Now is the time to be as economic as possible by adopting a stance that involves optimisation of assets; enhanced maintenance to drive full efficiency; closure of unproductive facilities; and/or a realignment toward investment in new energy, such as wind and solar.
Competing in a world of diminishing demand
Optimising capital allocation for a lean operation
Organisational restructuring to prioritise performance
The world will need energy for decades to come, yet the overall demand will decline. In a highly competitive landscape, the highest-cost producers face an immediate and urgent need to identify and deliver operating efficiency.
Some will close marginal profit refineries to become leaner and more aggressive in the face of fierce competition for market share. Others may pivot toward investment in renewables – an option for industry players who decide to become a ‘fuel for transportation’ provider.
We find this challenge less daunting once there is a clear picture of where the organisation is currently positioned.
We begin by understanding how much improvement is possible, where it lies in your organisation and what it is worth. From there you can begin to develop the roadmap around which parts of the operations represent the biggest opportunity and align a work plan on how to capture that value effectively and efficiently.
The days of $200 per barrel are a thing of the past. For organisations that had not started acting on that, a potential downturn would become the new reality. There is an immediate need to change their labour model in a way that is future-proofed to provide a long-term edge over their competitors.
A tighter focus on capital investment and cost reductions can be difficult to navigate in a corporate culture where it is foreign, yet this is not a journey that any organisation should feel they must take alone.
Our approach is designed to create consensus and alignment, identify net cash benefits and prioritise opportunities.
In practice, we reduce costs for organisations by restructuring departments, promoting greater accountability across roles and implementing new key performance indicators.
Restructure is often feared by companies and seen as an overt acknowledgement that the status quo is no longer 'fit for purpose'. In fact, it is an opportunity to embed continuous improvement principles across an organisation, so it becomes self-perpetuating and a constant focus.
Any such change can only begin from a place of curiosity and understanding. What are the best practices? How are existing processes and systems perceived by employees? How are performances measured and managed?
Your people represent your biggest opportunity, and often also the biggest challenge. Gaining a ‘frontline’ view of your core operations around what is and is not working, not only helps you to identify improvement opportunities, but it creates buy-in around operational and organisational changes.
‟The oil and gas industry is set to change. Those that will succeed in the near future will be the ones who get the most volume for the least cost and spend their capital most efficiently. Our job is to train you and your organisation to be one step ahead for what comes next.”
Our work in the energy industry across a broad range of functions has provided us with the opportunity to help weak assets survive and strong assets thrive in this fast-changing landscape.
Our global team of experts includes a mix of consultants and industry experts with substantial experience across refineries, conventional and unconventional oil and gas, as well as new energy.
10% procurement and supply chain savings with 5-10% in large categories and 5-8% in tail spend savings
75% emission reduction through the design and execution of plans to reduce emissions and GHG footprint from ongoing operations
accelerate construction processes by 20-30%, ensuring asset delivery at or better than time and budget targets
‟The Oil and Gas industry has seen many economic cycles. This time is different. Today’s fundamental challenge for Oil and Gas companies is to do two things at once: 1) Be among the strong who survive. 2) Be among the innovators who thrive. My passion is working with clients to meet this challenge – in ways that deliver measurable, bankable, and lasting results.”
Australia and New Zealand
‟Addressing the emission challenge will reshape how we live and work. I believe that the environmental challenges our clients face can be turned into exciting opportunities. My goal is to help our clients find practical and economic solutions to strengthen and diversify their business during energy transition.”