Helping energy executives in the oil and gas, power and utilities and mining industries manage their businesses through assurance, tax and advisory services.
Power and utility companies have a strong track record when it comes to preparing for emergencies. As a provider of critical infrastructure, the industry should plan for — and be prepared to respond to — many foreseeable hazards, including health emergencies. But, even the best thought-out and thoroughly tested business continuity plans should be adaptable to fully address the fast-moving and unknown variables of an outbreak like COVID-19.
You’ve probably seen the headlines: On March 9, oil prices experienced one of the most significant price drops since 1991. Why did this happen? The severe collapse is a direct result of failed negotiations between OPEC (Organization of the Petroleum Exporting Countries) and Russia. With COVID-19 causing an economic slowdown, OPEC recommended an oil production cut to accommodate reduced demand. Successful companies have weathered many of these downcycles and have often emerged stronger. View our strategies based on lessons from prior downturns.
Disruption, uncertainty and a lack of familiar guideposts draw a challenging landscape for the tax professional. As tax policy shifts, impacted by both US and global tax rules, the path forward becomes muddied. Tune in to this podcast as our EU&M leaders give their perspective for the industry.
The energy, utilities and resources (EU&R) industry is facing a major skills crunch. In PwC’s 22nd Annual Global CEO Survey, 76% of EU&R company leaders expressed concern about the availability of skills, particularly digital skills. Learn more on companies in EU&R sectors have elevated their sense of urgency to invest in future-proofing their strategies and business models.
Power and utility leaders know there’s a real possibility that if they don’t further define their role in the energy ecosystem of the future, they’ll continue to lose ground to new entrants who are eager to step in and take their place. But it doesn’t have to be that way. We explore how companies can embrace disruption and place the right bets—becoming even more relevant to society in an expanded role of a Utility Platform Player, or connector and integrator. We’ll also share peer perspectives from a recent survey of industry leaders.
Michael (Casey) A. Herman
Energy, Utilities & Mining Co-leader; US Power & Utilities Leader, PwC US
Energy, Utilities & Mining Co-leader; US Oil & Gas Leader, PwC US