A considerable number of large mining capital projects were placed on hold as commodity prices lowered beyond breakeven points in late 2015 and early 2016. Now that commodity prices are recovering from notable lows, mining organizations are beginning to re-energize much needed capital investments.
PwC’s 14th annual review of global trends in the mining industry
Although Mexico is into the third year of its energy reform initiative, the downstream sector is in a precarious situation. Low oil prices have cut the PEMEX TRI (the industrial transformation arm of PEMEX) budget by more than 60%, straining the operation of its six refineries and most important business.
Blockchain has emerged to one of the most talked about technological innovations and is poised for rapid entry into the Energy industry.
In our 20th CEO Survey, PwC interviewed 83 Oil & Gas executives in 39 countries to get their insights on the economy, the impact of globalisation and technological changes.
Much of the oil and gas industry has survived an especially tough few years with weak demand and low prices. It’s been difficult to make strategic decisions and plan for the future. Only now is the sector beginning to emerge from its upheaval. If there is hope on the horizon, the industry must remain mindful of the risk.
PwC examines how the decline in commodity prices has affected each segment in the oil and gas industry.
As OFS companies have adjusted to the “lower-for-longer” environment, they have been stabilizing balance sheets and right-sizing cost structure. The sector landscape has been changing, with signs of readiness for corporate transaction activity. Energy executives are now looking to deals as a means to achieve scale, fill in portfolios or enhance capabilities.
Companies are still in challenged in how they think about cost reduction. The balance between activity driven and capability driven cost management has shifted – companies are now faced with the difficult task of reducing capability and service levels to achieve cost reduction targets without sacrificing investment in the key capabilities required for future success.
With the oil prices seeming to recover, the E&P clientele are expected to start ramping up their investments. This should be music to the ears of Oil Field Services (OFS) providers who have been going through a very rough period of precarious cash flows and uncertainty of demand and therefore responding with deep cuts in structural and operating costs.
How will the oilfield service sector emerge from the crisis to position itself for future success? The past two years has been a torrid time for the sector. Now there appears to be light at the end of the tunnel.
In this edition of our annual publication, we have analyzed SEC staff comment letters issued to registrants across the entire energy and mining spectrum, including the upstream, midstream, downstream, and oilfield services subsectors.
Putting more money in your oil & gas company’s pocket through improved operational technology, processes, and cultural change.
Digitization is the new lubricant for the future of the oil and gas industry’s upstream sector. With supply and demand mismatched, the need for new efficiencies is urgent. This report examines how digitization can benefit the upstream sector and what companies can do to get around the obstacles to change.
Upstream oil & gas leaders are forced to think and act differently—as they strive to improve safety, increase efficiencies, and reduce costs.
Exploration and production (E&P) companies must increase their productivity —they could benefit from strategic portfolio management, in which analytical tools and a set of clearly defined ongoing meetings are used to identify which assets, programs, and wells E&P companies should invest in.
Ashley Apel
US Energy Marketing Manager
Tel: +1 (713) 356 4185
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