Insight
Better project delivery: upstream’s value opportunity
Report summary
Has the industry seen the light on project delivery? Signs of improved execution suggest upstream companies are finally getting it right after a lengthy period of dismal returns on new investments. This insight – the latest in our series of thought leadership reports – examines the following: * Why project delivery has been so poor in the past, and the associated financial damage. * What has changed through the downturn, and the key reasons behind better execution. * Whether these signs of improved execution can be maintained.
Table of contents
- Executive summary
- How bad was it really?
- Spreading the pain around
- What went wrong in Australia?
- The financial cost of poor execution
- Turning the ship around
- A golden opportunity for stellar returns
- But can it last?
- The five ingredients for success
-
Appendix (1)
- Company case study: Eni
-
Appendix (2)
- For further details of Wood Mackenzie's Project Benchmarking capabilities please contact:
- Renaud Brimont Head of Consulting EMEARC renaud.brimont@woodmac.com
- or
- Piers Moffatt Principal, Upstream Consulting piers.moffatt@woodmac.com
Tables and charts
This report includes 9 images and tables including:
- Project delay (%) by type, 2006-2016 sanctions
- Capex range (%) by type, 2006-2016 sanctions
- IRR of projects by year of sanction at FID versus now (%), weighted average
- Range of project delays (%) by sanction date
- Capex range (%) by project sanction date
- How major projects got quicker: from FID to start-up and payback, by year of sanction
- Price impact on pre-FID and under dev. IRR
- IRR impact on pre-FID projects by varying capex
- LNG projects by year of sanction and location, with company targets for future sanctions (non-US)
What's included
This report contains:
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