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Sector view: Oil & Gas 2018 Global KPMG CEO Outlook


We are pleased to announce the launch of the 2018 Global KPMG CEO Outlook Survey with a specific lens on the Energy sector which reflects the outlooks and positions of senior industry executives in the Oil & Gas (O&G) sector. The O&G report can be downloaded here. In the survey, we examine the ongoing growth trends, emerging strategies, as well as some of the risks and challenges facing CEOs.


Oil & Gas Outlook

Despite the rapid speed of technology and innovation pressuring the industry, oil and gas CEOs see technological disruption as more of an opportunity than a threat but acknowledge that more work is to be done. Eighty-five percent of oil and gas CEOs report they’re piloting AI or have already implemented AI for some processes. However, only 59 percent feel their organization is an active disruptor in their own sector, and 57 percent feel that the lead times to achieve significant progress on transformation can be overwhelming. Please click here to read more.

KPMG Energy LinkedIn showcase page

KPMG’s Energy LinkedIn showcase page is designed specifically for those interested in the energy industry. As part of our online energy community, you’ll be able to read today’s most important topics, access content affecting your industry or organization, share your perspectives on critical business topics and industry issues, post comments and more. Visit or click here to follow now.


Today, more companies are talking about the importance of inclusion.

But how many of them really walk the walk?

Pink Petro’s newest global member, Wood Mackenzie, does. And we are delighted to have them on board.

Woodmac, a Verisk company, is a research and consultancy business for the global energy, metals and mining, and chemicals industries. Woodmac joined Pink Petro in August after the company’s director of global public relations, Anthea Pitt lobbied for the company to do so.


According to Anthea, "It's not just about ensuring that the gender balance is equal, it's about changing the culture. You're not looking at gender, you're looking at skills. And everybody benefits from that shift in culture."

She first learned about Pink Petro earlier this year when Amy Bowe, the director of upstream consulting at Woodmac, won a GRIT award in March. Prior to Amy’s nomination, neither of them were familiar with Pink Petro.

When Amy returned home from receiving her award in Houston, the two of them looked into Pink Petro further and felt that it was a fantastic organization for Woodmac to be a part of.

What led to this decision?

They loved the career development and mentoring work that Pink Petro does. 

Anthea has worked in the industry as a journalist and communications adviser for the past 18 years and is fascinated by the energy sector. One of her big regrets is that she did not know that a career in geology was an option she could have pursued. “In the place I grew up, and at the time I grew up, women from my background weren’t encouraged to pursue further education, let alone a scientific career,” she says.

She is glad that there are fewer barriers these days for women to pursue careers in the energy industry.

The oil sector has traditionally been viewed as a male-dominated industry that isn't particularly friendly towards women.  But, there are women working quietly and effectively in the background (and it can definitely feel like that at times). 


In fact, Wood Mackenzie has a team of incredibly knowledgeable, sharp women who are involved in everything from exploration and production to gas and LNG, refining and chemicals and power and renewables, to mining and metals. They are clever, diligent women at the top of their game.


Anthea is proud that Woodmac takes inclusion and diversity seriously. In fact, of the 1,382 employees worldwide, 534 are female.


Yes, joining Pink Petro is just one of the ways that Woodmac is “walking the walk.” With strong support from their parent company, Verisk, they’ve also implemented a number of initiatives for women including:


  • Imposter syndrome workshops which recognize that all women suffer from imposter syndrome to some degree.
  • Gender working groups that look to ensure that the company is balanced in its workplace, policies, and procedures.
  • Women in senior leadership positions such as HR, marketing, cross-research, and consulting roles within their teams and specialties.


Woodmac also emphasizes physical and mental health and well-being as a priority for all of its employees. And they promote gender balance. Within the workplace, at Woodmac there is an active awareness that you need a balance between work and your home life. 


Woodmac recognizes women are no longer the exception. And that the company is actively working to be a part of that change in the industry. So, as Anthea and Amy dug deeper into discovering what Pink Petro was all about, membership seemed like a natural fit.


Anthea approached senior leadership at Woodmac to say, “this would be good for all the women working at the company, and particularly the younger women to help them ground themselves within the industry.” Woodmac agreed.


Through Pink Petro, Woodmac employees can learn from women who have had to fight to get where they are and gain better knowledge and understanding of it.

Experience Energy, a Pink Petro company, released the results of our first ever Energy Diversity & Inclusion Index™ (EDII™) at the GRIT Awards on Oct. 3rd, 2018. And we’re excited to share those results, which we discussed during the Demystifying D&I panel, with you.


Launched in July of this year, the index is the first of its kind, examining the state of inclusion across the energy sector. The concept was inspired by the Glass Ceiling Index; a report the New York Times has released each year for the last three years showcasing the number of women and men in leadership roles in American life. We wanted to provide those same answers for our industry.


And while we’re interested in the data points – we intend for this information to be leveraged to understand what employees in the energy sector believe makes culture truly inclusive.


The survey, powered by Survey Monkey, focused on three components of inclusion which can be tough to quantify: growth mindset, belonging, and objectivity. These components were based on research by Stanford University experts Carol Dweck, Greg Walton, and Geoffrey Cohon.


With more than 450 responses in the oil and gas, renewables, and services industries from over 60 companies globally, the data revealed some interesting truths. In order to move the needle, you have to look beyond the demographics to ensure your employees feel a sense of belonging. So, we took a hard look at the root causes that drive the data.


As Jason Korman suggested during the panel, in order to get past diversity and inclusions as risk mitigation in enterprise companies, we need to deal with the root causes: the beliefs and mindsets that drive behavior.


Find the comprehensive research results here.


The results are in, and the data might surprise you.


Of those who participated in this survey, most agree that they feel like they belong at their company, ranking in at 46.12 percent. The majority would disagree that they feel like they might not belong at their company when something negative happens to them at work. And 46.12 percent believe their opinions are valued when they speak up at work.


But as we dive deeper into the more complex issues, the data takes an interesting turn. 32.35 percent, the majority, of the individuals who answered the survey do not believe that promotion decisions are fair within their companies. And when asked whether or not administrative tasks that don’t have a specific owner (like taking notes in meetings, scheduling events, cleaning up shared spaces) get divided fairly, 29.41 percent said they agree and the same percentage said they disagree.


The good news is, the majority indicated that they agree they feel respected and valued by their teammates and managers within their company.


40.26 percent said they agree that their company hires from diverse backgrounds, but the results indicate there’s a steady decline when it comes to the level of priority as you climb up the ladder from individual to direct managers to senior leaders. And only 4.87 percent said that hiring from diverse backgrounds is the most important priority among the senior leaders.


So now what?


To affect change in diversity and inclusion, it’s important to determine the beliefs and mindsets we need to shift in order to get the numbers to move. There’s no magic lever to pull when it comes to affecting culture change. We need to question what we’re not valuing, and what beliefs we need to change. 


“An open culture that encourages a clear identity and sense of belonging will engender more diversity.”


Download the comprehensive research results here.

This past summer, a handful of Shell stations in Amsterdam got a bit of a makeover.


 Building on Shell’s signature yellow and red, crucial components of their brand’s identity, four stations were adorned with rainbows — across their facades, their pumps and on the coffee cups.  


Coinciding with Amsterdam’s annual Pride Week, the rainbow-colored campaign was an act of solidarity meant to convey Shell’s deeply rooted commitment to diversity and inclusion. And it came with a statement:



Welkom bij Shell. Iedereen.


Welcome to Shell. Everyone.


Shell has a long history of supporting LGBT workplace inclusion and has had networks in place for 20 years. And they have flown the rainbow flag and taken part in Pride events for many years to show their commitment to  LGBT inclusion. This matters as one of the company’s core values is respect and they believe this is the right thing to do. Shell also knows that employees who are closeted or who feel that they can’t be themselves at work are less productive. Recently, the company has taken a more creative approach, says Graham Sparks, Vice President of Diversity and Inclusion at Shell.


 Pictured above: Graham Sparks, Vice President of Diversity and Inclusion at Shell


He likes to call it “painting the assets.”


"To be successful in this transition, you're going to have to have the best people with the best minds," Graham says. "It brings me back to the core of the D&I business case: the best people, best ideas and best collaboration. That's what excites me. I'd almost see a place where you don't have to talk about D&I anymore because it's so much a part of what you need to be successful and for growth in our industry."


The industry isn't quite there yet, but Graham says he has reached a point where he spends much less time talking about the business case for diversity and inclusion and much more time talking about values, the right thing to do and respect for people. 


Shell made a bold move when the company wrapped a storage tank in its refinery in Rotterdam in rainbow colors, and their efforts continued when Shell painted a rainbow flag on the side of a commercial fuels delivery tanker in the Philippines.


And continued to the most public-facing part of its business — gas stations — and gave them the full rainbow treatment.


“The idea is you go beyond something that is purely symbolic and, for a period of four weeks, ensure we have a conversation about it,” Graham explains.


 The reaction was very positive: The campaign generated some 800,000 views across social media, and the sentiment ratings were 79 percent positive — a huge win in a campaign around an often-polarizing social issue.


There were, of course, some negative reactions. The one Graham heard most often was, What does someone’s private life have to do with Shell?


“We aren’t talking about someone’s private life. We’re talking about our behaviors and how we show respect for our customers and staff,” Graham explains. “You have to bring it back to that storyline, and that’s the best way you can make progress where you see resistance.”


 That kind of response is honed over years of building a strong diversity and inclusion focus within a large company in a traditionally conservative industry. Graham has been in his role for five years, but, as he is quick to point out, diversity and inclusion has been a core part of Shell for more than 100 years. As proof, he points to an old Shell advertisement that turned up recently in a museum in the UK. The poster, which dates to 1908, was created to show Shell’s support for the suffragette movement — complete with the headline “Votes for Women! Votes Shell”.


“Here we are, 110 years later, having this conversation. The point is, you had better be in this for the long haul,” Graham says.


When you do, you make an impact and you underpin your values— both on specific issues and on the industry as a whole.


When it comes to gender, modern-day Shell now has a 50/50 balance on graduate intake — meaning it is bringing in equal numbers of men and women fresh from college. Six years ago, only a third of the new graduates joining Shell were women.


In that same time period, the senior leadership of Shell has climbed from 16 percent female to 23 percent.


In turn, more inclusive leadership breeds stronger employee engagement and, importantly, stronger safety performance.


“And when you start talking about safety in our world, you suddenly get people’s attention,” Graham says.


But inclusion matters to more than just safety. It’s critical to the energy transition as a whole. When diverse leadership is supported by inclusive behaviors company-wide, you create an innovative, nimble company capable of navigating the complexities of the energy transition.


The leadership doesn’t need to be convinced on the value of D&I. Shell gets it — as evidenced by this quote from Shell CEO Ben van Beurden on the Shell website:


“Inclusion and inclusive behaviours are at the heart of effective collaboration — be it with team members, colleagues in other parts of our company, partners in our joint ventures or, most importantly, with our customers. It is therefore vitally important that we do not view diversity and inclusion as a ‘nice to do’ or an ‘add on’ to business as usual. It must be at the heart of our business plans in the same way as safety.”


And the rainbows were just the beginning.



“I think all of this starts to very much define who you are, what your brand is and what you stand for wherever you operate in the world,” Graham says. “Sometimes that means we need to have more difficult discussions, and use this as underpin of our values and broader role in society.”


Shell’s bold inclusive positioning doesn’t just create an environment where employees feel free to be themselves; it paves a pathway for others in the industry to step bravely into diversity and inclusion.

Experience Energy, the leading resource for diverse talent, careers, and culture, hosted our second-ever GRIT Awards on Wednesday October 3rd. And once again, we were left in awe of the men and women in this industry; the leaders who are committed to growth, resilience, innovation, and transition. And if you weren’t able to join us, here’s what you missed.


See the press release.


Before we honored individuals for their game-changing work, we offered a half-days’ worth of thought-provoking content that stimulated conversation and created unique opportunities for connection.


Futurist Keynote speaker, Crystal Washington kicked things off with a conversation about the current state of diversity and inclusion in the workplace and the impact technology will have on its future. She discussed the different ways to combat the fact that technology doesn’t eliminate bias. She highlighted which technology should be on your radar, how to leverage it, and she also spilled about technology that is coming our way that could change the game for women and men in energy. She says “Social media is the great equalizer.” It offers a way to plow through the traditional barriers by providing access to the opportunities.




We took a quick break to enjoy a delicious lunch and some connecting before Katie Mehnert, founder & CEO of Experience Energy; a sister company of Pink Petro, took the stage to deliver a captivating speech.  She reminded us that “Grit is not a destination, it’s a journey,” and “The world needs people with fire in their bellies.”


Lean In Energy was the GRIT Awards Benefactor, and the Global Mentoring chair, Alyssa Volk took the stage to share her insights into the program. Paul McIntyre later joined her on stage to drive the message home about working alongside women in the workplace.  


Following lunch, Katie invited a panel of experts to the stage to discuss the details of several recent studies on the state of inclusion in energy for the Demystifying the Data panel. This conversation included the results of our first-ever Energy, Diversity, and Inclusion Index Survey which we launched to determine the industry sentiments around current diversity efforts.


 NES Global Talent and PESA contributed research for the discussion focused on women in energy, how women feel about what their companies and this industry have to offer, and gender diversity.


A deeper look into the panel discussion.


Geeta Thakorlal, President of INTECSEA, delivered the Keynote about the value of perspective. Moments before taking the stage, she commented on how pleased she was to see how perfectly the conversations happening throughout the experience primed the audience for her speech. She took a deep dive into what GRIT and an inclusive environment can do for a business and how the generations are changing and adapting. She says, “You can see that with a diverse team, with multiple perspectives, allows us to work together to solve issues, increase awareness, and keep each other on the right path.”


None of this would have been possible without the people. We want to give special thanks to NES Global Talent and Gaping Void as sponsors, those of you who purchased tickets, and, of course, our table sponsors: KPMG, WorleyParson/Intecsa, Marathon, SWN, BHGE, Weatherford, Exxon, Enbridge, Chevron, Equinor, and PESA. We appreciate all you do to support Experience Energy and Pink Petro.


Before we announce the winners, we want to take a moment to celebrate all of the finalists. Each and every one of has GRIT.


 We are thrilled to announce the October 2018 GRIT Award winners.



  • Dionne Auguste; Operations Manager – NES Global Talent
  • Muhammad Imran Khan; Mari Petroleum Company Limited Pakistan
  • Andrea Reynolds; General Manager Business Transformation London – Shell
  • Elizabeth Rogo; CEO/Founder – Tsavo Oilfield Services Ltd
  • Allison Selman; Integrity Management & Decommissioning Manager – Atteris
  • Sarah Jane Walker; Senior Integration Manager – Baker Hughes, a GE company




  • Jaime Butler; Vice President of Permian – Baker Hughes, a GE company
  • Pam Darwin; Vice President Africa – ExxonMobil -- Accepting on her behalfis Kimberly Outerbridge
  • Cherie Fuller; Vice President, Retail Power Market Management – EDF Energy Services
  • Michele Harradence; Senior Vice President, Gas Transmission & Midstream Operations – Enbridge
  • Susan Howes; Vice President of Engineering – Subsurface Consultants & Associates, LLC
  • Deanna Jones; VP Human Resources & Administrative Services – Marathon Oil Company
  • Janette Marx; CEO – Airswift
  • Julie Munn-Sims; Principal – KPMG LLP
  • Maria O'Connell; Vice President of Quality – Baker Hughes, a GE company




  • Katherine Culbert; Co-Founder and CEO – K and K Process
  • Kathy Lehne; President & CEO – Sun Coast Resources, Inc
  • Michele McNichol; CEO – Arion Blue LLCm
  • Lindsay Sander; Principal – Sander Resources
  • Mary Van Domelen; President – Van Domelen International, LLC




  • Mystie Barrett; Process Specialist – Aera Energy LLC
  • Kara Byrne; Sr Proposal Manager – Baker Hughes, a GE company
  • Krista Caldwell; Mobility Manager – WorleyParsons
  • Cassandra Corley; Director, Information Technology - ConocoPhillips
  • Maitri Erwin; Manager – NV, South America – CNOOC Nexen Inc
  • Jessica Hernandez; Lead Manufacturing Specialist – Baker Hughes, a GE company
  • Rebecca Hofmann; Leader – Management Systems & Blockchain Strategy & Innovation – Equinor
  • Johanna Hoyt; Geologist III – Aera Energy LLC
  • Angela Knight; Global Diversity & Inclusion Leader – Baker Hughes, a GE company
  • Alaina Sajatovic; Product Manager – Baker Hughes, a GE company
  • Afton Sterling; Regulatory Manager – Southwestern Energy
  • Andrea Wu; Principal Consultant – RS Energy Group


Male Champion:


  • Hugh Connett; Vice President, Gas Commercialization – Chevron


Team - Paige PR

  • Paige Donnell; CEO
  • Kristen Quinn; PR Director
  • Natasha Wilson; Digital Strategist
  • Megan Anderson; Social Media Coordinator


Special Recognitions:


  • The Growth Award: Weatherford
  • The Transformation award: BHGE
  • The Innovation Award: Alyssa Volk, Baker Hughes a GE Company, for her work with Lean In Energy.


There was a very special announcement that we want to let you in on. HERWORLD19 is happening on March 7th& 8th with an incredible line up of speakers. But you’ll have to wait a little while longer for those exclusive details!


See the photo gallery



Experience Energy hosted the 2ndAnnual GRIT Awards on Wednesday, October 3rd live in Houston and  through social media. This year’s benefactor for the event was Lean In Energy, a 5013c non-profit.

The GRIT Awards recognize leaders who step up and get the job done no matter what. They are an inspiration to others. So it’s a natural fit that an organization like Lean In Energy would be its benefactor.

Lean In Energy is on a mission to empower women in energy to move boldly towards their ambitions, even if that means heading into unchartered territory.

Growth, resilience, innovation, and technology, the words that define GRIT, can be seen in each of the three methods that Lean In Energy uses to empower women: mentoring, awareness, and education. 


Empowering Women Through Mentorship


In the course of the past year, the leadership of Lean In Energy has worked diligently to create new and exciting opportunities for mentorship. These opportunities are innovative, utilizing technology to connect women to others who can help them grow in their personal lives and careers, build resiliency, and inspire others to grow as well. 


Lean In Energy connects women with peers who can challenge and encourage them to charge forward in their careers, counteracting any gender bias that they meet along the way. 


Pictured above:  Alyssa Volk, Global Programs Chair with Baker Hughes, a GE company speaks about the new program.


Lean In Energy has four components:


  • Communities are organized by region, function, discipline and unique special interest. These global groups are overseen by a Regional Group Lead based on what part of the world members are in. Within each region, women can join a member-run and led SIC focused on technology, engineering, sales, commercial, supply chain, finance, legal, etc. or a group for unique interests such as power generation, Blockchain, 4Ds, or women in hydraulic fracturing. These communities are for connections, networking and growing outside of mentoring.

  • Small Group Mentoring is a formal, structured mentoring program that runs for a period of six months for one mentor and up to four mentees. These groups are matched using Lean In Energy’s smart-matching algorithms that are based on applicants answers to profile questions.


  • Flash Mentoring provides members with one-on-one mentoring in a “flash” (a one-hour session to be exact). It is flexible, there’s no commitment, and it provides members a focused opportunity to gain knowledge across different departments, prep for an interview, build a stronger network, learn job-related skills, develop soft skills, or explore a new career path. It’s also a great opportunity to connect with mentors around the world while on business or personal travel. Flash Mentoring is available to all members, even if they are in a Small Group Mentoring Program.


  • The Executive Sponsorship Program:  This is an exciting program coming in 2019 and only open to corporate donors. The primary role of the Sponsor is to open doors for the talent and to introduce opportunities for exposure, to demonstrate to a different or higher-level audience what you can bring to the company. A Sponsor is able to attend those roundtable discussions that can make or break your career. Their authority allows them to speak to your strengths, make cases for your advancement, and be heard in your absence. Where a Mentor may help you envision your next position, a Sponsor will lever open that position for you.


Lean In Energy and the Future


Lean In Energy will continue to fuel women in energy to their bigger purpose. In addition to their mentoring programs, special interest communities and their executive sponsorship program, the organization regularly participates in public awareness of gender diversity and promotes female leadership in the workplace. And it will continue to grow its library of educational resources to help women build new skills and to educate everyone through research-based recommendations on how to advance gender equality at home and at work.


Pictured right above  Paul McIntyre, Board of Directors, Lean In Energy and Global Head of People at Worley Parsons


How to Become a Part of the Movement



Open enrollment for Lean In Energy starts soon.  When you register, you'll be assigned to a Regional Community first. Then you'll have the option to select the Special Interest Communities that you'd like to join. Next, you will receive an invitation to Lean In Energy Small Group and Flash Mentoring Programs. You can sign up for one or both programs.


Small group enrollment opens on October 29th for mentors and on November 26th for mentees and it closes on December 24th. The 6-month program will begin on January 28, 2019.


Flash Mentoring enrollment also opens on October 29th for mentors and November 26th for mentees. However, this is a year-round program so you can sign up anytime after enrollment opens.


Visit LeanInEnergy.Org today and join our mailing list. Once the new platform (web-based and mobile app) goes live on October 29th, individuals can become Lean In Energy Members, join Communities, enroll in one / both of theMentoring Programs.


Lean In Energy is an independent organization, affiliated with LeanIn.Org, which works closely with LeanIn.Org to further its mission and is licensed by LeanIn.Org to use the ‘Lean In’ name.


To sponsor, contact the organization at



This year, at the 2018 GRIT Awards on October 3rd, we discussed the need for diversity and inclusion – and we backed it up with real data and “gritty” truth about our industry.


Our panel of expert energy and cultural change leaders demystified data about diversity and inclusion from three key studies: The PESA Gender Diversity Study, The NES Global Talent Women in Energy Global Study, and the Experience Energy, Energy Diversity & Inclusion Index™.


The Panel Recap


Pictured above: Chris VonHaven, Jason Korman, Vicki Codd.




Vicki Codd is the marketing director of NES Global Talent. She has over 20 years of experience in B2B marketing in various sectors including IT, Telco, Financial Services, and Social Housing. Vicki has been with NES since 2015.

Chris VonHaven is the vice president, global projects organization for Exterran Corporation. He has worked in the energy industry for over 25 years and believes diversifying the energy workplace starts with the interview process.

Jason Korman is the CEO of Gapingvoid and it's Culture Design Group. He is a thought leader and innovator with experience adapting change at scale to large organizations.

The panel discussion was moderated by our very own Katie Mehnert, CEO of Pink Petro and Experience Energy.

Both the panelists and audience were given copies of the following data reports to review:

The Women in Energy Global Study ran for a month and focused on generating precise data about the lives of women in the energy sector, their careers, and thoughts on the state of gender diversity in the industry.  Download the data here


The PESA gender diversity study covered 35 companies and 250,000 global workers, including 100,000 men and women in the United States. This comprehensive study covered companies small and large. It also analyzed published data on various workforce issues.  Download the data here.


The Energy Diversity and Inclusion Index (EDII) looked at ways to best assess employees sense of inclusions, beliefs, and mindsets around the workplace. It included over 60 companies globally in the 

the oil and gas, renewables, and services industries collected by Pink Petro and Experience Energy.   Download the data here.


Panelists Vicki and Chris reviewed the most important data from the reports and what it means for the industry. And they also shared areas of opportunity for the future.


Jason spoke about the data from a change standpoint.  He shared valuable insights with our audience on how to move these numbers in a different way by looking at the root of these problems and based in beliefs.  "We all take comfort in data for good reason.  Fundamentally if we want to shift our approaches to equality, we need to articulate the beliefs that we want people to embrace," says Jason.

After the panel answered questions, the session was opened up to guests to review the data and discuss it at their table. Those watching the discussion were also invited to participate through a live chat.

Guests were asked why they care about inclusion and diversity, and why it’s important for leaders at their companies to care. 


Following the table discussions, we went around the room and heard from our attendees—in person and —about what they plan to do when they return to the office to make a difference.


"Diversity matters and everybody wins." 

Pictured right: Angela Knight, Diversity and Inclusion leader at Baker Hughes, a GE company provides her perspective on the panel discussion. 



We still have our work cut out for us, but having these conversations and taking action is a start.

Follow the KPMG Energy LinkedIn showcase page now!

Are you interested in the energy industry?

The KPMG Global Energy Institute would like to introduce the new KPMG Energy LinkedIn showcase page, a page dedicated to those interested in the energy industry.

Why follow the page:

KPMG’s Energy showcase provides content and information that addresses the most pressing global energy issues. Our energy footprint will include topics relating to renewables, oil & gas, power & utilities, infrastructure, deal advisory and sustainability.


What you need to do:

We need you to follow the page and most importantly, we need your engagement! Like, share and comment on the posts to engage with our audience.

The need to limit climate change requires radical action

The oil industry’s role in the transition to a low carbon economy is critical

The move to a low carbon economy raises some difficult challenges for oil and gas executives as they anticipate and position themselves in the energy industry of the future. That’s why we asked Beth Mitchell, specialist analyst for oil and gas sector, to assess the risks, challenges and opportunities for the oil and gas industry when facing the energy transition. It will be the first of a series of articles and videos on the topic, answering the questions on the minds of all energy executives.

The global economy needs to be more transparent about how they plan to change their operations as part of the global shift to a low-carbon economy in order to keep global warming below 2 degrees. The oil and gas industry will play a huge role in that transition.

To read the full publication click here.


KPMG Energy LinkedIn showcase page

KPMG’s Energy LinkedIn showcase page is designed specifically for those interested in the energy industry. As part of our online energy community, you’ll be able to read today’s most important topics, access content affecting your industry or organization, share your perspectives on critical business topics and industry issues, post comments and more. Click here to follow now.

KPMG Global Energy Institute

To register for KPMG’s Global Energy Institute enabling you to automatically receive future publications, as well as invitations to upcoming industry webcasts, please click here.


Last week as Gastech came to a close in Barcelona, ExxonMobil, Chevron and Occidental Petroleum stepped up to join the Oil and Gas Climate Initiative (OGCI).  "This is one of the strongest signs yet of how America's biggest oil companies, under pressure from investors and lawsuits, are joining most other US Corporations in working to reduce greenhouse-gas emissions despite (US) president (Donald) Trump reversing America's course on the matter," writes Amy Harder, with Axios, who broke the story.


The OGCI launched in 2014 with a group of peers that pool expert knowledge and collaboration on action to reduce greenhouse gas emissions.  Prior to the recent addition of the three new members,  the OGCI included Repsol, BP, ENO, Equinor, Shell, Total, Petrobras, Pemex, CNPC, and Saudi Aramco. 


We first spoke about the work of the OGCI at  HERWorld18: where you met its leader: Pratima Rangarajan, the master of transition.  Earlier this year, 10 companies competed for USD $20 million to fund solutions with the power to disrupt how methane is managed, measured, and reduced.


With these additions, OGCI members now represent around 30% of the global oil and gas production and supply close to 20% of global energy consumption and represent regions in China, The Middle East, Latin America, Europe and now the United States.  This represents a significant global action in the battle on lowering emissions and demonstrating widespread collaborative support of the Paris Agreement.  


Each company commits $100 million dollars to the OGCI Climate Investments fund and will drive the work of the OGCI programs and its collective goals.


“Industry innovation and collaboration have a critical role to play in addressing climate change, and Occidental is excited to join OGCI’s efforts to create a lower-emissions world,” said Occidental President and CEO Vicki Hollub. “Occidental is advancing carbon dioxide enhanced oil recovery (CO2 EOR) as a form of carbon capture, utilization and sequestration (CCUS). We are the industry leader in this technology, which has the potential to help achieve global goals for reducing emissions and welcome the opportunity to work with OGCI to contribute to this critical effort.”

The announcement is just in time for this week's Climate Week in New York put on by the United Nations, the State of New York and The Climate Group. The OGCI will hold its annual meeting with stakeholders during Climate Week.



Illustration; (from left – right): Claudio Descalzi, CEO, Eni; Josu Jon Imaz, CEO Repsol; Amin Nasser, CEO Saudi Aramco; Bob Dudley, CEO BP; Ben van Beurden, CEO Shell; Eldar Sætre, CEO Statoil; Patrick Pouyanné, Chairman & CEO, Total at a previous OGCI CEO event (Image source: OGCI)

Just last week, we held our 3rdquarter Global Community Council meeting where 40+ leaders from various corporate companies gathered together to discuss best business practices. But before we spill all the juicy details from that meeting, you might need a little background on what exactly the Global Community Council is and why it’s so great.



We believe progress will be accelerated by working together and that membership should go beyond events and discounts. This council connects Pink Petro member companies, regardless of size, within industry, and to external initiatives and partnerships.



Get access to this exclusive opportunity by becoming a Pink Petro corporate member! JOIN NOW!


In addition to our awesome member content, app, and digital experiences, corporate members are provided with an inclusive opportunity for leaders to share best practices and to learn from one another. Members discuss their challenges, workforce issues, and the potential solutions.


 Along with the enriching conversations, we also invite featured speakers to discuss a particular topic. This quarter we had Paul McIntyre of WorelyParsons who presented on Sponsoring Women to Success.


The amazing Tracey Kearney of Challenger, Gray & Christmas sponsors these meetings. Along with our fearless leader, Katie Mehnert, she works hard to deliver an experience that is packed full of value for our members.


These meetings are attended by corporate member leaders who are passionate about being the difference makers in their companies. Every company is on a quest to make their business a better place to work, to retain and attract top talent, and to build better diversity and inclusion initiatives. And we help you do just that with the Global Community Council.




This quarter’s experience was hosted by Hillary Ware at Cheniere Energy; and Katie Mehnert, Tracey Kearny, and Paul McIntyre presented on retention, sponsorship, and the eX factor (employee experience).


We were excited to be joined by our newest corporate members this quarter: Anadarko, ExxonMobil, HOWCO, and Wood Mackenzie.


We offered our members insights into industry trends and brought in external data on the job market, why employees quit, and employee retention trends.


Our small group discussion centered around what keeps these leaders at their companies. They discussed their personal reasons for staying as well as their colleagues’ and employees’ reasons.


Then we took a hard look at employee experience.


“Ex is the sum of everything an employee experiences throughout his or her connection to the organization – every employee interaction from the first contact as a potential recruit to the last interaction after the end of employment.” -Katie Mehnert; CEO & Founder Pink Petro


Paul McIntyre delivered an awe-inspiring presentation all about sponsoring women talent at WorelyParsons. In this presentation, he took a deep dive into sponsorship vs. mentoring, examples of sponsoring activities, sponsorship importance for women, and he offered insights into the female talent sponsorship at WorelyParsons.


Following his presentation, we broke out into groups to discuss a few important questions.


  1. Which organization/work environment factors are uniquely attractive to women and why?
  2. Which organization/work environment factors uniquely influence women to leave?
  3. In light of the "attention/retention factors" and "exit factors" discussed, how can we attract and retain more women in our workplaces?


These discussions allow for leaders to hear from one another and collaborate on potential practices and solutions to implement in their own companies.


The GCC is a cross-industry community to connect the energy industry to resources and best practices. It’s a neutral platform for dialogue and actions to address gender equality and building an inclusive culture in the full value chain.


To take advantage of this exclusive opportunity, become a Pink Petro Corporate Member.

Our second ever GRIT awards are fast approaching (October 3rdhave you registered to watch yet?), and the results are in. Through this process, we’ve learned a thing or two about what it takes to have GRIT.


Register here to watch the livestream.


The first time we hosted these awards back in March, we reviewed everything from the nominations to the final applications. Moving forward, we’ve changed things up. And in doing so, some interesting pieces of information have come to light. But first, let’s walk you through the process. Because receiving a GRIT award is actually a little tougher than you might think.




Just as you might expect, we put out our initial call for nominations. People get excited, and our inboxes fill up. We love it! We see all sorts of nominations come in: bosses recommending employees, colleagues recommending each other, members of the community recognizing incredible individuals, and we even see some people throwing their own names into the hat. We collect them all, and we marinate in their awesomeness, reviewing each candidate closely here in house.


Our editorial team deliberates and we decide which candidates become finalists by evaluating the nomination letters and candidate’s CV/resume.


Once we have our selection of finalists, we strip everything. The only thing that gets passed along to our external panel of judges is an encrypted application to avoid any possible bias.


We remove any qualifying information such as name, company, photographs, LinkedIn profiles, and gender data. And at this stage, the application the nominee completes carries all of the weight. Now, the only category in which any qualifying data is known is the male champions category for obvious reasons.


Let us introduce you to our judges.


How Melody Meyer became an energy industry rock star


Tracee Bently

 Executive Director, Colorado Petroleum Council


Jay Copan

Senior Vice President at American Gas Association


Paula Glover

President and CEO, American Association of Blacks in Energy (AABE)


Melody Meyer 

Non-Executive Director at British Petroleum, AbbVie, and NOV; Sr

Advisor at Cairn India; Trinity University Trustee; NBR Board


Our external panel of judges then take those blind applications and determines an overall score for each candidate which determines our winners.




We discovered there is a wide spectrum when it comes to how open people are in sharing their truths.


Judge Paula Glover commented;

There was a level of authenticity in that you could see how their personal stories and issues that go on at home, impact their work life. I also really appreciated that nominees were willing to be honest about areas where they fell short and recognized that everything is a learning experience.”  


But what became overwhelmingly obvious is that most struggle with owning our stories. There is an incredible imbalance between how someone else will boast about our pluckiness and how we present the same stories.


Ultimately? We tend to sell ourselves short.


That's taught us we need to do more to help everyone speak their truths, to own their stories, and to be authentic.


Humans struggle to brag about themselves. The nomination letters for our candidates were filled with powerful language about strength, bravery and resilience. But when it came to the applications, candidates were quick to downplay their grit and undersell themselves.  We get it. It’s unsettling to do a deep dive and share pressure and struggles.


It’s uncomfortable to talk about these topics.  It’s even less comfortable to grip on to the gritty stuff that really makes us who we are. But that’s what the GRIT Awards are all about. The spirit of GRIT isn’t about whether or not someone is a rockstar (we all are). It’s about the people who can be open about their failures and experiences and be able to tell these stories and rise from them.


Join us for the livestream on October 3rd; Register now!

This week in our series Profiles in GRIT, we introduce you to Nooshin Yazhari, the president and CEO of Optimum Consultancy Services.


Nooshin, who was honored with a GRIT Award at our ceremony back in March, has an incredible story: She’s an immigrant entrepreneur who has made the impossible possible!


Being a young woman with no capital and no connections in a traditional business environment resulted in lots of rejections and no’s initially. However, I felt I only had one option and that was to push forward,” Nooshin recalls.


Nooshin founded her technology startup, Optimum, to provide innovative and practical technology solutions to the local and national communities.  Even though the Houston’s Oil & Gas market and overall economy was hurting during the initial years of the company, Optimum still managed to grow stronger and larger every year, meeting and exceeding its revenue and annual goals.


Now, she employs a team of talented professionals and counts several Fortune 500 companies and government agencies among her list of clients. Her experiences have given her valuable perspective and shaped her approach to work and life, and we are thrilled to share her story with you.


Read on for more about Nooshin.


PINK PETRO: What’s the biggest challenge you have faced, and how did you overcome it?


NOOSHIN: Being an immigrant woman, who didn’t speak much English initially, imposed a lot of challenges in my professional life when I first landed in the U.S. Although I had a bachelor’s degree in software engineering from a top technology university in middle east and had successfully founded and sold an IT company back in Turkey, the first job I landed in the U.S. was a cashier at Walmart.


That was when I quickly realized that most people vastly underestimate the intellectual potential of people from the poor, working class of the society. They assume a certain IQ and intellectual level with the people below their social rank and treat a cashier just as a lesser person. During my short time working as a cashier, however, I met so many amazing, intellectual men and women who were working hard at jobs below their potential because of difficult life circumstances.


But I didn’t come all the way to the U.S. to be a cashier for the rest of my life. So, I started applying for professional jobs, taking phone interviews from ladies’ restrooms during my lunch breaks. I got many rejections due to not being fluent in English and not having any prior work history in the U.S. Finally, the founder of a small, startup IT company decided to extend me a helping hand. He told me that he didn’t mind my English because he could see my talent with IT and programming. He said that one can always learn a new language in a couple of months, but nobody can teach someone “talent” and “passion”. To this day, I still appreciate what he did for me: the risky decision of hiring a 20-something-year-old girl who didn’t speak the language and putting her on some important projects and in a client facing role. I worked as hard as I could and became a superstar programmer at his company because I couldn’t allow myself to disappoint him!


That job changed my life. After few months of working at that company, I got admitted to graduate school to pursue my master’s in software engineering at SMU, Dallas, and started working full time during the day and went to school at nights. Until I was finally able to make one of my biggest dreams come true: starting and growing an IT company.


Now, it’s my turn to extend a helping hand! I work hard to help other women to have a better life and achieve their career goals through my business and volunteering work.


PP: What’s one mistake you made and what did you learn from it?


NY: Owning a small business means facing the risk of making mistakes and facing failure almost every day. There are many decisions that must be made quickly, and sometimes, the option to know all the facts and pros/cons just doesn’t exist. It is also difficult to stay calm and not panic when problems arise, and the consequences of failing are too much to deal with.


During my early years as a business owner, I sometimes made decisions out of the fear of failure or losing a business opportunity. Later, I learned that decisions out of desperation or fear never lead to winning at the end. Now, this is one of my favorite quotes: “May your choices reflect your hopes, not your fears.” - Nelson Mandela


PP: What’s been the most rewarding part of your career?


NY: Founding and growing my company in the US, which I started with only a few dollars as the starting equity. I still remember the look on the banker’s face when he asked me, passionately, how much money I’d like to deposit into my brand-new business account and I handed him $25.


This was also around the time when Houston’s oil and gas market crashed, and corporations started canceling projects and stopped spending. People looked at me with compassion when I told them that I’m starting a brand-new company in such a depressed market. This was also when I realized the world of business, especially in the energy industry, seem to be male-dominated, and survival in this market depends on many vital factors — especially being connected to an exclusive network of business movers and shakers, which not surprisingly, wasn’t immediately accessible to an immigrant woman like me. All the odds were against me.

I felt I only had one option, and that was to push forward. I stopped thinking about the capital funds that I didn’t have and the people I didn’t know; rather I started meeting new people and making new connections who appreciated my passion and capabilities and weren’t concerned about where I was from. I also started finding creative ways to do business with little money.


After having my share of failures, bruises, and wins, I was finally able to significantly grow the company’s size and revenue and on-board and retain multiple clients, including some Fortune 500 corporations as well as local and state government agencies.


I’m proud of this journey and the fact that Optimum has created jobs for a number of professional women, men, and college students.  


I have a passion for founding businesses that support technology, innovation, and digital transformation to help advance our local and national communities. I believe the world is a better place with more humanity + technology!


We will be celebrating our next class of GRIT Award winners on Oct. 3. Join us — in person in Houston or for the livestream


We’ve been talking a lot lately about celebrating energy’s leaders. Our GRIT Awards, coming up next month, provide an opportunity to recognize those who are challenging, shaping and advancing the industry as a whole.


But a core part of our mission at Pink Petro is also to help our members harness their potential as leaders and powerful decision makers. And we have a great opportunity to do just that through our partnership with Rice University.


Rice University is bringing back its popular on line learning experience, Leadership and Decision Making in the Energy Industry. Classes begin October 2nd, and will continue for 15 weeks. You can access the insights, strategies, and information any time, anywhere, from any device — making it a valuable tool for our global workforce. You're busy building your career. So our partnership with Rice University is designed to make it easier for you to continue your education on your own time and in your own way.

Click here to register and USE THE CODE PETRO18 to get the course for $950.

Taught by Charles D. Mcconnell, the Executive Director of the Energy and Environmental Initiative at Rice University, the course reveals the effective decision making framework in the context of value chains and scenario planning within three major energy markets: oil & gas, petrochemicals, and electric power.


After completing Unit 1: Decision Making in the Energy Industry, you will be able to:

  1. Explain the idea of the global grand energy challenge
  2. Describe the structure of our three major energy markets
  3. Apply the three pillars of decision making to each of these markets
  4. Describe a balanced Decision Making Framework

After completing Unit 2: Value Chains in the Energy Industry, you will be able to:

  1. Explain the concept of value chains
  2. Apply that concept to our three major energy markets

After completing Unit 3: Scenario Analysis in the Energy Industry, you will be able to:

  1. Explain the concept of scenario planning
  2. Describe how scenario planning is applied to each of our three major markets through understanding insights provided in dynamic interviews with energy industry leaders


Sounds pretty good, right?

It’s been seventeen years since 9/11. A horrific event in the history of our world. We woke that morning to a world that felt safe, and by the end of the day, we all knew life would never be the same. We faced Ground Zero, and we had to rise.


Where were you?  I was working for Enron.  The first plane hit and I was listening into a conference call.  The line went dead and honestly no one thought anything of it.  It wasn't until we flipped on CNN to see what had happened on the trade floor that we realized our lives would be forever changed.  I saw the second plane hit live.  A colleague of mine Michelle got out, just in time never to return to New York or a skyscraper.  


Well before the social era, it was with 9/11 that our country and the world began to witness the atrocities of black swan events.  And it’s no different today. Thanks to social media, we are seeing more and more the proliferation of disasters of varying degrees. Wars, corporate scandals, natural disasters, #MeToo, the list could go on and on.


The anniversary of this monumental moment in our history got me thinking.


The rise a disaster demands requires courage, determination, and tenacity: GRIT.  Without warning, these events swoop into our lives and wreak havoc. And we have no choice but to roll up our sleeves, take a deep breath or two, and face the challenging road ahead.


In the process, we grow and change, and we prepare ourselves to be stronger for the future.  


Here in the energy industry, we are no strangers to the growth that comes from face-down moments. And because of that, we have loads of grit. And that’s what it’s all about.


Next month we honor unsung heroes at our GRIT awards.  But this isn’t just about recognizing success.  In fact its really less about the titles that come with the jobs — it’s about celebrating the rise. It’s about owning our stories of failure and how despite our falls, we find a way to rise to the next level.  


9/11 rattled us. We suffered great loss. But in its wake, the world banded together, faced the wreckage and rebuilt. We witnessed heroism in action, men and women stepping up cloaked in nothing but bravery.


And it’s in moments like these: 9/11, our own industry moments, or our private moments as people that we flex our grit muscles.


Today and every day, we honor the GRIT of our 9/11 heroes.



Katie Mehnert, Founder Pink Petro