Form 8-K - SEC.gov | HOME Company can give no assurance that these forward-looking ... At All...

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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.


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


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


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%


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


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


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.


Implementation Roadmap: Prerequisites for Success


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


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


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


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%


Implementation Roadmap: Five-Year Plan Highlights

Sales in $MM

EBITDA Margin


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


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


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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Form 8-K - SEC.gov | HOME Company can give no assurance that these forward-looking ... At All...

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Transcript of Form 8-K - SEC.gov | HOME Company can give no assurance that these forward-looking ... At All...