Africa Oil & Gas

This global supermajor operating under unstable conditions in an African nation appointed Fulcrium to benchmark the upstream oil and gas business processes and practices against its comprehensive exploration and production database for the region.

Fulcrium also identified opportunities for remodelling the organisation for optimum exploration, appraisal, development and production performance.

The client considers that:

Fulcrium generated numerous entrepreneurial solutions to the challenges of working within this developing nation.

They identified 17 credible key opportunities for us to pursue across the entire scope of the project (exploration and appraisal, development and production; drilling and completions; production operations’ readiness; organisational effectiveness and efficiency; and supply chain).

They had a controlled entrepreneurial approach to corporate and business unit issues and provided us with pragmatic solutions focused on making opportunities come to life.

Fulcrium Benchmarking shows ExxonMobil is the industry leader

Fulcrium’s benchmarking shows ExxonMobil is outperforming its peers and National Oil Companies through industry-leading shareholder returns.

Fulcrium Benchmarking reveals what it takes to drive best-in-class oil and gas performance:  Oil & Gas Benchmarking – Fulcrium
 

Julio Dal Poz – Upstream Senior Strategy Advisor at Equinor – Statoil talks to Fulcrium, explaining how benchmarking is used to make Equinor – Statoil a leader in the upstream oil & gas industry.

Giorgio Delpiano, Senior Vice President, Shell B2B business for Western Europe is accountable within the Integrated Fuels Value Chain for the Sales, Marketing and Operations activities of >200,000 B2B customers (from crude to customer) with a yearly turnover greater than $10bn and a team of 250 staff.

During his career at Shell, Giorgio has built a formidable track record in strategy development and delivery with a strong focus on customers and sales: four consecutive years of double digit growth in the most mature B2B environment in the world.

Not all customers have the same value to an organisation. Some customers spend big and some spend small. As such, benchmarking to understand how much value is required per customer segment is vital to developing a customer experience strategy that makes sense.

Giorgio talks to Fulcrium about how frontline observation is critical for strategy formulation in Shell and why senior leaders need to roll-up their sleeves and experience how it feels to work on the frontline with employees and customers during the Baselining stage of benchmarking.

Fulcrium was appointed by the in-house specialist assurance function accountable for second line Safety & Operational Risk Assurance at a Supermajor.

The brief was to undertake a wide-ranging benchmarking engagement comparing the frontline and second line strategy, systems, processes, organisation, risk, policies, standards, governance and assurance activities of the function with those of peers at IOCs, NOCs and service companies.

Part of the brief was to provide tangible evidence of what constituted a world class Safety & Operational Risk Assurance function and how such insights could translate into transformational value for the function in its support of Drilling & Completions, Reservoir & Wells, Major Projects and Operations & HSSE.  Fulcrium was also required to assist the client with a renewed vision and roadmap to transform the function.

The client’s verdict:

Following an extensive evaluation of the market for process safety / risk assurance providers, we appointed Fulcrium to conduct benchmarking and assist us with our thinking.

No benchmarking firm that we encountered can match it for methodology or, more importantly, for process safety, reliability and risk assurance domain specificity in the upstream and downstream oil and gas industry.

Fulcrium brought genuine new and impactful insights which have helped us shape the safety and operational risk assurance function.

Benchmarking Categories Discussed by Andrew Gould

  • Upstream Oil & Gas Benchmarking
  • Competitive Benchmarking
  • Corporate Benchmarking
  • Leadership & Organisation Benchmarking
  • Cost Benchmarking
  • Performance Benchmarking
  • Value Chain & Functional Benchmarking
  • Supply Chain Benchmarking
  • Service Company Benchmarking
  • IOC / NOC Benchmarking

Andrew Gould

  • Former Chairman BG Group
  • Former Chairman & CEO Schlumberger

He was Chairman of BG Group PLC, from May 2012 until its sale to Royal Dutch Shell in February 2016.

Prior to this, Mr. Gould was Chairman of Schlumberger from August 2011 until April 2012 and Chairman and Chief Executive Officer of Schlumberger Limited from February 2003 to July 2011. In previous assignments he was President and Chief Operating Officer, Schlumberger Limited, Executive Vice President Oilfield Services, President of Schlumberger Wireline and Testing, and President of Sedco Forex. He previously held a series of positions in finance and management in Asia, Europe and the United States.

Mr. Gould was a member of the Board of Directors of BG Group PLC from June 2011 to 2016 and Schlumberger Limited from 2002 to 2012. He sat on the Boards of Rio Tinto PLC and Rio Tinto Limited until May 2012 where he was Senior Independent Director and Chairman of the remuneration committee.

He served on the United Kingdom Prime Minister’s Council for Science and Technology from 2004 to 2007. He was Vice Chairman Technology for the United States National Petroleum Councils’ 2007 report “Facing the Hard Truths about Energy”.

Gould joined Schlumberger in 1975 in Paris, after working for Ernst & Young.  He received his degree in economic history from the University of Wales at Cardiff and qualified as a Chartered Accountant. He holds an honorary Doctorate in Engineering from the Colorado School of Mines and is an honorary Fellow of Cardiff University.

Image credit: QatarEnergy

DOHA, Qatar • 20 February 2023
 
QatarEnergy has announced that it will be taking over all the marketing and related activities currently managed by Qatargas Operating Company Limited (“Qatargas”). The integration of such activities into QatarEnergy is expected to be completed by the end of 2023.
 
The strengthened alignment of LNG marketing activities within QatarEnergy will leverage a combined set of technical, commercial and financial capabilities of both organizations to create an enhanced center of excellence for the marketing and sale of all energy products exported from the State of Qatar.
 
Commenting on this occasion, His Excellency Mr. Saad bin Sherida Al-Kaabi, the Minister of State for Energy Affairs, the President and CEO of QatarEnergy said “The integration of the LNG marketing activities into QatarEnergy is a strategic decision taken as part of its growth journey and reaffirms our commitment to delivering excellence in everything we do.
 
It is also aimed at further strengthening the State of Qatar’s global LNG offering to our customers and enabling us to provide a unified customer and stakeholder interface with greater value.”
 
Read the full statement here:

 

BP Vice President – Group Strategy,  Dr Dominic Emery talks to Fulcrium about benchmarking-driven performance improvements in:

  1. Mega-Projects
  2. “Through the Cycle” Investment
  3. Supply Chain

Paul Beijer – Vice President Strategy, Planning & Assurance at Shell talks to Fulcrium, explaining how Oil & Gas benchmarking is used to make Shell a leader in the industry.

Dere Ogbe – Head of Competitive Intelligence at Shell talks to Fulcrium, explaining how benchmarking is used in a “purpose-driven” way to compare performance in the oil & gas industry.

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