INEOS founder and Chairman, Sir Jim Ratcliffe discusses:

  • Corporate Benchmarking
  • Operational Performance Benchmarking
  • Cost Benchmarking
  • Upstream Oil & Gas Benchmarking
  • Downstream Oil & Gas Benchmarking
  • Value Chain Benchmarking
  • Safety & Commercial Benchmarking

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
  1. What qualifies a non-engineer to lead some of the largest engineering companies in the world?
  2. Spectacular turnaround of Schlumberger’s fortunes: buoyant market conditions vs. Andrew Gould’s personal leadership.
  3. Why Schlumberger outperformed Halliburton, Baker Hughes and Weatherford.
  4. Are leaders born or made?
  5. CEO succession planning at Schlumberger.
  6. Biggest mistakes Andrew Gould made.
  7. Why has Andrew Gould been courted vigorously by the Russians and Saudis?
  8. The real reasons why supermajors lost favour with NOC’s and why power (and profits) shifted to the service companies.
  9. Peak oil demand.
  10. Outlook for renewables / energy mix.
  11. Innovation in the energy sector.

Andrew Gould

  • Board Member Saudi Aramco
  • Board Member Letter1 Energy
  • Former Chairman BG Group
  • Former Chairman & CEO Schlumberger

Andrew Gould is a member of the Boards of Saudi Aramco and Letter1 Energy.

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 is a member of the Board of Trustees of The King Abdullah University of Science and Technology in Jeddah, Saudi Arabia.

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.

Dere Ogbe – Competitive Intelligence Manager at Shell talks to Fulcrium, explaining how benchmarking is used in a “purpose-driven” way to compare performance in the oil & gas industry.
Julio Dal Poz – Upstream Strategy Manager at Equinor – Statoil talks to Fulcrium, explaining how benchmarking is used to make Equinor – Statoil a leader in the upstream oil & gas industry.

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.

Giorgio Delpiano, General Manager, Shell B2B business for Western Europe is accountable for the Sales, Marketing and Operations activities of >200,000 B2B customers 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, understanding how much value is required per customer segment is vital to developing a customer experience strategy that makes sense.

Giorgio talks to Raju Patel of 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.

Ann-Christin Andersen – Director, TechnipFMC talks to Fulcrium about how collaboration between operators and service companies can achieve 30% supply chain savings.

Covers Pricing, Standardisation, Technology Innovation and Operating Model adjustments in response to an ultra-low oil price environment.

Fulcrium moderates Energy Security Panel at LBS Global Energy Summit 27 November 2014.

The LBS GES Energy Security panel addressed geo-political issues and challenges decision-makers face in the pursuit of European energy supply security in the wake of the Ukraine Crisis.  Bottom line:  The EU will remain dependent on Russian natural gas for decades to come irrespective of sanctions, source of supply diversification, and renewables agendas !  Likewise Moscow is dependent on the EU for 60% of Gazprom’s revenues.  Like it or not, the EU and Russia are highly co-dependent as far as Russian natural gas is concerned.

Days after this debate took place, Russian President Vladimir Putin shelved the $40bn South Stream project designed to bypass Ukraine as the key transit state for Russian gas to Europe.  And in a further twist, on 16 December 2014, German Chancellor Angela Merkel has urged Bulgaria to enter into dialogue with Moscow to revive the South Stream project.  Perhaps this is a signal of a softening EU stance in order to rebuild economic ties with Russia, more out of a necessity to safeguard Germany’s and Bulgaria’s interests.  Other countries which stood to gain from South Stream, including Serbia and Hungary, also want to rescue the project. Russia supplies about 25 percent of EU gas needs; half of that flows via Ukrainian transit pipelines.  The EU’s most powerful economy, Germany, is still highly dependent on Russian natural gas, importing 30% of it’s annual gas consumption from Russia.

Panel Chair: Raju Patel, Chief Executive, Fulcrium


Vladimir Drebentsov, Vice President, BP Russia / Head of Russia & CIS Economics, BP Plc

Dr Tatiana Mitrova, Head of Oil and Gas Department in the Energy Research Institute of the Russian Academy of Sciences (ERI RAS), Board Director – E.ON Russia

Andrew Risk, Senior Associate – Political Risk, GPW + Co

David Buchan, Senior Research Fellow, The Oxford Institute for Energy Studies


European Third Energy Package, N1 Standard, Gazprom, South Stream, BP plc, E.ON, Geo-politics, Ukraine, Russia, Moscow, London, Energy Security, Southern Corridor, Russian Sanctions, Transit Pipeline, LNG, LNG Import Terminal, Oil Price, Bulgaria, Hungary, European Commision, Germany, Lithuania LNG, Latvia, Slovakia, Estonia, Norway, Finland, Energy Diversification, Source of Supply, Foreign Policy, Natural Gas, Liquefied Natural Gas, Energy Policy Dilemma, Energy Trilemma, Algeria, North Africa Gas, Qatar, Statoil, Libya Gas, Egypt LNG, Reliable Transit, Reverse Gas Flows / Gazprom Destination Clauses