Business/economics
After years of market shocks, technological breakthroughs, and rising uncertainty, ATCE 2026 will provide new insights on how industry leaders and technical experts are preparing for the next era of the upstream business.
This guest editorial examines why geothermal projects require a different planning, financing, and development approach than traditional oil and gas projects.
As the pace of new discoveries slows and high-quality prospects become harder to find, oil companies may need to rely more heavily on mature fields to maintain production and support future supply.
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The $20.7-billion agreement is the single-largest energy infrastructure investment in the region. -
COVID-19 will fundamentally affect the world’s energy systems and the pace and direction of global transition. The WEC identified a three-stage, respond-rebuild-recreate model being adopted by energy companies in response to the pandemic.
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For successful development and execution, renewables—as with other capital projects —require diligent opportunity shaping. Five key steps for shaping renewable energy projects are discussed.
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US oil and gas job losses due to pandemic-related demand destruction amount to 84,000—that’s 105,000 jobs year to date.
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Potential suitors to acquire Chevron’s stake in the LNG project include co-owner and operator Woodside.
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Sandvik and Van Oord’s announcements come a week after oil major BP said it’s slashing 10,000 jobs.
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Aramco’s acquisition of SABIC positions the company as a major global petrochemical player.
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Texas LNG’s CEO Vivek Chandra and ALNGE Principal Luc Speeleveld outlined key issues and concerns facing the US LNG industry now and in the future as market dynamics remain affected by COVID-19.
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The development marks the second-largest shale producer to file for Chapter 11 since the onset of the COVID-19 pandemic that sent crude prices reeling.
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Write-offs include billions for early-exploration-stage projects that the company will now cut.
