FOCUS 7
value in oil and gas operations DRIVING SUSTAINABLE by FERGUS WOODWARD, PARTNER, KPMG
In today’s competitive and rapidly changing business landscape, driving sustainable step-change improvements from global operations remains a struggle for many business leaders either in identifying the true untapped potential in the business or ensuring that opportunities are fully delivered.
R
egardless of whether you’re looking at producing assets in an upstream environment or downstream refi ning and retail supply envelopes, the need for robust approaches to tackling
sustainable value improvements are becoming ever more important. Management challenges such as ever increasing pressures on wage infl ation for scarce talent will require even high performing orgnaisations to use new approaches
and tools to shine a light into new and alternate areas of value enhancement. In our extensive work in the sector there are common themes as to why businesses often fail to deliver on sustainable value improvement projects. In this article we explore these causes and outline the key principles of successful programmes, which apply irrespective of whether you’re looking to drive step changes in value through cost, pricing or working capital optimisation.
© 2013 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member fi rm of the KPMG network of independent member fi rms affi liated with KPMG International Cooperative, a Swiss entity. All rights reserved.
BACK TO CONTENTS
DRIVING VALUE
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29