Oil and Gas Investment in the New Risk Environment
The key issue in post-COVID-19 market risk assessment in the industry is peak investment—not peak demand.
The key issue in post-COVID-19 market risk assessment in the industry is peak investment—not peak demand.
State-owned oil and gas companies must adapt meaningfully to ongoing transitions toward the use of low-carbon sources of energy. They will need to reduce emissions and lower costs to compete in the years ahead.
Despite maintaining a positive outlook on future demand, investors want the O&G industry to meet emissions reduction targets and seek green portfolio alternatives.
By tailoring an incremental approach to their constraints and opportunities, upstream players can reduce their carbon footprint while limiting any negative economic impact.
A recent BCG study finds that upstream O&G companies struggle to deliver value from digital and that digital maturity correlates with value delivery.
Many companies fail to capture key benefits of replicating equipment and processes in a virtual environment. Taking these steps is essential to success.
Seven imperatives hold the key to succeeding with digital transformation at scale.
An analysis of pandemic stimulus measures finds that Europe is continuing its steady shift toward green energy while major Asian countries are sharply accelerating their transition.
The COVID-19 crisis may have accelerated a key inflection point in fossil fuels – fundamentally altering many energy companies’ economic position and outlook.
By reducing abatement costs, small networks of emitters could help establish carbon capture as a mainstream technology in the effort to mitigate global warming.
It’s a half-trillion-dollar liability that will only grow over time. Leading operators in each basin must decide on a strategy and work with their suppliers to put it into action.
Oil and gas operators and governments have announced ambitious plans to reduce abandonment expenses. To make it happen, they need to orchestrate a multifaceted approach.
The US gas market is seeing a raft of bullish price forecasts—but appearances can be deceiving.
In light of the pandemic and the supply shock in oil markets, gas companies must strengthen their positions and plan ahead.
Beijing’s decision to create a single national pipeline company will open up significant opportunities for global gas players.
This report, coproduced by BCG and the International Gas Union, assesses recent trends shaping today’s global gas industry and the factors that will affect the market in the future.
Norway has the opportunity to become a leading digital hub for oil and gas and other asset-heavy industries. BCG has identified five key areas that would accelerate Norway’s global value proposition.
While the “green shift” has been on Norwegian business leaders’ agenda for several years, we are now starting to see real impact. Companies are shifting their approach to sustainability from avoiding negative consequences to building competitive advantages through green efficiency (increased resource efficiency) or green growth (innovation in products or services).
The Baltic Sea is in a critical state, and eutrophication, caused by excess nutrients in the water, is one of the major threats. Measures to limit human-caused nutrient load have been enacted, but progress has been too slow. Read report executive summary in Swedish, Finnish, and Polish.
The Baltic Sea is in a critical state due to eutrophication, hazardous substances and overfishing, but the region is also well positioned to find solutions. Measures to restore the health of the Baltic Sea could create up to 550,000 jobs and €32 billion in annual value added to the region by 2030, in addition to introducing “blue and green” business opportunities. The report is produced by BCG for WWF within a global pro-bono partnership.
Attractive opportunities in storage stand to emerge soon. For smart investors, the rewards could be sizable.
Against a rapidly evolving financial and operating backdrop, midstream oil and gas players must rethink how they do business.
Faced with an unprecedented crisis, operators should use a dual approach that supports suppliers and embraces strategic partnerships to build industry resilience.
The segment has been hit hard, but prospects for individual players vary significantly.
Powerful forces—including the rise of electric vehicles and changing consumer expectations—are buffeting fuel retailers. Companies must adapt or risk becoming irrelevant.
Deregulation is creating attractive opportunities in Mexico’s fuels market, both in the provision of infrastructure and in fuel sales and supply.
Blockchain might not be the panacea some anticipate. But the hype surrounding it could drive attention and solutions to the problems that plague commodity trading.
By making smart moves and adopting the right business model, companies can mitigate the risks and capture the upside of digitization.