How Oil & Gas Companies are Framing Energy Transition Strategy

Investors, consumers, and regulators are now expecting oil & gas companies to monitor and manage not only direct emissions from their own operations (known as “Scope 1”), but also emissions from the energy sourced to run their operations (Scope 2). If Scope 3 emissions—those that result from the end-user’s use of refined hydrocarbon—were to be included as well, it would fundamentally alter the oil & gas business and require companies to transform their operations.

Finding a profitable path to reduce emissions is a decision with a high degree of analytical and organizational complexity. The optimal path depends on the company’s asset type, recovery technologies, emission reduction goals, core capabilities, and the regulatory environment in which it operates. While there is no universal recipe for a successful energy transition strategy, oil & gas companies can find their own path to reducing emissions through a carefully designed process with analytical rigor—just as they now make decisions for their core oil & gas operations.​

Join this informative webinar to learn how oil & gas companies are setting their own paths to energy transition strategy.

Speaker

Sang-Won KimSang-Won Kim has more than 20 years of experience helping clients make large capital-investment decisions, particularly in the energy value chain. His clients include large exploration and production companies, national oil companies, pipeline operators, merchant and regulated utilities, and engineering, procurement and construction contractors. He specializes in developing practical solutions to complex decision problems and communicating strategic insights with his clients. He is a partner with management consulting firm Strategic Decisions Group and head of the energy practice.

Moderator

Carl Spetzler, SDGCarl Spetzler is an author, speaker, and consultant with more than 40 years of experience working with top management and boards to make value-creating strategic decisions in the face of uncertainty. He is a co-author of Decision Quality: Value Creation from Better Business Decisions (Wiley, 2016). Carl is chairman of Strategic Decisions Group.