Anshu Mittal

Our multivariate statistical analysis on O&G employment and market data suggests that as much as 70% of O&G jobs lost during the pandemic may not come back by the end of 2021 in a consensus business-as-usual scenario.

Despite a deluge of digital advancements, upstream oil and gas companies have been slow to seize the opportunity. The prize of going digital is clear, but for most companies, getting there is not easy. A coherent road map could help make sense of the digital muddle and drive more value.

Oil and gas might not seem like an industry that hackers would target. But they do—and the cybersecurity risks rise with every new data-based link between rigs, refineries, and headquarters. In an increasingly connected world, how can upstream O&G companies protect themselves?

The ups and downs in the crude oil and natural gas (O&G) industry over the past two years or so boil down to a 65 percent fall in oil prices, a $2.5 trillion loss in market value and a debt overhang of about $3 trillion. With persisting uncertainty about the timing of stabilization and recovery of oil prices, the financial stress in the industry is immediate and deteriorating.

Falling oil prices, reductions in drilling activity, and lackluster demand have led to an uncertain path for exploration & production companies. Recent analysis of the oil and gas industry has reflected five options taken by exploration & production companies to traverse this new environment. Discover more about each option and the impact certain decisions have had on exploration & production companies.

There is an ongoing, often partisan, debate about the efficacy of government investment in the creation of new technologies. Given the importance of intellectual property (IP) to the health and growth of technological progress, this debate is important and warranted. This study sets out to quantify the influence that the US Department of Energy (DOE) has had on the state of innovation within the oil and gas sector, based on patents generated by the DOE.

Waiting for a market upswing or adopting traditional cost containment measures will not likely suffice to turn the sector around. Mining companies should consider pursuing innovation for sustainable cost reduction and margin improvement, embracing autonomous mining solutions by working closely with vendors, and leveraging data analytics to increase productivity.

The US shale boom is rapidly changing from an upstream story to a broader energy evolution with increased margins migrating to midstream and, more particularly, to downstream. In downstream oil, discounted domestic crude oil prices have revived the US refining sector, while, in downstream gas, liquefied natural gas (LNG) exporters and petrochemicals manufacturers are benefiting from abundant supplies of relatively low-priced natural gas feedstock. This repeat of supply-side revolution in the… Show more

The US shale boom is rapidly changing from an upstream story to a broader energy evolution with increased margins migrating to midstream and, more particularly, to downstream. In downstream oil, discounted domestic crude oil prices have revived the US refining sector, while, in downstream gas, liquefied natural gas (LNG) exporters and petrochemicals manufacturers are benefiting from abundant supplies of relatively low-priced natural gas feedstock. This repeat of supply-side revolution in the downstream holds great potential for companies to create value, but the industry needs to collectively address and monetize this opportunity. Show less

An interactive community of value chains—an ecosystem—can help oil and gas companies effectively manage the rapidly evolving shale market in the United States.

The path from growth boom to maturity will transform the midstream sector during the next two decades. The sector that emerges will hold assets that stretch from Canada to the U.S. Gulf Coast and go beyond pipelines to export terminals and marine transportation.

To gain from this transformation, midstream companies should consider playing a larger role in managing production, as the process of producing and transporting fossil fuels will become more automated. Using better forecasting… Show more

The path from growth boom to maturity will transform the midstream sector during the next two decades. The sector that emerges will hold assets that stretch from Canada to the U.S. Gulf Coast and go beyond pipelines to export terminals and marine transportation.

To gain from this transformation, midstream companies should consider playing a larger role in managing production, as the process of producing and transporting fossil fuels will become more automated. Using better forecasting analytics, the sector will benefit by anticipating demand and delivering customized crude blends and dynamic storage options to end-users.

Within the midstream sector, midstream majors are strongly placed to ride this growth cycle better than are small and medium-sized companies due to their financing prowess, presence across the value chain, and, most important, growing dominance in new and emerging shale plays. Accordingly, in the future, these majors will dominate the midstream sector, but niche opportunities will continue to exist for innovative and opportunistic smaller players. The midstream sector will continue to be critical to helping deliver on the promise of the North American energy renaissance. Show less

NOCs--capturing the play field

The rise of National Oil Companies (NOCs) as a competitor to International Oil Companies (IOCs) is a persistent narrative. Trends in Exploration and Growth (E&P) M&A show that NOC acquisitions reached an all-time high of $112.6 billion in 2012, representing 225% year-on-year growth, and constituting 45% of total E&P M&A by value. The global expansion of NOCs and implications to their IOC peers are more nuanced than the overriding notion that NOCs are… Show more

NOCs--capturing the play field

The rise of National Oil Companies (NOCs) as a competitor to International Oil Companies (IOCs) is a persistent narrative. Trends in Exploration and Growth (E&P) M&A show that NOC acquisitions reached an all-time high of $112.6 billion in 2012, representing 225% year-on-year growth, and constituting 45% of total E&P M&A by value. The global expansion of NOCs and implications to their IOC peers are more nuanced than the overriding notion that NOCs are relentlessly buying barrels and acreage for supply security, squeezing IOCs out of the game. Instead, NOCs are taking larger risks by buying undeveloped acreage and fields, and initiating large acquisitions in emerging territories (U.S., Canada, and Mozambique), showing that NOCs' are taking the long view and globally expanding for local resource development and technical capacity building. Show less

Oil and gas companies are facing a new environment of lower prices and faster investment cycles, calling for a more dynamic approach to the capital supply chain. Read for more details: http://dupress.com/articles/capital-investment-in-oil-and-gas-sector/?icid=hp:ft:01