Earlier this year the UK Government announced that onshore wind would be eligible to compete in the fourth Contracts for Difference (CfD) allocation round in 2021, a welcome outcome which will help ensure onshore developments will play a prominent role in the ‘green recovery.’
Energy Voice recently reported on Shetland Islands Council's ambitions to retain more tax revenue from oil and gas operations around the isles in its self-determination bid. Jon Fitzpatrick, managing director of consultancy Gneiss Energy, gives his view.
This week, BP projected that global demand for oil may have peaked in 2019 and that we shouldn’t ever expect demand to recover to pre-COVID-19 levels. On the face of it, BP’s analysis is stark, with global demand for oil reducing in all three of its scenarios over the next thirty years.
Common sense tells us that the UK is a small island with depleted oil & gas reserves and high costs, and that businesses should be growing their export focus to survive and prosper. We all accept this, but the stats are now telling…
Question: Was Aberdeen right to order a new fleet of hydrogen-powered double-decker buses - or was Coventry right to go electric instead?
Floating offshore wind turbines are the technological growth area for the offshore wind industry. Though the first industrial scale prototype was built in 2009, floating offshore wind (FLOW) is rapidly moving towards large-scale commercialisation.
Reframing the debate: why we should be talking about how to improve exploration and production
Recent press coverage of BP’s partnership with Aberdeen, where BP will become the planning and technical adviser on the “net zero vision” for Aberdeen 2045, together with the AREG chairwomen’s EV article on 'A hydrogen future on the horizon’, raised concerns in my mind relating to over-selling hydrogen.
In Africa there is an unacceptable gap between electricity supply and demand, where 600 million people still lack access to reliable energy.
Could a more diverse workforce be one of the benefits to emerge from the global pandemic? Janette Marx, CEO of global workforce solutions provider, Airswift makes the case that lockdown has broken down the lingering psychological hurdles while technology has allowed difference to be encouraged and enabled.
“When I talk to managers, I get the feeling they are important. When I talk to leaders, I get the feeling I am important.” Alexander den Heijer, 2014
Current plans to reinforce the power line between Fort Augustus and the Western Isles, via Skye, reminded me of the controversy that arose when the link was created in the 1980s.
Recovery - a topical word and resonating with people around the world as they deal with the fallout from the pandemic and chart a hopeful path to the future. Times are uncertain but as OGUK’s director of supply chain and operations, I believe an integrated, more collaborative approach is key to restoring the health of the UK oil and gas industry.
While working for a technology services organisation Schlumberger, I have seen first-hand the way technology has transformed the oil and gas industry from every angle throughout my working life.
The Covid-19 pandemic has had a vast impact on people’s lives, as well as on companies around the world.
The Covid-19 pandemic has not only had a dramatic impact on our day-to-day lives, it has also acted as a catapult for energy transition action.
As opposition politicians were lambasting government ministers over this year’s school results the economy was noisily crashing round our heads. GDP fell by over 20%, UK debt rose to £2 trillion and unemployment is back on the rise again.
To describe the last few months as a challenging period for the energy sector would be an understatement.
On Tuesday 1st September, Scotland’s First Minister Nicola Sturgeon unveiled her plan for government, Protecting Scotland, Renewing Scotland, for the year ahead.
This year will be remembered for many complex challenges and changes. It may also be the year that many business leaders truly discovered what leadership is all about.
That fatalities and serious accidents are occurring in UK and Norwegian offshore installation decommissioning facilities comes as no surprise.
There are as many opinions of good leadership as there are management books and business schools. For me, the important priorities are being honest, transparent and authentic, having a clear vision of your goal, a clear strategy to reach that goal, and the empathy, energy, commitment and confidence to inspire your team to work collaboratively towards it. It is also important to innovate, to do things differently, to find new ways, to be agile and to be supportive. Communication of all of this is key.
The COVID-19 pandemic has triggered one of the most volatile periods on record for energy markets, not least within the LNG industry.
The Gulf is slated to earn $270 billion less in oil revenue compared to last year. This is to a large extent because the region's economic heavyweight, Saudi Arabia, has been sinking deeper into recession amid the coronavirus pandemic.