Newspaper > Energy Finance Articles

  • March 2016 Issue

    Enhanced Oil Recovery

    Oil and gas firms need to expand their focus beyond short-term issues such as tumbling oil prices and oversupply if they are to successfully navigate the growing range of disruptive forces that will shape the industry.

  • February 2016 Issue

    Entering a New Period of Uncertainty

    «Upstream» and «downstream» are general business terms referring to a company›s location in the supply chain. The closer to the end user a function or firm is, the further downstream it is said to be. Raw material extraction or production are elements of the supply chain considered to be upstream. The oil and gas supply chain is commonly referenced in this manner. The upstream companies identify oil and natural gas deposits and engage in the extraction of these resources from underground. These firms are often called exploration and production companies. Refiners represent the downstream element of the oil and gas supply chain.

  • January 2016 Issue

    The Changing Role of the CFO: How Energy Transformation Is Shifting the CFO Focus

    The world of electricity is changing fast. It’s a transformation that is exercising a great deal of thought and action in the boardrooms of power utility companies whose traditional business models are under threat. Technological innovation is creating new choices for customers and new opportunities for a wider range of industry entrants. The combination of the ‘push’ of technology, the ‘pull’ of the customer and the threat that comes from new competitors poses questions that go to the heart of company strategies and the role of the CFO.

  • December 2015 Issue

    A LOW OIL PRICE WORLD:Driving A Creative Approach to Investment in the Industry

    With a lower for longer oil price prediction, and mounting concerns regarding the potential cost of decommissioning, striking deals in the upstream market remains extremely challenging, yet possible.

  • November 2015 Issue

    BRIDGING THE GAP: 2015 ANNUAL GLOBAL WORKING CAPITAL SURVEY OF THE OIL & GAS SECTOR

    The oil and gas industry is currently facing tough challenges following the fall in oil prices that commenced in the second half of 2014. With no expectations of a price rebound, exploration and production (E&P) companies in the sector are being forced to re-evaluate major capex projects, and implement long term cost reduction strategies as they get used to a life of lower prices for longer that expected. Meanwhile oil field service companies (OFS) are beginning to feel the margin pressure passed down from E&P companies implementing cost reduction strategies.

  • October 2015 Issue

    LNG SHIPPING – PRICING CONSIDERATIONS

    For a while, it seemed that LNG tanker charter rates could only go up. After a 2009-2010 over-supply glut, the time charter rates were propelled past the $100,000 a day threshold due to the combined effect of the Fukushima incident and expectations of future flows coming out of the new US and Australian liquefaction plants. In response, order books for tankers grew, encouraging international energy groups to enter the market. This ended up locking many companies into high rates for the service for multiple. These arrangements may now require revisiting as rates are decreasing in response to over-supply (new vessels entering service) and lower demand caused by the decrease in LNG price differentials.

  • September 2015 Issue

    LOW OIL PRICES AND THEIR IMPACT ON NON-OIL SECTORS

    With oil prices still low, and many oil and gas companies laying off thousands, the oil downturn is marking a significant turning point in the energy industry, and the non-oil sectors have been affected as following

  • August 2015 Issue

    DYNAMIC, CAPABILITIES-DRIVEN STRATEGIES FOR OIL AND GAS COMPANIES

    The oil and gas sector is undergoing a profound, once-in-a-lifetime transformation. For international and national oil companies, making investment choices has never been so challenging. In an industry facing increased volatility and intensifying skills shortages, oil and gas companies can no longer win across an ever-broadening spectrum of operating environments. Few companies have the technical, operational, and commercial capabilities required for activities that can range from exploring onshore to ultra-deep-water, all the way through to development and/or production of both conventional and unconventional oil and gas resources.

  • July 2015 Issue

    SECTOR RESPONSE TO OIL PRICE DECLINE

    Boom to bust – the familiar cycle for the commodity business of oil and gas – is once again rearing its head. Oil prices have declined over 50% within the last several months. Natural gas prices are following suit, with excess supply in the market. How low will prices go? How long will the price decline last? These are the burning questions of the day. But industry experts know that to provide products for the future, the planning and investment must continue today. Throughout the value chain, oil and gas projects take years to develop, and price fluctuations are all a part of the process.