Shell Oil has been employing scenario planning practices as a way to analyze its market the impacts that global and regional events and shifts may have for decades. These same principles and practices can be applied to any business and are particularly useful, when scaled appropriate, to business decision-making in energy industries.
Shell scenarios, modelling and decision-makingShell plc
Presentation by Guy Outen (EVP Strategy and Portfolio) and Wim Thomas (Chief Energy Adviser) on September 8, 2017, providing an overview of how Shell quantifies scenarios, using its own detailed energy models, and their use in strategy setting and portfolio decision-making.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
Shell scenarios, modelling and decision-makingShell plc
Presentation by Guy Outen (EVP Strategy and Portfolio) and Wim Thomas (Chief Energy Adviser) on September 8, 2017, providing an overview of how Shell quantifies scenarios, using its own detailed energy models, and their use in strategy setting and portfolio decision-making.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
GE electronics
Founders
Chief Executive Officer
GE Company Goal
Objectives of the company
Logo and Slogan of Company :
GE Products (Global)
Businesses
GE Aviation
GE Capital Finance
SWOT Analysis
Milestones in India
Taxes Of The Company
Six Sigma Methodology
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Human-centred design (HCD) is sweeping business because of the way it profoundly reconfigures how companies develop strategy, solve their most pressing problems and successfully compete in an era of constant change.
But is there any hard evidence that HCD has a measurable impact?
There is. Design Management Institute found that S&P 500 companies who use HCD outperform their competitors by 211 percent. Forrester Research found that organizations with sophisticated HCD capabilities can deliver an ROI of 85% or greater on their innovation initiatives.
Join Tom Merrill, Master Facilitator at ExperiencePoint, for a 45-minute webinar to learn:
The foundations of HCD and how the approach can be used across an organization to drive customer-centricity, innovation and people-led transformation
The fundamental steps required to build a design-led organization, including how to sell HCD internally
How innovative companies are using HCD as a competitive advantage to drive record growth and success
The potential barriers to innovation and how to overcome them
An approach to measure the overall impact of HCD in practice
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
Placed 1st out of 20 teams advising board members of a medical technology company on various strategic alternatives and maximizing shareholder value by utilizing discounted cash flow (DCF), precedent transactions, and comparable companies in a pitchbook presentation
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Cleveland Research Company Stock Pitch Competition Finalist PresentationNick Meyerson
Finished in the top 5 teams, presented this slideshow to a panel of equity research analysts and associates, and fielded questions about Mobileye's capital structure, its share price's sensitivity to excitement in the media, and projections including a DCF analysis, comparables analysis, and multiple sensitivity analyses.
Was one of five teams to present in front of a panel of equity research analysts and associates. Pitched Mobileye (MBLY) stock as a buy with a 12 month price target of $70.00 with a 67% upside from its current share price. As of 9/9/2016, MBLY is up 31% since our pitch.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
GE electronics
Founders
Chief Executive Officer
GE Company Goal
Objectives of the company
Logo and Slogan of Company :
GE Products (Global)
Businesses
GE Aviation
GE Capital Finance
SWOT Analysis
Milestones in India
Taxes Of The Company
Six Sigma Methodology
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Human-centred design (HCD) is sweeping business because of the way it profoundly reconfigures how companies develop strategy, solve their most pressing problems and successfully compete in an era of constant change.
But is there any hard evidence that HCD has a measurable impact?
There is. Design Management Institute found that S&P 500 companies who use HCD outperform their competitors by 211 percent. Forrester Research found that organizations with sophisticated HCD capabilities can deliver an ROI of 85% or greater on their innovation initiatives.
Join Tom Merrill, Master Facilitator at ExperiencePoint, for a 45-minute webinar to learn:
The foundations of HCD and how the approach can be used across an organization to drive customer-centricity, innovation and people-led transformation
The fundamental steps required to build a design-led organization, including how to sell HCD internally
How innovative companies are using HCD as a competitive advantage to drive record growth and success
The potential barriers to innovation and how to overcome them
An approach to measure the overall impact of HCD in practice
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
Placed 1st out of 20 teams advising board members of a medical technology company on various strategic alternatives and maximizing shareholder value by utilizing discounted cash flow (DCF), precedent transactions, and comparable companies in a pitchbook presentation
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Cleveland Research Company Stock Pitch Competition Finalist PresentationNick Meyerson
Finished in the top 5 teams, presented this slideshow to a panel of equity research analysts and associates, and fielded questions about Mobileye's capital structure, its share price's sensitivity to excitement in the media, and projections including a DCF analysis, comparables analysis, and multiple sensitivity analyses.
Was one of five teams to present in front of a panel of equity research analysts and associates. Pitched Mobileye (MBLY) stock as a buy with a 12 month price target of $70.00 with a 67% upside from its current share price. As of 9/9/2016, MBLY is up 31% since our pitch.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
What Is Solution Architecture? The Black Art Of I/T Solution ArchitectureNick Noecker
A point of view of "smart meter." From the front lines of the fire fight...through the lens of actual global engagements reconfigured into a composite. You can never predict the outcome of a Big Burn.
An introduction into how solution architecture is a discipline that helps teams and organization understand technology challenges and problems before they happen. Understand why apparently free solutions may often become the most expensive. Learn too expect that having too much choice (and freedom) isn't always a good thing when building state of the art systems in the real world. Find out why integrating systems is a necessary evil that must be tamed, not avoided. And be prepared to ask questions - because defining the problem is often a lot harder than finding a solution.
Scenarios are used to explore alternative futures. This presentation provides definitions and types of scenarios (i.e. single, multiple, archetype scenarios), describes the scenario planning process, and gives examples of selected scenarios.
Human Resources Executive webcast content featuring Dr. Aaron Sorensen, Axiom Consulting Partners, speaking on the use of scenario planning techniques in strategic workforce planning
Little “i” Innovation: Why Small Ideas Matter as much as Big OnesGuthrie Dolin
When it comes to design-led innovation, we love the big idea — those breakthrough inventions that signal a disruptive change. But these big ideas are rarely the result of a single moment of genius. Instead, it comes from the culmination of smaller ideas, developed over time, from the minds of many. The ideas that really stick in our fast-paced digital world are the ones that “live in beta” — embracing a culture of learning, adapting and improving everyday. In Little “i” Innovation, we will explore how the process of continual, incremental improvement has been used to develop some of the worlds most innovative and dominant consumer brands.
The Future of Global Financial Services - Vision 2020 Mumbai September 2008Ross Dawson
Presentation by Ross Dawson at the Vision 2020 - Financial Services Sector conference, run by NDTV Convergence and Wipro, held in Mumbai on 12 September 2020
Previous Webinar Topics/Agendas/Speakers/Recordings
I. SDGs vs/ESGs: is there a "better" measure of sustainability?
1. What are the sustainability risks, opportunities, impacts?
2. SDGs vs. ESG: what are the sustainability KPIs?
3. What are the sustainability metrics to measure sustainability performance?
4. How the sustainability metrics are related among SDGs, GRI, SASB, WEF, and other reporting frameworks?
5. What are the current issues and challenges in sustainability measurement?
6. Is there any solution or better way for sustainability measurement?
Speakers: Maziar Zarrehparvar Juliana Hess Joe MacDonald
Recording: https://www.youtube.com/watch?v=SE0rd0sjgkk&t=2s
II. Balancing Sustainability and Profitability
1. ESG/Sustainability Imperative v. Conundrum
2. Stakeholder Capitalism v. Purpose
3. Sustainable Economic Growth
4. Value Innovation for Sustainable Economic Growth
5. Business Model Innovation for Profitable and Sustainable Business
6. Sustainability Balanced Scorecard for TBL
7. Industry/Business Specific Cases
Speakers: Brett Knowles Kit Oung Manuel Vexler
Recording: https://www.youtube.com/watch?v=7IRdosKHdas&t=3s
III. Climate Risk Management: is there a secret sauce?
1. What are the climate change risks and how to mitigate them?
2. Can we quantify the climate change risks?
3. Top-down v. bottom-up: which one is better for climate change management?
4. What are the climate change opportunities
5. Carbon accounting standards and automation solutions
6. Financial impact of climate change risks and opportunities
7. Decarbonization/Net-zero strategy
Speakers: Greg Rogers Mark Trexler João Llorente
Recording: https://www.youtube.com/watch?v=Q7NbWcsRMFw
IV. ESG for Startups and Venture Capitals
1. ESG imperative for startups and VCs
2. Material ESG factors for startups
3. ESG strategy for startups
4. ESG performance measurement for startups
5. ESG based portfolio strategy for VCs.
6. ESG reporting strategy for startups and VCs.
7. Impact investing for startups
Speakers: Maziar Zarrehparvar Andrew Haughian Bee Hui Yeh
Recording: https://www.youtube.com/watch?v=NLr2xGddPQI&t=36s
V. SDG9: sustainable infrastructure, will we meet the goal?
1. What is a sustainable infrastructure?
2. What do we mean by "sustainable infrastructure for climate change resilience"?
3. In what consists a "sustainable energy infrastructure"?
4. How to secure the critical sustainable infrastructure?
5. What is the process of digital transformation of sustainable infrastructure?
6. How does financing sustainable infrastructure work?
7. Are there best practices in sustainable infrastructure development projects?
Speakers: Tucker Pribor Abir Mymuny Michele Nati
Recording: https://www.youtube.com/watch?v=F7cLVKgZihc&t=6s
VI. Sustainable Finance: A trade off?
1. Current status of the sustainable finance
2. Financial resilience of ESG-minded companies: is there any strong evidence?
3. Will strong ESG performance leads to better risk-adjusted financial performanc
Due to cold ground water temperatures and high insolation, Colorado has the best solar thermal resource in North America. With the proper combination of policy and industry investment, Colorado could be positioned to be a solar thermal powerhouse along the entire supply chain. However, the state faces a significant gap in its solar thermal workforce. With a concerted effort, this gap could be effectively addressed, but action must commence soon.
The oil & gas industry has had a volatile ride for the last decade. Oil prices have been fluctuating between $30 and $130/bbl and with Shale oil appearing as a serious competitor and LNG positioning itself more as the transitionary fuel of the future. Of course we never knew what we do not know but it seems to be getting more unclear what the future holds, especially for the oil & gas industry. Uncertainty seems to rule, and turbulence of our business environment seems to be reaching a new tipping point year after year, and the end of common strategic planning is in sight.
Delivering Predictable Results in an Unpredictable Business EnvironmentPortfolio Decisions
In this white paper, we share what constitutes predictable business performance, who is responsible for predictable business performance, and how executives manage trade-offs between growth and predictability.
We are currently in the midst of one of the deepest downturns in the upstream industry in recent years. Challenging times are ahead for those looking to invest capital and grow their companies in this environment.
Petroleum Economics is all about the allocation of scarce resources. Investment capital is certainly that scarce resource at the moment. In this environment, companies are looking for people to develop highly advanced skills in upstream petroleum economic and financial analysis
Royal Dutch Shell plc capital markets day 2016 Shell plc
Ben van Beurden, Chief Executive Officer of Royal Dutch Shell plc hosted a live analyst video webcast of the Capital Markets Day on Tuesday June 7, 2016, providing an update on the company’s strategy, that sets a clear course for stronger returns and free cash flow.
Driving Profitability With Sustainable Business Practices FinalBrad Barbera
Presentation from the 2009 Front End of Innovation Conference
Describes the theory and practice of initiating a formal sustainability program in an organizaztion.
To fully understand the presentation, it is best to download it, open it up in PowerPoint, and view it in the "Notes View" format. Full speaker's notes are included, explaining what was discussed in each slide.
A Better Life with a Healthy Planet: Pathways to Net Zero EmissionsGlobal CCS Institute
In July, the Shell Scenarios team released “A Better Life with a Healthy Planet: Pathways to Net-Zero Emissions”, a supplement that builds on Shell's New Lens Scenarios published in 2013, which showed that economic growth coupled with near net-zero emissions is a challenging but achievable vision.
The energy system responds to the demands of a growing number of people in the world with aspirations to make life materially better for themselves and their children. Meeting this demand will probably require approximately doubling the size of the global energy system over the course of this century. And that means the potential growth of atmospheric CO2 and other greenhouse gases – unless something is done at the same time to reduce these emissions, so that there are no net additions. It is valuable to recognise, however, that a net-zero emissions world is not necessarily a world without any emissions anywhere. It is a world where remaining emissions are offset elsewhere in the system, an outcome that is more rapidly achievable and hence more consistent with limiting the accumulation of greenhouse gases. This means that the world will need “negative” emissions in some sectors to offset remaining emissions in others such that zero additional emissions enter the atmosphere – the so-called “net-zero.”
Shell’s work led to a conclusion that that providing the necessary energy in the context of net-zero CO2 emissions is technically feasible but it will be very challenging. We know that such a future will be built on a patchwork of solutions, not a single pathway. Solutions may work in one place even if they aren’t necessarily suitable for every situation. And it may be difficult to predict whether a solution that works well in the lab or on a small scale can succeed in global deployment. In this booklet, we distil what we have learned so far in an attempt to answer a fundamental question: How could the energy system evolve to provide “a better life for all with a healthy planet?”
The webinar was presented by David Hone. David is Chief Climate Change Adviser for Shell, a board member and former Chair of the International Emissions Trading Association (IETA) and a board member of C2ES in Washington. He is a regular climate blogger and is the author of a series of books on the climate issue under the title “Putting the Genie Back”. David provided a summary of the scenario and was followed with a live Q&A session with the webinar audience.
Royal Dutch Shell plc second quarter 2016 results webcast presentationShell plc
Ben van Beurden, Chief Executive Officer of Royal Dutch Shell plc hosted a live audio webcast of the second quarter 2016 results on Thursday July 28, 2016
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How Thermal Renewable Energy Can Benefit Your Greenhouse Operations and Botto...Leslie Martel Baer
Thermal energy consumption is often overlooked in assessments of how to improve an operation. Not so for greenhouses, where the performance and cost of thermal energy is a make or break issue. Because of the large thermal loads of these operations in northern states and the heightened awareness that their operators have of thermal energy, renewable energy--after a robust energy audit and execution of energy efficiency measures--can add measurable benefit to these operations.
When the Colorado Department of Agriculture (CDA) recognized that renewable heating and cooling (RH&C) technologies were being under-utilized by their constituents, they asked for the development of a strategic plan or roadmap to help them identify the most effective ways to encourage increased use of these technologies among Colorado's agricultural producers. This document was the result, guiding CDA through a strategy that would help thousands of producers implement some six different technologies across nearly a dozen different agricultural sectors.
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RESA Reporting in Colorado: Big Data with Many StakeholdersLeslie Martel Baer
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Colorado has been a leader in energy policy that encourages a transition to clean, low-carbon resources. However, policy encouraging the use of renewable heating and cooling (as opposed to electricity) technologies has lagged. A coalition of industry associations, state legislators, and citizens groups has form to encourage the adoption of an RTS: a renewable thermal standard. The economic and environmental benefits would be tangible and well worth the pursuit of this policy.
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Improving profitability for small businessBen Wann
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What Can We Learn from Scenario Planning at Shell Oil
1. What We Can Learn
from Scenario
Planning at Shell Oil
Leslie Martel Baer
President, Energy Intersections, LLC
Herb Rubenstein
Executive Director, The LEEEGH
ASP 2012
1
2. Global Energy Management (GEM) Program
Business School
University of Colorado, Denver
Peter Snowdon
Head of Communications
Shell Chemicals
Cintia Gavay
Senior Research Analyst
Global Energy Modeling
IHS
Acknowledgements
2ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
3. Today’s Presenters
Leslie Martel Baer
President, Energy Intersections
Research, analysis, strategic planning
Energy Intersections blog
Strategy
Cross-sector collaboration
Experience
business management, communications, and
project management
renewable energy, socially responsible
investing and materials recovery industries.
Education
MS, Global Energy Management, CU Denver,
Business School
MA, English, University of Michigan.
BA, biochemistry, CU Boulder
Herb Rubenstein
Executive Director, THE LEEEGH,
Non-profit
“Leadership in education, energy,
environment, governance and health”
President, Sustainable Business Group
consulting firm to businesses
Adjunct professor of strategic
management, Global Energy
Management, CU Denver
Founder of the Colorado Chapter,
Association for Strategic Planning
Member of the national board of
directors of ASP
Author
Breakthrough, Inc.: High Growth Strategies
for Entrepreneurial Organizations,
Leadership Development for Educators
Leadership for Lawyers
Over 100 articles and over 80 videos on
business strategy, entrepreneurship,
leadership, and improving organizations
3ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
4. What are Scenarios?
Scenarios are not
Projections
Forecasts
Predictions
A preference (usually)
Scenarios are stories
Plausible
Recognizable
Challenging
Call for debate and
vision
4ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
5. Allow an organization to answer “What If?”
Creates awareness of future possibilities
Allows for response preparation
Encourages engagement and discussion
Diverse viewpoints are gathered
Best ideas, practices are identified
Permits deeper assessment of risk
Economic
Political
Resource (energy)
Why Develop Scenarios?
5ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
7. Three “Known Knowns”
Energy demand
will accelerate.
Supply will fall
behind.
Environmental
stressors will
continue to
increase.
7ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
8. How will we respond to environmental
changes?
What energy technologies will be deployed?
Do the molecules exist to meet supply
without worsening environmental stressors?
Are they technologically accessible?
Are there political barriers to them?
Identify “Known Unknowns”
8ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
9. Scenarios show multiple paths to multiple
possible outcomes (more than one story is
required).
Corollary: production of a scenarios does not
imply a probability of or preference for that
scenario (usually).
Scenarios do not constitute mandates.
Scenario planning does not tell you what to do.
It tells you what the world around you might do.
You can prepare and respond accordingly.
Two Keys to Scenario Development
9ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
10. The Core Scenario Team
Starts with
leadership
Represents all levels
Represents all
departments/
divisions
“Out-of-the-box”
thinkers
~50 internal staff
10ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
11. Workshops held around the globe
U.S., Europe
Australia
Qatar and Kuwait
Singapore
In industry and out of industry
Thought leaders; strong networkers
Participate for first 18 months
“Golden Ticket”
Stops “That hasn’t happened before” thinking
Additional Invitees
11ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
12. Ask, “What are we together to answer?”
Create a replicable workshop process
Gather existing data
Workshop participants tell stories on data
Fact check draft stories against data, models
Identify the most consistent stories
Brand final scenarios to aid assimilation
Build strategies in response to the stories
The Process
12ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
13. Plausible, recognizable,
challenging scenarios
Tested against data and
assumptions (e.g., about energy portfolios)
are realistic
Clear brand; instant recognition of “stories”
Can be applied to strategic decisions
Challenges status quo
Outcomes
13ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
15. Blueprints Scramble
See the three known knowns as a
challenge
Short term: overwhelmed by
known knowns
Focus: develop solution suites Focus: keep the lights on today
Leaders—starting local, mayors—
share best
Governments—due to supply/
demand, environment—become
nationalistic and competitive
A price on carbon evolves,
eventually globally
Focus on coal, “bad” biofuels:
independence, nationalism
Greater electrification of the
vehicle fleet
Electrification is largely
unpursued
Supply-demand gap, but
transition is relatively smooth
The gap between supply and
demand becomes painful
Highlights of Two Paths:
Blueprints & Scramble
15ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
16. Clear Identities, Clear Choices
Coalitions develop Blueprints for a
new energy framework
Governments Scramble to secure
their own energy supplies
16ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
19. How Shell Applies the
Energy Scenarios
Impacting Strategic Decisions
19ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
20. 1970s oil Crisis
Growth in unconventional natural gas
Slow down in key market GDPs
OPEC response to rising oil prices
Arab Spring
Anticipating Big Shifts
20ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
21. Pull out of Mackenzie (Alaska to lower 48)
pipline
What will energy prices look like with/without?
Sell large UK refinery
A First: Shell actively prefers “Blueprints”
and is pursue strategies to move markets in
that direction
Apply Scenarios to Strategy
21ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
23. Spectrum of voices; events inside and outside of industry
Clear budgets, timelines, personnel; support from the top
Information flows in all directions; continually collect data
Number of scenarios for your purpose, from draft stories
Shell typically produces two
IHS operates with three: Global Redesign, Metamorphosis
Vortex
Determine the audience of your scenario products
Internal market
Public (value add?)
Invest in branding; allows audiences to instantly recall
implications of a scenario entails by seeing logo, name
Seek support: e.g., Scenario Planning Institute (CSU) for
training, research, consulting
Steps for an Internal Process
23ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
24. Transportation Firm
Long-term implications of fuel prices?
What events in Wall Street Journal imply one
scenario or another?
Potential for new fuel options anticipated?
Overseas Manufacturing
Stories about human capital, resources, income
Monitor these stories
Develop contingency plans?
Save Time & Money:
Apply Existing Scenarios
24ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
25. Plausible, recognizable, yet challenging stories
Well researched and verified with data
Based on today’s realities
Describe potential realistic, unfolding realities
High stakes stories
Guiding the allocation of billions and trillions of
dollars
Describe multiple possible future realities
Need multiple pathways
Result in multiple scenarios
Might end up “bracketing” reality (e.g., Shell’s
“Recession & Recovery)
Scenarios: Vision for Value
5/1/2012 25ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer
26. Anticipates global economic, energy trends
Creates buy-in
throughout the
organization
Engenders engagement
Offers practical insight
into strategic decisions
A Resource for Creating Change
26ASP 2012 Conference Presentation Scenario Planning at Shell Oil Rubenstein, Baer 5/1/2012
27. Thank you!
Questions? Contact Us:
Leslie Martel Baer
Energy Intersections 303.377.5006
leslie.baer@energyintersections.com
Herb Rubenstein
The LEEEGH 303.592.4084
herb@sbizgroup.com
www.theleeegh.org
www.sbizgroup.com
www.leadershipforeducators.org
www.leadershipforlawyers.org
27
Editor's Notes
Intro by Herb
Thank ASP, everyone here.
Last December, I was one of several students in the University of Colorado Denver Business School Global Energy Management Program’s International Course, which was a unique opportunity to meet in a small group setting with key personnel from across the energy value chain on their home turf in the London area. One of the people with whom we met was Peter Snowdon, Head of Communications at Shell Chemicals in the U.K. and one of the people deeply involved in their scenario planning process. Peter walked us through Shell’s process as well as the most recent iteration of their energy scenarios, and we’ll summarize that information here today. During that trip we also had the opportunity meet with staff from IHS, at which time Cintia Gavay walked us through IHS’s scenarios, allowing us to introduce a cursory comparison here. Thank you to all of the orgs.
Scan
Energy newbie, long-time strategist
Herb – knows lots about strategy, energy industries, ribbons
Fascinated by scenario planning
Who’s in the room?
I let you scan through these mini bios on myself and Herb to get a feel for whose up here today.
I think the key take-away for me is that – other than my recent MS and extensive pro bono work for renewable energy industry associations, I’m a newbie in energy. But, what I discovered through the degree is that I’ve been providing strategic planning in space within or near to energy for a very long time… I just didn’t know enough to call it that, so it was either indiscriminately ignored at my client’s peril or was gladly obtained by other clients at absurdly low fees.
In regard to Herb, you’ll want to know that this guy knows a tremendous amount about both strategic planning and the energy industries – not to mention he is a very entertaining speaker – so you have to get through me hear all of the valuable things Herb has to say.
I do think it is safe to say that both of us are fascinated by scenario planning, take it very seriously and believe deeply that it is a powerful tool – whether you are generating your own scenarios in house or adapting those of other firm’s, like Shell’s to your own use.
So, who is in the room today? How many of you have professional experience with scenario planning? How many have explored the concept? How many are here to explore it for the first time?
Ask for definition
What they are not
What they are
Exceptional stories: data, modeling, diverse views
Allocations for staff, schedules, budget: but they will tell you that the recession and the Arab Spring are coming
Would anyone here like give me their definition of scenarios – we’ll get to the why we conduct scenario planning in a minute….
Okay, great… we seem to be on the same page here; we’re employing similar vocabulary: they are not projections or forecasts and MOST of the time they do not express a preference by the team that develops them, although we will see an exception to that later; they do need to be plausible, recognizable, challenging stories that demand debate and vision from the developers. And, these are exceptional stories, requiring a great deal of data modeling, fact checking and input from both inside and outside the firm to develop, with narratives developed to fit the facts and the remodeled and adjusted to fit again – which means they require allocations for scheduling, personnel and budget.
Stories that help you see the potential of an Arab Spring or a global recession.
Ask “Why” Scenario planning?
Ask & answer “what if”
Energy producers and energy consumers often have to make 20 or 30 year decisions
mid-continent natural gas producer… do you make a long term contract? Infrastructure? Regulation?
Chemical company? Where does the plant go?
Diverse viewpoints; helps best practices to pop out – talk to the people on shop floor.
Leads to deeper understanding of economic, political and resource risks and opportunities
So, now, let’s get to that “why” issue: who has some thoughts as to why a firm may want to conduct scenario planning?
Good, good… let’s roll with that: the process itself allows a firm to ask and answer “What if” questions about those potential combinations and pathways. For example, what if mid-continent natural gas prices stay low but prices start to rebound on the coasts? If you are a smaller producer in Colorado, would it make sense for you to join make a 30-year investment with competitors in infrastructure to move your product out? Or, is the risk of long-term regulation of hydraulic fracturing likely to make long-term production to cost prohibitive? And, what happens long term to those coastal markets if you make that investment or that regulation is or is not implemented? Or, what if you are a chemical company: does it make sense to site a new facility near one of the gas plays that is producing at low cost to obtain a cheap feedstock? Or, do you want to invest in that long term infrastructure? And, of course, these types of questions are being answered
Because the process demands broad engagement and discussion in order to produce viable scenarios – remember, these are plausible, reliable and challenging stories about the future – it will inherently require the gather of diverse viewpoints. It will also help make best practices from the people “on the shop floor,” so to speak, pop out. The scenario planning team can begin to collect these practices, gathering them together for future analysis application.
Overall, what a company should expect from conducting scenario planning – either from scratch or by applying a third-party’s scenarios (like Shell’s) to their own interests and circumstances – is to have a much deeper assessment of the opportunities and risks ahead with respect to economics, politics and resources.
Established the sense of what scenarios are and their benefits
Look at how Shell does it
Arguably, most robust and comprehensive set of scenarios
Publicly available
Good tool for understanding scenarios
Useful to apply to own firm
So, given what scenarios are in a broad sense and what benefits a firm might expect from conducting scenario planning, let’s take a closer look at how Shell goes about doing this. Shell, arguably, produces some of the most comprehensive sets of scenarios, and they publish the fundamental findings of those scenarios, so they are a great resource to both understand and apply.
When Shell team sits down – talk about team in a minute
They establish known knowns
Doing this for energy scenarios, related to but more focused than global scenarios
These three
How do they know?
The automotive assembly line: everybody wants it (iconic)
Development hockey stick of energy use (IHS graphs, BRIC) – demand and impacts on supply
Yes, alternatives are coming, but most are not here
We’ll use fossil fuels for many years, so carbon emissions will rise, global warming will advance, environmental impacts continue w/ the economic implications that brings
Well established known knowns understood and accepted by the industry
Crucial foundation for scenario planning process for your industry or company, as Diane Meister said yesterday
When the Shell team sits down to generate the next iteration of scenarios – and we’ll get to the make up of that team in a minute – they begin by establishing a set of “known knowns” to which they can all agree. For their most recent energy scenarios – and, keep in mind that Shell’s energy scenarios are essentially a subsidiary product of their global scenarios, the later taking into account political activities, cultural shifts and so on – so for their energy scenarios, they determined that the team definitively knew three things: energy demand will accelerate, supply will fall behind, environmental stressors will continue to increase.
I’m showing an automobile assembly line because it is iconically representative of what this century will be about and what that means for business: everybody wants this. The entire world wants what Americans and other developed countries have. Each person wants to have a car and the independence to go where they what when they want. They want the economic and energy freedom to buy what they want, use whatever technology they want, just like we do. IHS, whom will discuss a little more later, has produced some astonishing graphs about how energy use changes as countries hit the development hockey stick. The implications for energy supply and demand are phenomenal, particularly as we watch the BRIC countries approach the angle in the stick.
And, right now, we have a wide array of alternative technologies in the pipeline to help us eventually meet the demand – from increased efficiency to new fuels and new generation sources – but most of them are not truly ready today. That means we will remain enormously dependent on fossil fuels for many years to come. That means that carbon emissions will continue to rise and global warming will continue to progress, resulting in increasing environmental impacts that bear with them economic effects. (scientific paradigm.)
So, that’s how Shell can rely on these “known knowns” – they are pretty well understood and accepted within the industry, based on economic and resource modeling, for example. It is equally important for your team to start with the relevant known knowns for your industry; maybe it’s these, maybe it’s something else.
Obviously, the next step is identifying the known unknowns…
Representative list
Environment
What will companies do (Duke energy)
What will countries do (local, national, international – 2/3 of US population lives under an RPS)
Look at past responses to crises, existing plans, proposed plans, public sentiment
Technology
Could be efficiency (51/49; RMI/BMW – carbon fiber car bodies)
Look at what’s in the pipeline, “Moore’s Law”
Molecules
Can we find or make them?
Can we get to them (tech/econ)
Can we get to them (political; France, Germany)
Look at the past; model the future
Collect data around these questions, do the modeling where needed, start developing the stories.
So, once they’ve laid out what they know, the Shell team looks what they know they don’t know.
In this case, the list is pretty darn long, but much of it is quickly identifiable. These questions represent just a short list of some of the key known unknowns.
Obviously, Shell can’t predict exactly how companies and countries – on the local, national and international levels – will respond to our environmental challenges. However, they can examine past action, proposed action, public sentiment, historical responses to crises and so forth to assess the possible responses.
The same is true regarding game-changing – or even incremental – technologies. According to the U.S. Energy Information Service, over half of the primary energy that we use in this country is simply lost. So, new efficiency technologies, such as the carbon fiber auto body espoused by the Rocky Mountain Institute and going into production my BMW, could dramatically change that supply and demand equation in certain sectors. The same is true of new fuels or generation technologies? But, again, which ones? So, Shell factors in what they know about technologies in various stages of development. They apply model that illustrate historically how many of these come to fruition and how quickly – sort of the “Moore’s law” of energy technologies – and they identify the most likely pathways that the world will follow. Note that I said “pathways” plural, because this is not a single solution problem, and they want to see all of the likely possibilities so that they can prepare for them.
Just as it is a legitimate question to ask whether or not the molecules actually exist – thinking here in terms of environmentally sound fuels – or could be made to exist, it is equally legitimate for companies like Shell and other’s impacted by energy issues to ask whether or not we can get to them if they do?
And, of course, one of the greatest known unknowns is what political barriers there may be to accessing the molecules – whether synthesized or innately in natural resources, or political barriers to technologies, or to adoption and so forth.
These are the types of questions that must be explored in depth, with thought leader across and outside of the value chain, through modeling, and so forth. Through analyzing these questions, Shell forms the stories that become their scenarios.
Go back to “usually”; 50 years; influence
There are two key realities about scenarios as understood by Shell that I want to draw your attention to.
First, as I’ve already emphasized, this mass of information does not lead to a single conclusion. Instead, it shows you the multiple possible pathways ahead, each leading to a different destination. As a result, more than one story – more than one scenario – is required to explain the possible different outcomes. A corollary to the previous fact is that, just because you end up with multiple stories does not mean that you get to express a preference for one of them.
That’s because of the second key, which is that scenarios are not a mandate developed by your firm. They are instead telling you what the world might and how you might prepare accordingly. So, generally, you don’t get to pick which scenario you like. You need to be prepared for whichever path the world follows.
Except, you’ll note that I said “usually” above, about not imply a preference. Well, we’ll see that Shell – for the first time in 50 years of scenario planning – does have a preference for one of its energy scenarios. And, because they know that they can at least influence which of the paths are followed, and other energy producers and users can also influence those paths, they are recommending actions that will direct the world toward one scenario over another… which is a very interesting development as Herb will explain later.
Team
Leaders need to support, believe it benefits long-term strategy; allocations, budget, talk it up (get people on board)
Members from every unit and level; helps to get best practices to come to the top; gets more objective answers to questions
Out of box: want the person who say, “Mid-continent @ $1” “Yeah, volatile” “What if”
50 internal who fit criteria
So, in Shell, who does all of this discussion and debate, modeling, interviewing, analysis, etc?
Well, it has to start with leadership, or – as Peter warned us – it doesn’t get done. And, that means leadership at the top of the organization, at each division and business group. Those folks have to believe that scenario planning benefits the long-term strategy of the firm and they have to support the allocations and budgeting for it… and they need to talk it up.
Once leadership is onboard and ready to make it happen, the team requires membership from every unit and every level of the organization. That’s the only way to get those best practices I mentioned previously to rise to the surface, and it is the only way to draw objective conclusions about the known unknowns.
It also helps a great deal if these representatives are out-of-the box thinkers and enthusiastic about the assignment. You need people who will say, “What if mid-continent natural gas prices stay at $1 for the next 10 years?” Because someone will always say, “Oh, that will never happen. It never has before. Gas prices are always volatile.” You need someone who will come back and say, “Yeah, but what if?”
So, Shell finds about 50 internal staff who make up the core team and who fit these qualifications of representing the entire firm, top to bottom, left to right, and can pursue those what ifs.
150 more people in workshops everywhere
In and out of industry
See, hear, think: energy usage; technologies; resources; politics; culture
Workshop with core and these men and women for 1.5 years
Diversity of participants is golden ticket (and time, Peter Sorenson)
Only past “that hasn’t happened before” can you create viable scenarios
Then, they hold workshops – everywhere they can. They end up bringing in about 150 more people, from in and out of the industry, who are thought leaders and who have really strong networks. That’s because these thought leaders – scattered all over the globe and in all different industries – are talking to people. And, they see, hear and think things – about energy usage, about technologies, about resources, about politics, about culture – to which the folks inside of Shell may not be exposed.
So, the core team workshops with these men and women for about a year and a half. And, this process – with this diversity of participants – is what Peter calls their golden ticket to stopping the “that hasn’t happened before” thinking that I already mention. Shell knows that it is crucial to get beyond that to create viable scenarios.
Fundamentally, the planning process is about asking, “what have we come together to answer?” So that the question at hand is clear, defined and keeps the group focused.
Setting a defined question to answer also helps them to create a replicable workshop process. It all comes back to answering that question.
The existing data are gathered together and present to the participants, and then the folks in the room begin to tell stories on and around these data… asking and answering the what ifs?
These draft stories are then fact checked: do they make sense given the data? Do they fit with the models? Adjustments are made to ensure that they fit all the data that can be applied, and the most consistent stores are selected and assembled into final scenarios.
These scenarios are then branded – which is a surprisingly important step in facilitating assimilation of the scenarios within the organization that Herb will discuss. Then, naturally, the scenarios, these stories, are used to develop the company’s strategies for the coming years. These strategies are the manner in which the firm will respond to the stories.
So, the result is that Shell ends up with scenarios – two, in fact, that Herb will walk through – that are plausible, recognizable yet challenging and have been rigorously tested against actual data and the assumptions in which for example about the way energy portfolios may evolve can be deemed realistic.
The stories are instantly recognized through branding
They have a robust tool to add to their strategy development toolbox
And, most importantly, Shell has challenged the status quo in their thinking. As we all know, NOT challenging the status quo is when firms – especially leaders – get themselves into trouble.
Given that foundation, I’ll turn it over to Herb for a discussion of Shell’s current scenarios, and how they might be applied.