This two-unit program responds to the famous axiom that “The industry is constantly changing and if you do not keep up, you fall behind!” In the daily sessions, you and your peers will discuss the key challenges facing the petroleum industry today and develop strategies that you can use to respond to the changing energy industry landscape upon completion of the program.
In Unit 1, we will review the global energy supply, demand, prices, and potential sources of growth along the oil and gas value chain; and then turn to recent performance and strategic objectives of majors and national oil companies considering the recent pandemic.
Unit 2, the focus will be on strategies that can be adopted in both energy supply and demand to meet a low carbon future. You will also learn the aspirational goals that the various stakeholders, including governments, corporations, advocates, and energy supply companies have set and the actions they have and could still take to achieve these important goals. Discussion will center around the business schemes that oil and gas companies need to implement as they position themselves as critical players during this Energy Transition phase.
| Program Type | |
|---|---|
| Location | |
| Units | Full Program (October 12 – 23, 2026 Boston), Unit One (October 12 – 16, 2026 Boston), Unit Two (October 19 – 23, 2026 Boston) |
| Dates | October 12 – 23, 2026 (Boston) |
Price range: $5,750 through $10,500
This program is ideal for those managers and executives who wish to develop a strategic understanding of the evolving trends including energy transitions that are occurring today in the energy industry that could impact their organizations today and in the near future. The overarching objective is to allow you to return home with strategic “rational plan” objectives that you, your company and, perhaps, your government can adopt as part of the evolving energy trends and transitions.
Review of recent global supply, demand, reserves additions and pricing trends; impact of COVID.19, geopolitics among producers and the demand growth of China and India.
Reviews of the recent performance of the larger petroleum companies, capital investment and their near-term strategic goals.
How is the move to digital technology impacting the industry: data analytics, the digital oil field, and crypto-currency and blockchain exchange platforms?
Major host country agreement topics with focus on those that generate disputes with host governments; the recent development of the Flexible Gross Split Sharing arrangement being used in Indonesia to avoid these potential conflicts.
Development of higher resolution seismic methods to delineate deeper horizons; improvements in drilling, formation evaluation and field development planning; The return of deep-water offshore development.
Recent developments in unconventional oil and gas development in US and elsewhere; how are the operators increasing productivity and reducing costs; is this production sustainable and economical?
The LNG market is growing faster than expected with China contracting for one-half the annual growth; US LNG exports are exceeding expectations. Where are the drivers? How is the price set for LNG cargoes?
Combined-cycle power plants are replacing many oil and coal-fired plants and new plants tend to be gas-fired and supplied by LNG. What trends are evident and are they sustainable?
The industry midstream has seen major investments from gas processing to refining and petrochemicals in the US as well as many Middle East and Asian countries. What are the drivers behind these investments? Do opportunities still exist?
What does it mean to an oil company? The 17 UN Sustainable Goals; Measuring and Reporting Sustainability; Review of several company-specific reports.
Recent gas pipeline explosions in the US have resulted in the issuance of API Recommended Practice 1173, a major new corporate-wide set of practices that must be adopted and implemented by all pipelines and distribution companies. We will review the Recommeded Practice and participants can discuss whether it should be adopted by their countries.
Our industry is currently looking for graduates who are more process focused, with backgrounds in digital technology, and who are trained with recent advances in digital learning. What trends are evident and what does that mean for undergraduate curricula and postgraduate training programs?
Properties of gases associated with Energy Transition: GHGs characteristics and their impact on global warming; CO2 properties and measurement of emissions, Life-Cycle Assessment process; hydrogen, ammonia, and their mixtures; methane and potential mixtures in gas distribution and power generation; with setting emission reduction standards and developing action plans to achieve aspirational goals. Reporting progress. Case studies and practical examples.
Summary of the impacts of GHGs on climate, history of energy demand, supply, and emissions through 2020, CO2 budgets and projections of energy demand, supply, and emissions through 2050 provided by the transition to renewable energy; other actions to reduce emissions including hydrogen and carbon capture and storage and an accelerated path to net-zero carbon by 2050.
Greenhouse Gas Protocol Standards, Scope 1-3, Life Cycle Assessment process, carbon and methane accounting and mitigation options, preparing a cost-based decarbonization strategy, reporting progress. Case study examples of various companies.
Current energy demand and use of fossil fuels in submarkets of Transportation, Buildings, Manufacturing and Feedstock in various geographical regions.
Renewable and reliable electric power options to reduce carbon footprint; learning curves and the economics of power generation; potential reliability and support of battery storage; use of electricity to reduce fossil fuel usage in various regions of the world. Examples of renewable power projects that reduce fossil fuel usage.
Electricity demand will grow substantially through 2050. Coverage includes electricity supply projections by source, including model assumptions on levelized cost of generation and evolving technologies, will be provided for fossil fuels, nuclear, geothermal, biomass, solar and both onshore and offshore wind. Projections of electricity supply for both global and 10 geographical sub-regions will be included in the analysis.
Catching the low hanging fruit: Examples that use conservation methods to reduce carbon footprint: replacing coal-fired with gas-fired power plants; mandating better building standards; using renewable power and natural gas in the manufacturing process, including cement.
Benefits of hydrogen as a non-carbon fuel for power generation; green and blue options to manufacture hydrogen that make carbon-neutral; benefits for mixing hydrogen with ammonia as a fuel for power generation and other uses.
Options for capturing and storing CO2 underground: technology, regulation, project fundamentals, economics, operations, practical examples. Government support to encourage early investment in projects. Use of CO2 for enhanced oil recovery projects. Plans to integrate CCS/CCUS with hydrogen and ammonia projects. Potential development schedule of CCS/CCUS on an international scale.
The potential role of synthetic and renewable petroleum products and their use as feedstock. Accounting for long-lived reserves. Projected future market of crude oil production by region, Potential curtailment of production. Short term and longer term strategic. Summary presentations on the strategies of oil & gas majors.
Review of a selection of country, state and corporate decarbonization plans and review of their progress including several countries submission of Nationally Determined Contributions (NDCs) to the UN: one major oil company, one non-oil company, and one major state.
How to become more competitive in “new energy” areas? Integration of existing parts of the businesses, such as midstream and trading. Company management processes to optimize effectively across both hydrocarbon and low-carbon opportunities. Forming new low-carbon entities emerge as fully separate businesses with their own corporate leadership and balance sheets.
Developing a transformative strategic plan to become a broader-based energy company; Analyzing growth opportunities along the energy value chain; Examples of companies and the pathways that have or are transforming themselves into broader energy companies; Prepare a vision and mission statement, project and financing plan and identify those functions that will be terminated.
Along with the daily lectures, participants, working in teams will also be evaluating case studies and the business simulation assignments.
Epic Equity has accumulated a substantial amount of cash by making investments in big pharma, especially COVID.19 vaccines. It wishes to invest it in the energy industry by making a strategic portfolio of investments. It has commissioned your team to advise it and become a 10% owner in the fund.
You are managing oil and gas company today with undeveloped and developed oil & gas reserves in your country that will be available for 30 years and longer. Your affiliate is the national electricity company. Not only do you want to grow your business on a long-term basis, but you also want to participate in the campaign to achieve net-zero carbon and methane emissions as well as forming a sustainable low-carbon energy business for the future. What decisions would you make to reduce your carbon footprint and transform your company into a more resilient “future of energy” entity.
