Energy for One World:  Oil industry strategy, strategic options, and future considerations
 

Energy for One World: Oil industry strategy, strategic options, and future considerations

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  • Welcome. Welcome to this 10th Presentation on Energy For One World.The presentation today deals with the Oil (and Gas) Industry. The present industry environment and strategies. Strategy Options, Future and Environmental Considerations.In order to start talking strategy- one needs to know a little bit of the history (how we arrived at where we presently are), and on the present: where are we now.Only then can we realistically start to talk strategy and strategic considerations.In this presentation, we will touch on the present reigning beliefs in corporate strategy and we will discover and perhaps open-up some new doors to a new form of understanding and creation.But- let me begin:
  • The world of tomorrow is a world much in development.In the number of people, in the amount of wealth, and in the rise in demand of energy – across the globe.A Most recent OECD study on the outlook of 2050, has confirmed what we in Energy For One World already were sharing with you- over last year:The global GDP is accelerating and growing towards a tripling or quadruppling over the next three decades. IN order to achieve this new global wealth- the world starts to consume and crave for ever more energy. Perhaps also a doubling or threefold.Despite all good endeavours in Cleantech and renewables- the present business-as-usual agenda in most if not all parts of the world (and this is again now also seen by the OECD) will still cause the world to be fuelled mostly by fossil fuels. Perhaps as much as 80% of the total energy mix. In 2050.This present reality is yet incomprehensible on its effects and consequences – to our world, our people and our societies.Will we be able to maintain a robust and durable supplies of fossil fuels, in the light of deminishing reserves?How will the nations and global wealth blocks relate towards each other- in good, but perhaps also in not so good times?What is the effect of rapid and accelerated fossil fuel consumption on economies and ecologies?Are we not heading for some serious and deep trouble, if we not better our present and going concern practices of today?
  • Another element not to be neglected is the present geo-political sentiments and “forces” working already in on the present energy market and system.Are and will we be able to “connect the dots” and built common bridges- or will we see more machialistic or a divide and conquer behaviour of nations and of corporations?Only by elevating the present beliefs, acts and behaviours of ourselves do we a slights possibility and opportunity to positively influence and create conditions for success.Why do I say this?Well let me explain- and start with the review of some beliefs and behaviours in our free market economy:
  • John D. Rockefeller, a former accountant, became the first great oil tycoon in the USA, understood the importance of controlling transportation and distribution of oil. His business genius further extends to his ability to “see” what the people at that time wanted (initially kerosine lanterns, later petrol for cars), and find the appropriate business model to deliver this to the market,At scaleFrom 1870 and onwards, and with the birth of Standard Oil Company – (the later Exxon Mobile)- he successfully managed to secure smart business deals with railroads, key transporters and distributors, allowing him to compete on price. In fact- he was a master in making business deals behind closed-doors and looking at global opportunities in the market with an analytical eye and self-interest. The influence of this man on todays energy corporation leadership and practices cannot be underestimated.We need to take a good look at him.And hopefully agree on the many positive aspects of the man (a great business innovator and new frontier man), but we may also perhaps agree that our present times require a much more evolved business leadership style for our own good sake and progression of our societies.I will explain.
  • And to explain this, I like to move to Professor Michael Porter.His influence over present day business beliefs can also not be underestimated.In this classic book of Professor Michael Porter- an analysis on how corporations can achieve competitive advantage and maintain their positition towards competitors or market substitutesLooking on how best to stay in the game, and win the game: Focus. Focus on Niche, Cost-leadership or DifferentiationActually, describing what early and great 20thy century entrepreneurs already knew or where doing. At times opportunistic, and at times based on power, influence or money- building Nr.1 positions in the market. Winning and Taking.Examples of this belief we may find in a positive way at GE’s Jack Welsh (“Winning”) or in a much more negative form e.g. The Movie Wall Street with GordenGekko’s famous : “Greed is Good.”What is a fact is that Mr Porter has educated this belief and this behaviour around the globe , at universities and at our leaders in Europe, the Middle-East, Europe and Far-east.I ask myself now at times: How much damage has been done- over this whole period?Why?Because – end 2010/ early 2011 – we hear a complete revised Michael Porter: Let me share some of his most recent words:«A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success. How else could companies overlook the wellbeing of their customers, the depletion of natural resources vital to their businesses, the viability of key suppliers, or the economic distress of communities in which they produce and sell? How else could companies think that simply shifting activities to locations with ever lower wages was a sustainable «solution» to competitive challenges?»*But the question now is:How much of our present leadership is listening to this latest Michael Porter?How many of our present energy corporations are still practicing the old Porter and what they hence learned in their MBA or Executive management class?So still working the old Michael Porter. - I have to share this with you- I think and based of what I have seen and know: unfortunately: much too many.If we donot find ways to improve this old leadership style, I sense we are in for some big trouble.In energy land.But let me help you to gain a positive and healthy perspective of what needs doing in this vital industry and let’s talk a little later of what we can do to improve our leadership.Today. Not tomorrow.
  • But how is that today?Companies started to develop World (energy) scenario’s - now some four decades ago.Stories on a possible and probable future. Generally Companies limited themselves to Two stories: One Good and One not so good (or even bad) Never likely to happen – but to sharpen the boardroom and business mind, and to better understand in what kind of world the company had to thrive or survive.Because that started to matter.Energy Companies were seeking ways to ensure their own continuance and existence.Investment decisions on large and complex operations required a company to ensure its’operation for periods much over 30 years.Hence the interest for scenario’s.Investment decisions and company strategy and strategic choices were being tested against both world scenario’s.If the analysts of the company declared the company fit for both situations- than all was very well.Very well indeed. Or is it?
  • Well- most recently- the scenario’s of the Energy Companies became a little worrisome.As they started to recognizean era of geopolitical, markets, technology and social shifts.The question of access, sustainability and affordability of resources a mayor one.If we look at the dimensions of today’s challenges in the world of energy- we can see a couple of aspects shaping our present energy future.In the East and in the WestBetween the Rich and the PoorBetween the Cleantech and Conventional EnergyThe Market or Plan EconomyBetween Economy and EcologyOpen Social networks vs. More closed and controlled PlanEconomiesLeadership and cultural values: Hierarchical vs. Serving. Perspective on humanity and nationality. Religion vs. Secular.So- tomorrow’s energy future is a little uncertain..
  • And what do we see happening-at the Western and Mayor Energy Corporations around the globe?“satus-quo, retrenchment, wait-and-see or focus”.Focus on Profit and Profitability and Robustness of Portfolio clearly King.And Focus on core business activities with highest upside and profitability potential: ie. Upstream oil and gas.The justification for this present strategy and strategic corporate choices may come from – consicously and unconsciously:Lack of market breakthroughs and profitabilities in the cleantech sectors.; Upstream oil and gas is like investment banking- earning mega box every deal. Cleantech and refineries/ retail is much like retail- ie detail and earning only dimes and centsBusiness “fear”s following the financial crisis (fear of losing jobs, fear of losing money, fear of shareholders sentiment, etc.) - Lack of a clear vision or uncertain future outlook.Laisser-fair or just riding the wave. It is a fossil fuel party our there, right now. It is nice to be at the good side of the party. And who are we to influence the wider world?
  • And not to speak on the ecological damage or social troubles which we may face- over the next decades, if we continue to play business as usual.I would like to quote here, a couple of quotes from the Executive Summary of a most recent report from the OECD on this issue:Progress on an incremental, piecemeal, business-as-usual basis in the coming decades will not be enough.Prospects are more alarming than the situation described in the previous edition, and that urgent- and holistic- action is needed now to avoid the significant costs and consequences of inaction.and a little later - on page 2-By 2050, The Earth population is expected to increase from 7 billion to over 9 billion people. Coupled with expected higher living standards across the globe, global GDP is projected almost quadruple despite the recent recession.Without new policy action, a world economy four times larger than today is projected to use about 80% (my note: ?) more energy in 2050. Furthermore, the energy mix at a global level is not projected to differ significantly from that of today. The share of fossil energy remain at about 85%, while renewables including biofuels would make up just above 10%, with the balance being nuclear.
  • So- sustainable development, and more specifically in our global energy sector- requires a different mind set.A mind-set and corporate strategy to Integrate economic, environmental and social considerations intor business decision making.But how do we do that?If this is clearly not happening today?
  • Well- for some inspiration, we may and consult a bit with the best brains on innovation and strategy.I have taken a look around, talked with a couple of people here and there, read a couple of reports and formulated a possible way of how we can start to use a bit different lenses when we are confronted with the future.And on how we could make decisions, on company goals and objectives, on strategy and on a best way forward in uncertain times.How we can make a much pro-active role, which actually helps to influence and steer our world energy market to the better.To start- I like to share a couple of thoughts of John Naisbitt. He formualted these rules of thumb on future casting (and strategy thinking) already some 20 years ago.But I belief, and based on what I can see and know, they are still very much relevant.Very much relevant for the world of energy. Today and Tomorrow.
  • Now- the DNA and lifecycles in industry and industry segments do matter.If not only because of dimensions and scale.Whereas we have seen a incredible pace of lifecycle acceleration in fashion, consumer goods, IT, phones, social media and internet applications- whenever we create something of significant asset value such as a power stations or buildings- we generally design and construct those with a certain durability or lifetime. The rate of technological and significant change is related to lead times to develop new equipment, create the human capabilities and competencies for delivery, obtain permits to deploy and lifetimes of capital stock and equipment.So- the conventional energy and utility industry has a different pace of architectural changes- as e.g. The IT/energy conservation sector.There is simply too much at stake. Or needed for change. And their is a strong interest to maintain and ‘sweat’ the present assets. The resistance to change can at times be a stumbling block for innovation.Payback times in asset and project developments in the upstream oil and gas can be 15 – 30 years. In the cleantech sector around 7 – 15 years, and in the energy conservation or saving sector less then a year.So- if our desire is to improve the energy sector or our energy architecture as a whole, and we donot wish to rock the boat, too much- we need to start to find the right building blocks for innovation – in each sector- in order to make an orderly and great transition and evolution to the new.For our societies. For the consumers, And for the people working in the energy industry.
  • So –how else can we look at the role of companies and the present needs of evolution?Well- one approach may be to look a little bit more holistically at the role and position of a company in society.Especially that of a energy company. Since it elemental and essential role in order to create the right conditions for society to grow.Much like a bank.Ideally- Energy Corporations center themselves between the market, society, government, financial institutions and technologya and innovation companies- and apply the best and brightest technological solutions to deliver energy to the consumers.In a balanced way.Balancing Product, people, society (economy and ecology) and profit.And remembering the role of an energy company: an utility.An utility to business and wider society.Not the centre for profit-maker.I would rather its’need the centre for “allowing people and economies to blossom”So, in addition,We need to start to realize that we are living on One Planet serving many people.If we approach this world with the old Michael Porter philosophies- than in the world of energy we may find ourselves short or in for some unwelcome surprises. We cannot continue to compete ourselves out of scarce resources or belief we will secure our share because of “a win” over the others. We cannot continue to belief that we can secure our own energy sources such as oil, coal and gas- because we are rich or wealthy, or because we are the largest populated country and leave others (our competitors) to secure or fight for theirs.We cannot continue to belief that we can autocratically determine the transportation markets- if we are the holder of oil and oil reserves.We cannot continue to belief that we are in control, and hence do not have to communicate or listen to the opinions of the markets or the people around the globe.We need to honestly and realistically look again at the total landscape, and start to create solutions for the markets- which the people deserve, and are affordable, available and sustainable over the next 100 years.We need to build new relationships and new energy companies and new business models- based on a balanced mix of the needs of people, planet and profit.And of what realistically can be done.
  • And looking at a bit wider perspective- most recently- we see the importance and focus of corporations on relationships and geography;So- an energy corporation can elect to become a global player, a regional player, or a local player.Or it may find it’s path in becoming a solution player- becoming member in a network or in a value chain.Obviously- the choice of electing your role (or your strategy or vision on the future of your corporation) is further dependent on present and future internal and external factors.What history do you carry? What is the social fabric and DNA of your team and organisation?What options do you have? Or – do you have options?A strategy based on no options – is generally not a strong strategy.But a future based on open and trusting relationships.
  • And using business innovation- to learn and seek new ways for the corporation.I like that.I consider Strategy and Innovation most recently very much related.There are a lot of parallels. Especially considering today’s market and market challenges.Have a look on the internet or buy some books at Amazon. And try to read some different perspectives.I enjoy reading these sources of inspiration- as they most often have one or two new pearls in them- which you may not have thought off before.Interesting sources for reading are, e.g.The Gamechanger.Innovation or Company Strategy realization can be realized on a trial-and-error basis, on the fly, on the ‘I let 99 balloons up in the air and see which one wins’ or can be done in a bit more controlled and supportive way- by creating the circumstances and situation for success.. In conclusion.The world of today needs energy. Lot’s of it.In order to serve this need, the world of energy needs companies with great strategies.Lot’s of it.If you have listened to this presentation, than you have appreciated that a good company strategy is- to my mind- for the coming decades- a little bit more than just a strategy to win. On profits or market share..We need a new mind set and allowing businessto serve our society, and to improve on the present.You can do this every day- in doing everything a little better, or you can do this by building and creating gamechangers or breakthroughs on the present.IN any shape or form- the adoption and exploitation of strategy and innovation is much better if it is created in a stakeholder community- an open value-web of actors , who together share and agree responsibility in shaping this future.If done in a great and significant way- this can and will improve the outlook of the people on the availability, affordability and reliability of energy in our present world energy systemIn a community, in a nation, in a region or in a global wealth block.Energy for One World is committed to share our capabilities with respect to energy architecture innovation and to serve people, firms and our communities in reaching this potential.Helping clients to define good strategies and good business perspectives.
  • The perspective of tomorrow needs to be wider than that. Whenever an existing infrastructure is outdated, we need to introduce alternative options and ways of thinking.What I would like to see is that, whenever a power plant is up for renewal- the people staffing the power plant are working on the following options: - how much energy can we generate locally at our customer base - how much energy can we start saving from our present customer base - how can we combine our new power-load with some new renewable energy production park elsewhere (e.g. concentrated solar or wind).In essence, one would expect- that these considerations will lead to alternative options, and that finally- the utility will conclude that it may need only 40-60% of the initial installed capacity- in order to serve its clients.It takes, theoretically, for example only 27000 VESTas windmills to provide Europe with electricity. Or differently phrased: only an offshore area the size of 140 by 140 kilometres.That is quite within reach, actually.In short...if the perspectives and the scope definition of the replacement projects are taken with a more holistic view- than the USA or EU has surely the option to reduce the number of power plant replacements by a factor two.And save hence worthy fossil fuels for the future and future generations.
  • Now to make good business strategy and good business investment decisions- one needs hence to frame the right perspective, see the right opportunity and make the appropriate analysis for business decision making.That requires new competencies, skills and leadership valies.RealizingEnergy Projects of the 21st century and based on a set of balanced values and a process of quality decision making with the stakeholders of the project:Safety, Quality, Cost and Economics, Time, Sustainability, Do-ability, Risks, and Social Responsibilities.The community, the companies, the people- the environment- and our planet.
  • It is time for a wake-up call and ask the leaders in our large energy corporations what they are willing to invest in the renewal and sustainability of our future world energy system. The world deserves further leadership based on values pertaining to the 21st century.Open, transparent- and willing to let people and societies grow. Focused on the well-being of society, not their sole corporations.No longer looking with a dry and analytical eye to the world, in order to pick own best and brightest fruits , but more the passion and aspiration to create and generate wealth and lasting value – for communities- and in collaboration- with each and every community, in each and every nation and taking care of each and every stakeholder.I invite you to have a good look at your present energy company or oil and gas corporation. What would you like to change and create with them?
  • Thank you, thank you for your interest in this 10th presentation on Energy and Strategy.In these presentations we can only provide you with the most essentials- or the top of the pyramid.What we presently do- is to share with you a painting.A painting of the world today, and how we could start to create some common lines and figures on this painting.How we can start to look and work a little differently. How we can start to learn to play the game of not only today, but also tomorrow.Obviously- and when you have a need- we are very much interested to join you, and help you to shape your country, project or organisation energy strategy.It will be our pleasure.Otherwise- I wish you much wisdom and leadership in the continuation and evolution of your present energy practice.

Energy for One World:  Oil industry strategy, strategic options, and future considerations Energy for One World: Oil industry strategy, strategic options, and future considerations Presentation Transcript

  • Oil Industry Strategy, Strategy Options, andFuture Considerations (including the Green Growth agenda) Energy For One World
  • One world 2030-20502011 9-10 Billion7 Billion People People225 Boe eq. 700- 900 Boe eq.60 Trillion $ 120- 180 TrillionGDP $ GDP 3/22/2012
  • The West: BRIC:“If you do as I have done It’s our time. Let us grow our it will be Economies and take care of a mess.” our peopleLet us all change- rapidly You’ll fix whatever you want to Let’s secure our fix!nation, people and planet Opec and GasPec: You need us! We can deliver your needs! What is all that fuzz about Cleantech and climate change? Emerging:Will there be enough for The poor: us? When will we see Can i afford it? electricity and getWho will deliver it to me? mobility?
  • John D. Rockefeller, 1870:Business Tycoon, Legend and Founder of the first oil major • As no other before- he knew the importance of standards and scale and of access to market (re. transportation prices and rights). By so doing- he built the first true oil mayor. Unbeatable in Price. • Deal-making behind closed-doors and looking at global opportunities in the market with an analytical eye and self-interest. • “Old boys”- network3/22/2012 Energy For One World- All Rights Reserved
  • Michael Porter: “Niche, Cost Leadership or Differentiation” and his remorse in2011 Following several corporate crisis, including the US financial and Wall Street scandals in 2008, Occupy Wall Street, etc.: «A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success. How else could companies overlook the wellbeing of their customers, the depletion of natural resources vital to their businesses, the viability of key suppliers, or the economic distress of communities in which they produce and sell? How else could companies think that simply shifting activities to locations with ever lower wages was a sustainable «solution» to competitive challenges?»*3/22/2012 Energy For One World- All Rights Reserved
  • The role of scenario‟s in the formation of strategy3/22/2012
  • The role of Scenario‟s in Strategy and some discerning news on our nearfuture… • Geopolitical shifts • Societal Change and evolution • World Population vs. Energy Availability (rising energy demand) • Energy Pricing and Energy Affordability • Environmental and Ecological footprint3/22/2012
  • The Mayors, today - compared •BP- “Failed”Beyond Petroleum; Divested Renewables portfolio •Upstream Only/ Divestment from Downstream Core, Focus and Strength Open for and blend-in the new, e.g. CSP, geothermal, PV’s, etc. Total- France Energy inc. Focus on Gas.3/22/2012
  • World Energy Map- Issues, Challenges and Concerns INChSAplus Plan-Economy and Russia geopolitics; Arctic Oil and Gas Production Government Model: Disputes and Rights of access assurances over next decades Promoting the and exploitation of resources Geopolitics and „power game‟ harmonious world Agreement on Best practice and exploitation of resources between the east and the west. Ecological and environmental Re-investment needs for Strong Politics and concerns maintenance and capacity Business alliance to Last stop before the drop? ensure offshore access expansion to resources. Market capture (GtG or Open market) Regional disputes overThe USA & Canada access to resources (including arctic, BP oil spill (Deep Horizon) and chinese sea)offshore drillingOil Sands: Energy Intensity, Ecological Connecting PoliticsFootprint with energy , business and money. • Shale gas and oil shale/sandsexploitation- ecological concerns andeconomic risks (boom and bust) Unlimited in present Clean air acts cravingLicense to operate Africa Latin America Energy For All program. Disputes over oil Ethical questions on rights (Ecuador, exploitation of oil Venezuela) reserves from Lybia, Nationalisation and Sudan, Nigeria, Angola, NOC‟s etc “Brasilian Boom- Ethical questions on new and-Busts?” Opec oil and gas exploitation in Mutual Relationship , respect Ghana, Mozambique, and transparency Emerging Ethiopia- can we export Building own industry. this from an energy needy Stability and geo-political Looking at the East and continent? focus the West for guidance, Are we not depleting Re-investment needs to help and financial Africa‟s resources to the maintain capacity or expansion support. detriment of Africa? . China vs, west .
  • Exploring our world for resources… the rush for gold..and the rush to fuel our world. Not Shell’s view
  • OECD Environmental Outlook to 2050: The consequence of inaction;We need to find the road to Green growth: We have to make room for the new3/22/2012
  • Sustainable Development requires a different mindset3/22/2012
  • John Naisbitt : Mind Set! • While many things change, most things remain constant • The future is embedded in the present • Focus on the score of the game • Understanding how powerful it is not to have to be right • See the future as a big puzzle • Don’t get so far ahead of the parade that people don’t know you’re in it. • Resistance to change falls if benefits are realJohn Naisbitt’s first published BookMegatrends (1982) was at the top of the NYT • Things that we expect to happen always happen morebestseller list for more than 2 years. His slowlyexperience reaches from executive positions inthe corporate world to appointments by • You don’t get results by solving problems but by exploitingKennedy and Johnson, and as an entrepreneur.He is a former visiting fellow at Harvard opportunitiesUniversity, a former visiting professor at • Don’t add unless you subtractMoscow State University, and currently afaculty member of the Nanjing University in • Don’t forget the ecology of technologyChina. He has lived in three continents andtravels the world as one of the most sought-after speakers. He holds fifteen honorarydoctorates in the humanities, technology andscience.
  • Lea d tim e a nd lif etim e m a tter ...taking into consideration existing infrastructure, interests or , serious construction capacity constraints... Buildings Hydroelectricity plants Building cost: 3000 €/ kW CO2 emission: - kg/ Mwh Nuclear plants Construction L.T. : 6 years Fuel costs: 5 €/Mwh Building cost: 1285 €/ kW Coal power stations CO2 emission: 750 kg/ Mwh Construction L.T. : 4 years The rate of technological change is Fuel costs: 15 €/Mwh Building cost: 672€/ kW CO2 emission: 350 kg/ Mwh related to lead times to develop Gas turbines Construction L.T. : 2 years Fuel costs: 30 €/Mwh new equipment, obtain permits to deploy, and lifetimes of capital Vehicles stock and equipment Time 0 years in 10 20 30 40 50 60 70 80 90 100Source: Shell Energy Scenarios 2/1/2012 Energy For One World- All Rights Reserved
  • A standard enterprise web for leading cyclic and open innovations.. Finance & Economy Business Hard-Knowledge Cycle Cycle Technology & Product/Market Enterprise Scientific Combination Breakthroughs Open Market Soft-Knowledge Cycle Cycle Country needs & Societal Transitions
  • Strategy Options (continued)• External Factors- Internal Factors• Relationships: – Global Player – Network Player – Regional Player – Value Chain Player – Local Player3/22/2012
  • Make customers the boss…•What P&G‟s Innovation Transformation Means for•You (Us!);•Drawing the Big Picture:•The Customer is Boss•(Customer and Customer Segmentation, Live It, Work It)•(Nokia’s example in India)•Where to Play, How to Win•(clarity and focus, goals and strategy: the Prius•Move to fast-growing, high-margin, asset-efficientbusinesses)•Leveraging what you do best3/22/2012
  • Framing The appropriate frame is the right people treating the right problem from the right perspective. Inappropriate boundary conditions can result in poor decision-making. Too far About right Too close Problem: Problem: Results: Blindness Overwhelm • Right priorities • Decision-based Results: Results: action • Right answer; wrong question • Non-decisions • Unforeseen threats • OversightEnergy For One World- All RightsReserved • Lost opportunities 3/22/2012
  • A world of opportunity: an new and appropriate replacement policy can make a difference 3/22/2012 Energy For One World- All Rights Reserved
  • “Realizing Strategies of the 21st century based on Values and Quality Decisions”a. Safety and Health of Peopleb. Quality of the Energy Source - Energy intensity, availability, reservesc. Life-time costs and economicsd. Time. Time to complete the project. Life-time of the projecte. Sustainability: ecological footprint , land-use, waste or depletion (earth, air, water), health related issues, abandonment related issues and costs.f. Do-ability. Availability of capabilities and capacities (human, material, etc.)d. Risks: operational, environment, economye. Social responsibility: creation of local jobs, value added to local and global GDP 3/22/2012 Energy For One World- All Rights Reserved
  • Greenleaf Servant Leadership... Robert Greenleaf is considered by many to be the father of the humanistic management movement. And while he may not have been the very first to invesitage the philosophy, he certainly make it far more visible and acceptable in the business world. Here’s the essence of the gospel of Greenleaf. First and foremost, truly great managers want to serve the people they lead. They do this by supporting them rather than dictating to them, and by assigning top priority to employee well- being. Deceptively simple and deeply profound.3/22/2012 Energy For One World- All Rights Reserved
  • Energy Projects of the 21st century: Turning Ideas into Action! Energy Renew Conventio Green GDP Efficiency ables nals • Some argue that in times of economic uncertainty, sustainability is a luxury we cannot afford. I say that we cannot afford to wait. Advancing economic growth, lifting people out of poverty and protecting our planet are all part of the same agenda: the sustainable development agenda. What connects them is energy. Energy for all is an idea whose time has come. Turning ideas into action depends on us all. • Ban-Ki-moon, Secretary of the United Nations 3/22/2012 Energy For One World- All Rights Reserved
  • Energy For One World www.EnergyForOneWorld.com www.energyforoneworld.blogspot.com Mail to: AdriaanKamp@energyforoneworld.com•3/22/2012