Falconbury’s In-house Oil & Gas ‘Mini-MBA’ – Increase your commercial and strategic understanding of the oil and gas industry in a practical, intensive In-house training programme.
Keeping ahead of the competition in the Oil and Gas industry depends heavily on your team – performance is everything, but how do you manage this and at a price to suit your budget?
This 5-day practical and intensive In-house programme will ensure that your organisation is able to react efficiently to market challenges within the oil and gas industry. The course can be tailored to meet your teams training requirements at a time and place which suits your organisations needs. Falconbury offers a variety of bespoke training solutions using the expert trainers with real industry experience to ensure your team receives the highest standard of training available.
The business cases, examples and exercises throughout this in-house programme are based on and built around real-life scenarios that have been specifically developed for this programme. Participants will work in groups throughout the course applying key techniques learnt in Oil and Gas and, on occasion, comparing the results to real-life outcomes in companies using a unique case study developed solely for this programme.
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This module will provide an insight into Oil and Gas, both historically and currently, and how their markets remain clearly in the regulatory and policy spotlight. It will also consider the drivers and nature of the structural change which is transforming international oil and gas which will affect the investment and operating environment. The way in which these changes will shape the development of the industry needs to be addressed in assessing your organizations commercial and strategic options.
Why Oil and Gas matters
Financial management in the oil and gas industry
The Oil and Gas industry is characterized by its high levels of risk investment and the all-too-often time-lag before returns can be generated, if at all. Taking a demystifying and practical approach in this module we analyze the financial fundamentals of the Oil and Gas industry in such a way that you will understand how finance and management accounting departments tackle the main issues involved. You will gain valuable insights into the financial impact you can have on your organization and its profitability.
The Business Model
Key Financial Statements
Key Business Ratios
Review of an IOC’s financial results.
Regulatory and Contractual Systems for Oil and Gas Production
This section will examine the regulatory and contractual structures of the upstream oil and gas industry. The sector is different from most others given the level of government intervention and control even in countries where there is little or no state ownership. The level of production, and the precise work programme under which oil will be produced, is controlled by government.
This section examines how governments implement their policy choices through licensing, production sharing, and other methods. It looks at how investors (and state companies) proceed to allocate costs and benefits under the concession/licence/ production sharing arrangement, and the role of the commercial contracts needed to bring reservoirs into production.
Strategic Issues for IOCS and NOCS
NOCs are becoming the main industry players with their control of over 70 percent of proven oil reserves. At the same time, there is growing concern over the future of the IOCs as they struggle to generate sufficient shareholder value to ensure their survival.
Both have differing management objectives and strategies. This module will consider the strategic issues facing both types of company and also consider their future roles, both individually and collectively.
Oil and Gas organisations face many strategic challenges including what type of organisation to be, where to compete, how to position against competition. However, implementing any strategy successfully requires a careful mix of leadership and management techniques throughout the organisation. Recent cases have highlighted that trade-offs need to be made and choices clearly communicated in all areas, but especially in the key challenges between safety, environmental and profitability issues. Add to that the challenge of working across cultures and different drivers being a leader in this industry becomes complex. This module will enable you think through these issues and to create some action plans for yourself and your real team members.
Negotiation happens all the time, not just around commercial issues. Understanding your habits and choices in negotiation situations will help you to be more effective in building good relationships and creating solid agreements which benefit you, your colleagues, your company, your customers and your suppliers.
This will identify and discuss the key elements determining the international Oil and Gas operating environment in the next 20 years. In particular it will focus on the major structural changes which are taking place in terms of oil demand, supply and pricing as well as environmental drivers. In addition it will address issues arising from the shifts in relative power between the producers and consumers; East and West. What are the implications for your organisation?
This module will run throughout the programme and is the opportunity for participants in small project teams to present a business case to a panel. Individuals will be encouraged to draw on the insight and learning from each of the preceding modules to inform thinking in formulating their business cases. The panel will be invited to listen to the final business case presentations from the project teams, question their thinking and then provide feedback and evaluation.
Professor Paul Stevens BA, MA, PhD has been involved with the International oil and gas industry for over 35 years. In March 2009 he was presented with the OPEC Award in recognition of an outstanding contribution to the understanding of the international oil industry. He was educated as an economist and as a Middle East specialist at Cambridge University and the School of Oriental and African Studies in London. He has successfully combined an academic career with extensive consulting activity. He has taught at the American University of Beirut in Lebanon, the University of Surrey in England, Imperial College London and the IFP in Paris. He has been the professor of Petroleum Policy and Economics at the Centre for Energy Petroleum and Mineral Law & Policy, University of Dundee, Scotland, since BP created the Chair in 1993 and its currently Senior Research Fellow (Energy) at Chatham House (The Royal Institute of International Affairs) in London.
Paul has acted as a consultant to numerous clients including BP, Shell, Saudi Aramco, The World Bank, The Asian Development Bank the EU, and on a governmental level with China, Colombia, Japan, Lebanon, Papua New Guinea, Peru, Qatar, Romania and Saudi Arabia. He has also had considerable experience in running professional training courses, including those linking economic concepts with the practicalities of the international petroleum business and the impact of political factors. Such courses have been run in the US, UK, Netherlands, UAE, Papua New Guinea, Peru, Romania and Venezuela.