2018 Agenda ceraweek gas house edwards


The energy industry faces great uncertainties in developing and planning for the workforce of the future. electricity worksheets for grade 1 Strategies for skill and workforce planning are now key element of competitive advantage for the energy company of the future. While experiencing an exciting wave of innovation, the industry contends with perceptions, especially among millennials, that energy is a “sunset” business. Low and volatile oil prices have compounded the challenge of attracting, training, and retaining talent. Automation, digitalization and “energy transition”—all are drivers that will transform the skill requirements and competencies for the industry to serve the needs of growing global energy demand. What mix of skills and competencies are needed for the energy company of the future? How will automation and digitalization change the complexion of the work force? How can the industry win in increasingly competitive global marketplace for workers of all levels? What are emerging strategies and best practices for building the workforce of the energy future?

The North Sea is the focus of intense global interest, driven by innovation in cost reductions, sanctioning of new fields and short-cycle investments within existing areas, new entrants, and re-ignition of M&A. Despite being one of the more mature offshore oil and gas provinces, the North Sea now presents exciting opportunities for upstream and midstream investors, both traditional and new participants. The North Sea is back, offering returns many believe are competitive with onshore North American plays. This dinner will offer perspectives from key leaders on what lies ahead for the North Sea and what this means for the global industry. electricity storage handbook How do the latest North Sea developments and returns stack up versus those in the Permian Basin? What can PE capital do that majors are unable or unwilling to do? How are participants creating value in this mature producing province, and what’s ahead? What regulatory and tax policies are needed to sustain the region and encourage new investment and innovation? Was 2017 “peak M&A” or just the start?

The advent of oil shales and a shorter production cycle onshore North America has captured the interest of financial markets. Over and beyond the pure play North American companies, the opportunity for portfolio diversification and growth has lured IOC and NOC investment as well as that of international independents. Short cycle times, structural changes to cost structures, capital efficiencies, volume growth, lower perceived risk, and investor pressures have together cast the offshore business in a less favorable light in contrast to the onshore. gas and supply locations However, there are clear signs that offshore E&P has reached bottom and is recovering. Cost reductions continue in contrast to the onshore US. Upstream sector openings have created access to underexplored shallow water and deepwater resource potential and undeveloped discovered resources. Some older offshore basins are being rejuvenated using whole basin strategies that employ horizontal wells, unconventional completion, and production technologies packaged with new seismic, digitalization, logistics, infrastructural, and operational approaches and a focus on new play concepts. The offshore is returning but with new strategies, lower global expenditures, and investments concentrated in fewer places.

South Asia’s energy markets are united by a common theme of confidence in gas as a fuel of choice for accelerated delivery of cleaner energy. The next wave of natural gas demand growth in South Asia is expected to emerge from unregulated sectors that reflect the countries’ economic growth and energy transition trends in reliability, urbanization, and mobility. India’s gas economy will be strengthened by the government’s three-pronged policy actions to support a Clean India and a 24X7 India: completing gas market creation, completing gas grids, and implementing regulations to support gas at 15% of the primary energy mix. Sri Lanka plans to develop indigenous gas resources and access LNG in partnership with India and Japan. d cypha electricity How does India, with its planned new gas hub, implement its move to complete gas markets and possibly lead to a regional South Asia reference point for pricing? How quickly can the region’s physical and virtual gas infrastructure be completed to support future supply growth? How will the regulatory interfaces evolve for gas to be viable at higher levels in the primary energy mix?

The challenge and industry response, new drilling and completion technologies, and operational management strategies demonstrated in the onshore North America shale and tight conventional plays have indicated that recoverable resources in existing basins are now much larger than estimated previously. The most potential is recognized in basins with materiality and two or more working petroleum systems, stacked reservoirs (shale, tight conventional, and depleted high-quality conventional), existing infrastructure, service sector capacity, and technical knowledge. The largest of these basins are Super Basins. This potential and the risk, timing, and cost competitiveness challenges indicative of the exploration business (specifically the deep water) has resulted in companies radically altering investment strategies (toward exploitation and the rebuilding of these older basins via whole basin strategies), slashing exploration spending, and in the extreme postulating the end of exploration. But this is not the case for all E&P companies. Some companies seek to further differentiate themselves on the basis of exploration prowess and or have increased new ventures and exploration while also pursuing exploitation strategies. gas 91 The result is a wide spectrum of distinct choices based on differing strategic assumptions about the business, global opportunity set, desired returns, and the ability to execute. What are the critical strategic assumptions about the external business environment and internal investor needs and capabilities that drive these different choices?