm and cadence.

We don't anticipate any immediate changes to the EEG as a result of these changes. However, once all of the changes have been made, we will take the opportunity to work with the existing members and to do a sense check that we still have a good representation of people from across Corporate Shipbuilding.

The changes to our structure and ways of working will not have any impact on existing contractual places of work / your employing entity. The reference I made to work locations during Tuesday’s town hall was intended to refer to the potential need for increased global mobility to support the projects on a short-term / adhoc basis and our intention to support this.

It is not necessary for your application to include a CV, in fact we have simplified the online application so that you are able to apply for the role without submitting any documents. All that is required is your name and email address. We encourage you to spend the time reading the job description to understand the scope of the role and whether you feel you have the right skills and expertise. Should you wish to apply, please do so by 26 May.

Later this afternoon, each of your VPs will host department meetings where they will share a greater level of detail on the changes that we will be making over the coming weeks.

Many of the changes made at ELT level were an evolution of their current roles. I am confident that the current ELT members continue to be the right talent to drive our business forward and work with you all to embed the changes we are looking to make.

The new organisational structure can be found here on The Insider page.

A group of individuals with similar skills, knowledge and expertise in a given specialism who collaborate on skill development, knowledge sharing and problem solving. ​

Where an individual has two reporting lines, one to their Chapter Lead for support with their professional development and the other to the lead of the project who will assign their work tasks.​

Every person's circumstances will be different. Your current manager / VP will talk you through any changes that are specific to you.

For those individual's whose roles are adjusting as part of the new organisational structure, we have created new job descriptions. These will be shared shortly on The Insider, and you will also receive copy for your own records.

We encourage you to discuss any concerns that you might have with your new job description with your VP.

For the vast majority of our people this will not involve a change to your terms and conditions of employment. Your VP will be reaching out to you directly if there is an impact, to directly discuss the changes with you.

Your Chapter Lead will be responsible for approving your expenses/holiday in the new organisation. For any leave requests, it is important to keep an open channel of communication with the lead of your project to ensure that the day-to-day impacts of your absence can be appropriately managed.

We will continue to use myHR Portal to capture goals and performance conversations throughout the performance cycle.

We expect that, together with your Chapter Lead and the Project Manager for the project that you have been assigned to, you will agree SMART goals. These goals would be regularly reviewed with you by both your Chapter Lead and Project Manager and the same for any other performance related discussions.

Subject to the successful appointment of our future Chapter Leads, we anticipate all reporting lines will change around mid June and you will receive a letter and a copy of your new job description to confirm this.

As an integral part of this change, we expect all current line managers to share any relevant insights and information regarding their direct report(s) with the new line manager.

No, these changes to our structure and ways of working will not have any impact on any secondment arrangements currently in place.

In Europe at the beginning of this year our headcount was c.120, which has come down to c110 today. Our target is to reach a headcount of c.95 by the end of this financial year achieved through a combination of natural attrition, opportunities for us to provide additional support to brands that is funded by them, as well as these organisational changes.

In an agile environment, project assignments are determined collaboratively, considering factors like the project's value, team members' skills and availability, iterative planning, feedback, transparency, and empowerment for team members to contribute based on their expertise and interest.

The PMO will develop the tools and support with coordinating the supply (Chapter resources) with the demand (from the projects) managed by the Chapter Leads.

The new organisational structure will come into effect from mid June 2024, to ensure we maintain continuation of activities people are instructed to carry on with their daily activities until instructed otherwise. We are anticipating that we will be in a position to begin assigning/allocating people to projects and the new ways of working during July/Aug. We do recognise that there will be a period of transition before the changes are felt by everyone.

Working in an agile environment opens opportunities for to work in other areas based on project needs. This is also applicable, in some cases, for location specific activities. The support provided will very much depend on the location, duration and legal aspects for insurance and taxation. Relevant details would be discussed in person with the Chapter Lead and possible HR if required.

Yes, inline with our policies, we need to maintain this activity.

This morning Bo-Erik sent a communication to the Global Executive Leadership Team explaining the changes that we are making and asking them to cascade within their teams.

We will also be giving an update to the Brand Project Leads within the One Shipbuilding project, all of whom represent the new build functions of their brands.

The Carnival Shipbuilding Manual defines our process and ways of working. There will need to be a few updates as a result of these organisational changes but the same principles will be applicable as we move forwards. The PMO team will continue to coordinate the development and continuous improvement activities.

In an agile working environment, ensuring that projects and activities are achievable within a working week often involves employing methods such as capacity planning, sprint planning, and timeboxing. Capacity planning entails regularly assessing individual and team workload to understand available time. Sprint planning sessions facilitate the prioritization of tasks based on estimated effort and capacity. Timeboxing allocates specific time slots for tasks, ensuring focused work within manageable time frames. Breakdowns of larger projects into smaller, more manageable tasks facilitate better estimation and distribution of work. Iterative reviews allow for adjustments to workload as necessary, and open communication ensures timely identification and resolution of any impediments. These methods collectively enable teams to maintain productivity, meet deadlines, and successfully deliver outcomes within a working week in an agile context. Initiall, based on past experience, please assess your workload and in case you have any concerns about your workload please speak with the Chapter Lead.

Depending on the project you have been assigned to you will initially discuss the matter with the relevant project manager. If the concerns persist or requires escalation, you may also reach out to your relevant Chapter Lead for further assistance or clarification. The key is open communication and collaboration to ensure that any issues are resolved effectively and in line with the team's goals.

Based on the agreed development plan you will be gradually introduced to new activities. This could initially be through training or coaching as part of the work activities.

Access to relevant systems and documentation is driven by the need of the project, and will be discussed at the start of each project involvement. As we will continue to use Docover as the main tool for document management there will not be any significant difference in accessing project information. In case access to additional information is required the Chapter Lead will be able to support you with this request.

Innovation and new project developments (NPD) are to be treated as projects like the others. They produce an outcome (contract / specification or a technology evolution ready for entry in service) in a defined timeframe. Resources will be allocated on the basis of demand from the project managers of specific expertise/duration. As part of an individuals development discussions, you should keep your Chapter Lead appraised of your request to work on NPD or innovation projects and they will incorporate this into your development path to ensure you have the necessary skills and allocate work in accordance with the needs of the projects.

Yes, the vacancies that have been advertised are open to both internal and external applications to allow us to make the appointments as quickly as possible.

For new appointments to the business, we remain open about where the new roles of Chapter Lead and Technologies & Innovation Senior Director will be based.