Oil and gas companies operate in an environment that is beset with regulatory, financial, and competitive pressures. The industry is operating under market volatility, tremendous price pressure, and inconsistent legal and regulatory frameworks. All of these issues constitute an increasingly challenging market environment for industry to navigate and manage. The Clearing assists organizations across the industry find tangible ways to persist through the difficulties and emerge stronger.
The Clearing serves a wide spectrum of stakeholders in the industry: national and international oil and gas trade associations, governments, major and independent commercial oil companies, and natural gas companies. We have worked on strategic issues across the oil and gas supply chains involving upstream, midstream, and downstream operations.
The Clearing has helped these organizations navigate the uncertainty by:
- Clarifying how they can create and sustain significant shared values with their shareholders, employees, and critical stakeholders.
- Effectively communicating their value proposition to various stakeholders on such important issues as national security, risk management, environmental performance, energy independence, and safety. This tailored messaging reaches:
- Federal, state, and local regulators
- Oil and gas employees
- Government agencies
- First responders
- Understanding and mapping the complexity in which they operate so that challenges and risk can be anticipated and mitigated.
Around the world, utilities have been beset by increasing competition, enhanced regulatory pressure, more robust environmental controls, slowing demand in some parts of the world, and a trend towards renewable energy. In the meantime, wind, solar, waste-to-energy, and other alternative technologies are delivering more of the world’s energy supply as costs decrease and consumers pursue energy independence and reduced carbon footprints.
The Clearing works with companies to:
- Better understand the stakeholder environment.
- Focus on optimizing the core business while evaluating adjacencies.
- Listen to the voice of the customer in an effort to gain and retain consumer loyalty.
- Develop the fewest, most important initiatives that can drive growth, operational efficiencies, and market share.
Recent examples of our work
In many countries, ineffective stakeholder engagement led to unnecessary public delays in coordinated response efforts to oil spills. These delays were negatively impacting the environment and wasting millions of dollars.
The Clearing developed a global communications and stakeholder engagement campaign to improve the industry’s preparedness and response capabilities. Through this project, the major oil and gas corporations eliminated the duplicative costs of their individual engagement efforts and proactively achieved “social license to operate” with regulators and local communities.
The Clearing worked with the president of a $5B natural gas and coal producer to design and implement a safety strategy across the entire corporation. Before the effort, major accidents were an accepted part of the business environment.
Five years later, this effort has resulted in an industry-leading safety record, zero deadly accidents, and a new culture of safety that is changing the way business is conducted in the energy and mining sectors.
The capability to exchange data and information in real time and during routine or emergency events creates positive return on investment through improved customer service and life-saving results for employees working in the field.
The Clearing worked with a private sector utility client that recognized that new efforts and projects jeopardized existing functions for daily and emergency communications and interoperability. This occurred because projects were not adequately socialized, reviewed for enterprise-wide impacts, nor planned across business lines. Projects intended to improve a specific situation were causing operational risks elsewhere in the system due to enterprise silos. The Clearing convened early adopters to design a governance process to enable more collaboration and enterprise-wide review of projects. Results that were once achieved only through informal networking and based on personal relationships were systematized into the utility’s enterprise planning protocols.
Delays in commercial vehicle movement negatively affected customers and constituents, especially during an emergency event when fleets needed to move expeditiously across state lines to support power restoration efforts. This is a common concern for both the public and private sectors.
To solve this problem, The Clearing team managed and facilitated a series of joint strategy sessions for all-hazards public and private stakeholders. Through this work, public and private sector leaders were able to understand and address barriers to effective movement of utility fleet vehicles in a disaster response scenario. This new level of coordination improved customer service, reduced unnecessary waste, and improved response times for utility fleets.