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ExxonMobil Is Rewiring Its Enterprise For The Energy Future

ByJudith Magyar,Brand Contributor.

“Digital transformation often gets mistaken for an IT upgrade,” said Kurt Aerts, business venture executive at ExxonMobil. He was speaking at the ASUG Best Practices event for Oil, Gas and Energy in Houston, Texas. “Our ongoing transformation is a powerful reminder that true change means transforming the business at scale. It’s not about implementing new systems — it’s about fundamentally changing how an enterprise operates and creates value.”

Not just another systems project
This philosophy underpins the company’s multi-year transformation that integrates people, processes, systems, and data across an organization with $350 billion in annual revenue, about 60,000 employees, and operations spanning upstream, chemicals, fuels, lubricants, and low-carbon solutions.

One of the key steps in ExxonMobil’s journey, which began in 2017, was to reframe the mindset. “We don’t want to optimize, we want to transform,” said Aerts.

Process transformation requires challenging deeply ingrained ways of working and prioritizing adoption of industry standards for each process area and service offering such as Record-to-Report, Source-to-Pay or Order-to-Cash, to drive globally consistent execution. This takes a governance model designed for clarity and speed of decision making — two prerequisites for meaningful transformation and to prevent the common trap of consensus-driven optimization.

Transforming the core
Aerts went on to describe ExxonMobil’s three core pillars of transformation:

Processes are now harmonized to industry standards enterprise-wide versus being executed differently by business or geography.

Systems are modernized from 12 heavily customized ERPs to a unified, cloud-based platform on SAP S/4HANA.

Data is being turned from fragmented, trapped information into harmonized consistently defined enterprise assets.

In the past, answering a simple question such as ‘how much do we sell to Walmart’ required hours of aggregating and reconciling across 12 ERPs. Real-time, enterprise-wide visibility will speed up the process considerably. “Harmonized data is becoming ExxonMobil’s new gold standard — the foundation for predictive analytics, AI, and faster decision-making,” Aerts explained.

Managing scale and risk
Large-scale transformation requires effective risk management. ExxonMobil’s approach balances value capture and risk mitigation.

Deployments are phased by the existing ERP ecosystem, not geography or function, to manage complexity and provide business continuity. A layered governance structure — from a sponsor committee of senior executives to operational design boards — supports accountability, transparency, and alignment at every level.

Aerts shared some lessons from the frontline, stressing the importance of foundational principles. When challenges arise, these principles help keep decisions aligned with strategic intent. Next, he reiterated that data matters most, because clean, consistent data is the real enabler of transformation. And finally, the team learned early on that an out-of-the-box approach really works. Industry-standard configurations deliver agility and prevent the drift toward customization that burdens future upgrades.

“We were able to achieve significant simplification,” he said. “For instance, we reduced about 1,400 company codes to under 1,000, and profit centers from more than 15,000 to fewer than 500. This has eliminated significant complexity while increasing transparency across financial reporting.”

ExxonMobil’s key metrics reflect the disciplined execution of the transformation, and is exceeding its targets on its two principal objectives:

80% target on Fit to Standard: a testament to the commitment to adopt industry standard processes.

90% target on Clean Core: enabling instant upgradeability and system resilience.

Ultimately, ExxonMobil’s enterprise transformation is about creating competitive advantage. By harmonizing data, simplifying systems, and standardizing processes across business lines and geographies, the company is positioning itself for faster innovation and improved experiences for employees, suppliers and customers.

Shaping the future
Transformation is also about visionary leadership in an industry that is adapting to societal needs on how energy is produced, distributed, and consumed. ExxonMobil has a long history of collaboration with SAP to address functionality gaps and ensure the solution is optimized for the oil and gas industry. In essence, ExxonMobil’s journey offers a blueprint for global organizations facing the same challenges, especially lack of agility caused by legacy systems, fragmented data, and decentralized processes.

Aerts concluded: “A successful transformation isn’t about replacing tools; it’s about redesigning processes, data and systems to deliver industry leading performance in efficiency, effectiveness and the experience of our employees and customers, while ensuring agility for adjustments required due to changes in the market.”

https://www.forbes.com/sites/sap/2025/11/04/exxonmobil-is-rewiring-its-enterprise-for-the-energy-future/

#ChangeManagement #DigitalTransformation #Energy #Innovation #Leadership

Exxon CEO delivers blunt message on Strait of Hormuz, oil prices

I keep waiting for the other economic shoe to drop...

Important points in summary. Link to full article at end.
"Strategic petroleum reserves have been released, commercial inventories have been drawn down."
In plain terms, the world has been living off its emergency stockpiles." "And even after the Strait reopens, he cautioned against expecting an immediate return to normal.
Ships need to be repositioned, and a backlog of cargoes needs to be worked through the system.
Transit times add days or weeks to the time before the product actually reaches consumers.
'We're thinking there's going to be a 1- to 2-month time lag between the Strait opening up and the market seeing normal flow,' Woods said."
** "Beyond that, governments and buyers that have drawn down reserves will need to restock."

https://sg.finance.yahoo.com/news/exxon-ceo-delivers-blunt-message-171700095.html?guccounter=1&guce_referrer=YW5kcm9pZC1hcHA6Ly9jb20uZ29vZ2xlLmFuZHJvaWQuZ29vZ2xlcXVpY2tzZWFyY2hib3gv&guce_referrer_sig=AQAAAJW9Mbl8zOro2hAcbaqvhG_qkfO-dIcOcukIRrgwuT2n_RZNCb9aoEzLm0WATYTmh9YdbRFySH7bCriqyBkUdXU02e6M73w0FZNocWTtupHG6wP_AMzfOuROG7LYRnloKBGsMNhzXepJg2mJWNdcAR0yr21csNMyv6k_yeiB6hq_

#Economy #Energy #Market #Oil

Eneos to buy Chevron's Singapore refinery stake, Asian assets for $2.2 billion

5/14/2026 12:00:00 PM

Deal includes Chevron assets in Vietnam, Australia, Philippines, Malaysia
Deal expected to close in 2027

Chevron divests Asian refining assets to streamline operations

Eneos aims to boost overseas sales share to over 50% by 2030, CEO says
Eneos Holdings said it will buy U.S. major Chevron's 50% stake in Singapore Refining Company and other assets in Southeast Asia and Australia for nearly $2.2 billion, in its first refining foray outside of Japan.

The deal, which includes Chevron's assets in Vietnam, Australia, Philippines and Malaysia, is expected to close in 2027, Eneos said. Chevron has been looking to divest refining and storage assets in Asia to streamline operations and reduce costs.

"This investment represents a significant step in strengthening the business platform that connects Japan with Southeast Asia and Oceania," said Eneos Holdings CEO Tomohide Miyata.

Eneos operates nine refining complexes in Japan including a joint venture with PetroChina.

Chevron divestment. SRC operates a 290,000 barrels-per-day refinery in Singapore and the other half of the company is held by PetroChina 0857.HK through its subsidiary Singapore Petroleum Co.

"The agreement reflects Chevron's disciplined approach to managing its international portfolio," said Andy Walz, president of Chevron's downstream, midstream and chemicals.

The SRC stake sale is the second major refinery deal in the Asian oil hub after Shell sold its Bukom refining and petrochemical complex in 2024. Chevron previously sold its Hong Kong retail stations to Thai refiner Bangchak Corp. Corp for $270 million.

The latest sale includes Chevron's Penjuru terminal and lubricants facility in Singapore, which has a storage capacity of around 400,000 cubic meters, roughly equivalent to 2.5 million barrels of oil.

Taking over a fuel terminal in one of the world's largest oil storage and blending hubs will expand Eneos' trading capabilities, especially in refined fuel, analysts said.

"It will be an important strategic move for Eneos to grow downstream given its domestic market in Japan is saturated and expected to decline," said Sushant Gupta, Wood Mackenzie's Asia Pacific refining and oils research director, a reference to Japan's long-term decline in demand owing to a shrinking population.

"It is not just the refinery but things that come along will be the deal sweetener."

Morgan Stanley was appointed by Chevron to handle the sale of the refinery stake and other assets in Asia.

Eneos eyes more overseas M&A deals. Eneos is looking to widen its overseas operations via the purchases from Chevron, while looking at other buys.

"With regard to our overseas operations, which currently account for just under 20% of sales, we intend to use this M&A as a catalyst to significantly expand this share - including through future growth in our trading business - with the aim of raising it to more than 50% by fiscal 2030," said Eneos' Miyata.

He said he did not believe the latest acquisition of assets from Chevron alone would be sufficient to achieve that goal.

"We aim to reach the target through future overseas M&As, and we are already taking steps in that direction," he added.

https://www.hydrocarbonprocessing.com/news/2026/05/eneos-to-buy-chevrons-singapore-refinery-stake-asian-assets-for-22-billion/

#Acquisition #BusinessDevelopment #Energy #OilAndGas

What is the legal definition of a trade secret? There Are Very Few Trade Secrets in the Energy Industry.

A trade secret is legally defined as confidential business information that gains economic value from not being generally known and is protected through reasonable efforts to keep it secret. In U.S. law, this definition is most clearly articulated in 18 U.S.C. § 1839, part of the Defend Trade Secrets Act (DTSA).

📘 Core Legal Elements of a Trade Secret
Under federal law, information qualifies as a trade secret if it meets all three of these requirements:

Secrecy — The information is not generally known or readily ascertainable through proper means by others who could benefit from it.

Economic value — The information has actual or potential economic value because it is secret. Competitors would gain an advantage if they obtained it.

Reasonable measures — The owner takes reasonable steps to maintain its secrecy (e.g., NDAs, access controls, secure storage).

If any one of these elements' stops being true, the information loses trade secret protection.

🧩 What Counts as a Trade Secret?
Trade secrets can include virtually any type of business, technical, or scientific information, such as:

Formulas (e.g., beverage recipes)

Processes or manufacturing methods

Algorithms

Customer lists

Designs or prototypes

Negative know‑how (failed experiments that reveal what doesn’t work)

The law covers both tangible and intangible information, regardless of how it is stored.

🏛️ Authoritative Legal Definition (DTSA)
Under 18 U.S.C. § 1839(3), a trade secret includes “all forms and types of financial, business, scientific, technical, economic, or engineering information… if (A) the owner has taken reasonable measures to keep such information secret; and (B) the information derives independent economic value… from not being generally known.”

#Advice #Confidentiality #Energy #Legal #TradeSecret

How Artificial Intelligence (AI) Effects the Environment

AI usage imposes significant environmental costs, primarily through massive electricity consumption, high water usage for cooling data centers, and electronic waste from hardware manufacturing.

While AI can help optimize energy efficiency, its rapid growth contributes to rising greenhouse gas emissions. By 2027, AI demand could use 4.2–6.6 billion cubic meters of water.

Key Environmental Impacts of AI

  • Energy Consumption & Emissions: Training and running complex AI models require immense power, with data centers currently accounting for about 1% of global electricity demand. A single generative AI query uses 4-5 times more energy than a standard search engine request.

  • Water Usage: Data centers consume vast amounts of water for cooling to prevent servers from overheating.

  • Hardware and E-Waste: Producing GPUs and servers requires mining for rare earth minerals, leading to soil erosion and pollution. Rapid hardware turnover increases electronic waste.

  • Infrastructure Impact: The expansion of AI infrastructure can contribute to local environmental degradation, including air quality issues in surrounding communities.

Experts emphasize that the environmental sustainability of AI is often overlooked, with urgent need for more transparent, efficient models

#AI #Energy #Infrastructure #Sustainability

Layoffs on May 7th

The company is attempting to be hush-hush about this, but my (soon to be ex) co-workers are announcing on LinkedIn. Last day in the office is today for some.

This entire industry (ev charging) is cooked. All players are trying to get acquired by either an (ev) auto manufacturer or an energy company (like a Shell) increasing footprint in the ev charging space.

#Acquisition #AutoMakers #EV #Energy

ExxonMobil to slash low-carbon spending by a third

Oil major will cut investment over next five years from $30bn to $20bn

Maxine Kelly and Martha Muir in London

PublishedDec 9 2025

UpdatedDec 9 2025, 13:21

Please use the sharing tools found via the share button at the top or side of articles. Copying articles to share with others is a breach of FT.com T&Cs and Copyright Policy. Email licensing@ft.com to buy additional rights. Subscribers may share up to 10 or 20 articles per month using the gift article service. More information can be found at https://help.ft.com/faq/gifting-and-sharing-an-article/what-is-a-gift-article/.
https://www.ft.com/content/dc0f4207-7eb3-482d-8f28-e2b15ed07e9f?syn-25a6b1a6=1

ExxonMobil said it would slash planned spending on low-carbon projects by a third, as oil majors pare back clean energy initiatives and pivot back to fossil fuels.

The Texas-based company, the largest US oil producer, also said in a strategic update on Tuesday that it planned to lift earnings and cash flow by $5bn by 2030, with no increases in capital spending.

Exxon said spending on low-carbon initiatives would be cut to $20bn over the next five years, down from about $30bn previously. The company also recently paused plans for a $7bn hydrogen plant in Baytown, Texas, citing low customer demand.

Some of the world’s biggest oil and gas companies are pulling back from low-carbon projects and returning their focus to fossil fuels, amid expectations that oil demand will remain more resilient and that the green transition will take longer than anticipated.

President Donald Trump has made the promise of abundant, cheap oil and gas a key pillar of his second term and pledged to “export American energy all over the world”.

UK oil major BP in February reversed its push into clean energy to refocus on fossil fuels, with chief executive Murray Auchincloss saying the company went “too far, too fast”. It also shelved plans for its hydrogen and carbon capture scheme in north-east England.

Shell also scrapped a 2021 commitment to let oil output fall by 1 per cent to 2 per cent a year until 2030 and wrote down the value of its $1bn wind business. However, other companies such as TotalEnergies have continued to invest in their renewables arms.

The interior department will on Wednesday hold a lease sale for 80mn acres in the US Gulf, as mandated by Trump’s signature tax and spending bill, which analysts at TD Cowen expect to attract interest from Shell, BP and Chevron.

Exxon has four upcoming sites in Guyana due to start production by 2030, as well as final investment decisions on natural gas projects in Papua New Guinea and Mozambique.

Exxon’s chief executive Darren Woods told the Financial Times last month that assumptions the company made when setting its previous goals for spending on low-carbon projects had not been met, blaming disappointing customer demand and government policies.

Exxon on Tuesday said it expected $25bn in earnings growth and $35bn in cash flow growth by 2030 compared with 2024 on the same constant-price and margin basis, a $5bn improvement on its previous plan.

This reflected the company’s “stronger contributions from advantaged assets, a more profitable business mix and lower operating costs”, Exxon said.

The company also announced its chief financial officer, Kathy Mikells, will retire from February 2026 and be replaced by Neil Hansen, Exxon’s president of global business solutions.

https://www.ft.com/content/dc0f4207-7eb3-482d-8f28-e2b15ed07e9f?syn-25a6b1a6=1

#BudgetCuts #CorporateStrategy #Energy #Layoffs #Oil

Did the White House Put Pressure on XOM to Sell Two Initial Cargos of LNG from Golden Pass LNG?

Exxon pulls offer to sell two initial Golden Pass LNG cargoes - Reuters

Exxon Mobil (XOM) has withdrawn an offer to sell two initial cargoes of liquefied natural gas from its Golden Pass export plant in Texas that has been in the process of starting up operations, Reuters reported Thursday.

#Company #Energy #News #Oil

ExxonMobil Is Rewiring Its SAP Enterprise For The Energy Future

ExxonMobil Is Rewiring Its SAP Enterprise For The Energy Future

By Judith Magyar,Brand Contributor.
Nov 04, 2025, 07:59am EST

Harmonized data is becoming ExxonMobil’s new gold standard — the foundation for predictive analytics, AI, and faster decision-making.

“Digital transformation often gets mistaken for an IT upgrade,” said Kurt Aerts, business venture executive at ExxonMobil. He was speaking at the ASUG Best Practices event for Oil, Gas and Energy in Houston, Texas. “Our ongoing transformation is a powerful reminder that true change means transforming the business at scale. It’s not about implementing new systems — it’s about fundamentally changing how an enterprise operates and creates value.”

Not just another systems project
This philosophy underpins the company’s multi-year transformation that integrates people, processes, systems, and data across an organization with $350 billion in annual revenue, about 60,000 employees, and operations spanning upstream, chemicals, fuels, lubricants, and low-carbon solutions.

One of the key steps in ExxonMobil’s journey, which began in 2017, was to reframe the mindset. “We don’t want to optimize, we want to transform,” said Aerts.

Process transformation requires challenging deeply ingrained ways of working and prioritizing adoption of industry standards for each process area and service offering such as Record-to-Report, Source-to-Pay or Order-to-Cash, to drive globally consistent execution. This takes a governance model designed for clarity and speed of decision making — two prerequisites for meaningful transformation and to prevent the common trap of consensus-driven optimization.

Transforming the core
Aerts went on to describe ExxonMobil’s three core pillars of transformation:

Processes are now harmonized to industry standards enterprise-wide versus being executed differently by business or geography.

Systems are modernized from 12 heavily customized ERPs to a unified, cloud-based platform on SAP S/4HANA.

Data is being turned from fragmented, trapped information into harmonized consistently defined enterprise assets.

In the past, answering a simple question such as ‘how much do we sell to Walmart’ required hours of aggregating and reconciling across 12 ERPs. Real-time, enterprise-wide visibility will speed up the process considerably. “Harmonized data is becoming ExxonMobil’s new gold standard — the foundation for predictive analytics, AI, and faster decision-making,” Aerts explained.

Managing scale and risk
Large-scale transformation requires effective risk management. ExxonMobil’s approach balances value capture and risk mitigation.

Deployments are phased by the existing ERP ecosystem, not geography or function, to manage complexity and provide business continuity. A layered governance structure — from a sponsor committee of senior executives to operational design boards — supports accountability, transparency, and alignment at every level.

Aerts shared some lessons from the frontline, stressing the importance of foundational principles. When challenges arise, these principles help keep decisions aligned with strategic intent. Next, he reiterated that data matters most, because clean, consistent data is the real enabler of transformation. And finally, the team learned early on that an out-of-the-box approach really works. Industry-standard configurations deliver agility and prevent the drift toward customization that burdens future upgrades.

“We were able to achieve significant simplification,” he said. “For instance, we reduced about 1,400 company codes to under 1,000, and profit centers from more than 15,000 to fewer than 500. This has eliminated significant complexity while increasing transparency across financial reporting.”

ExxonMobil’s key metrics reflect the disciplined execution of the transformation, and is exceeding its targets on its two principal objectives:

80% target on Fit to Standard: a testament to the commitment to adopt industry standard processes.

90% target on Clean Core: enabling instant upgradeability and system resilience.

Ultimately, ExxonMobil’s enterprise transformation is about creating competitive advantage. By harmonizing data, simplifying systems, and standardizing processes across business lines and geographies, the company is positioning itself for faster innovation and improved experiences for employees, suppliers and customers.

Shaping the future
Transformation is also about visionary leadership in an industry that is adapting to societal needs on how energy is produced, distributed, and consumed. ExxonMobil has a long history of collaboration with SAP to address functionality gaps and ensure the solution is optimized for the oil and gas industry. In essence, ExxonMobil’s journey offers a blueprint for global organizations facing the same challenges, especially lack of agility caused by legacy systems, fragmented data, and decentralized processes.

Aerts concluded: “A successful transformation isn’t about replacing tools; it’s about redesigning processes, data and systems to deliver industry leading performance in efficiency, effectiveness and the experience of our employees and customers, while ensuring agility for adjustments required due to changes in the market.”

https://www.forbes.com/sites/sap/2025/11/04/exxonmobil-is-rewiring-its-enterprise-for-the-energy-future/

#Energy #OilAndGas

Andy Walz says Americans should drive less

Article from MSN, interview with CBS:

"People should try to drive less. They should try to conserve energy," Walz told CBS News when asked how Americans could try saving money at the pump. "We should be doing that all the time. Energy's essential for people's lives, but we should conserve it."
"It's a global market for crude," Walz said. "We have crude here, that's closer to us, that we're all processing and using. That's helping Americans buffer their price. ... If this goes on for an extended period of time, it's probably gonna get tougher."

So… more wfh, right Andy?

https://www.msn.com/en-us/money/markets/chevron-executive-suggests-americans-should-drive-less-amid-high-gas-prices/ar-AA20UkrR?ocid=winp2fptaskbarhoverent&cvid=69df8a9f82a14a0cbd37caa4c8e29a43&ei=15

#Advice #Energy #Gas

The Threat of Stagflation.

Updated - F, 4/10/26.

The Threat of Stagflation.

Energy prices are (not) coming down anytime soon -

  • Energy prices will stay High for (months, or longer) due to numerous reasons from the U.S. Iran War.

The "peak" season for Energy is (Always) the Summer.

  • Stagflation - High Inflation - Low Growth is a (Very serious) threat to the U.S. economy.

It the (current) trends continue (especially if Inflation is allowed to run) and the Fed doesn't raise Interest rates to control it is a Major recession > 2027.

  • LEI - Leading Economic Index (the Chart).

    These are the facts.

#EconomicDownturn #Energy #Inflation #Recession #State

Higher Energy Prices, the U.S. economy; and Jobs.

Oil prices, and U.S. jobs created (nationally) -

  • 2025 - 125,000 Total - Revised downwards from 181,000.

  • 2026 - 34,000 Total - Non-Revised.

Higher Energy prices will remain for months (or longer) even if the U.S. Iran War ends (in the future) due to numerous factors including (the already damaged Energy infrastructure in the Mideast) with Iran remaining in control of the Strait of Hormuz.

  • The U.S. will see  Oil prices (the highest) during the Summer peak season, Asia; and Europe; will see it first-now.

LNG not so much in the U.S. but that also applies as well.

  • The U.S. economy, and (Wall Street) are (currently) underestimating the effects of higher Oil; and LNG prices to a lessor extent, on consumer spending; and jobs.

It will (not if) affect numerous product pricing, and supply chains; in virtually every industry.

#Economy #Energy #Oil #WallStreet

Not Worried About an Oil Shock? Chevron CEO, Other Energy Execs Sure Are. (Barron's)

The global energy system has entered a prolonged period of disruption following the Iran war, with no quick path back to normal conditions.

Damage to infrastructure, shuttered wells, and tangled supply chains have created lasting shortages of oil and natural gas. Even if the conflict were resolved immediately, the loss of production capacity and logistical breakdowns mean elevated energy prices are likely to persist for years rather than months.

Several top energy executives have voiced concern about the severity of the situation:

  • Mike Wirth has warned that oil markets are not fully accounting for the real physical disruptions already underway, particularly around the Strait of Hormuz.
  • Vicki Hollub has emphasized efforts to reduce exposure to geopolitical risk, reflecting broader industry caution.
  • Shaikh Nawaf Al-Sabah has highlighted that even when conditions stabilize, restarting production will take months due to shut-in wells.
    Their comments collectively underscore that the challenges are structural, not temporary.

The effects are spreading unevenly across the world, beginning in Asia where countries are already cutting energy use through emergency measures, and gradually moving toward Europe and beyond. A significant share of global oil and gas supply has been taken offline, forcing governments and industries to adapt through rationing, higher costs, and reduced activity. Unlike previous crises, this disruption involves physical damage to key facilities, making recovery slower and more complex while also contributing to rising inflation in major economies.

Industry leaders warn that markets may be underestimating how severe and long-lasting the situation could become, especially with critical chokepoints like the Strait of Hormuz affected. While energy companies are currently benefiting from high prices, the underlying instability is unsustainable. Attention is shifting toward faster-to-deploy sources like U.S. shale, but emergency reserves are being depleted quickly, suggesting a future defined by tighter supply, structurally higher prices, and ongoing uncertainty in global energy markets.

https://www.barrons.com/articles/oil-shock-chevron-energy-stocks-4f65c8b1

#Energy #Inflation #Oil #SupplyChain

More RTO Enforcement Due to Gas Prices

Another reason to add for employees to quit, on top of several toxic reasons that AT&T created for the employees is the increase in gas prices. This is a goldmine for AT&T execs who want employees out. You'd think they'd come to their senses, noooo, they are very happy that the increase happens, because it will expedite the quitting. AT&T is not interested in retaining employees and customers. They recently announced to increase the plan of those grandfathered accounts. They do not care. They are hoping that you are TOO LAZY to move out of AT&T plan, and even if 20% do leave AT&T, they still get money from those 80% that are paying more.

So expect more RTO enforcement, even if gas prices reach $12 in CA or $8 in the SE.

#RTO #ReturnToOffice #Energy #Cost #Attrition

Reflecting on recent events

Reflecting on the energy sector lately, it’s striking how much the work we do matters ... not just in powering homes and industries, but in doing it thoughtfully and responsibly.
At Chevron, there’s a quiet consistency to how things get done: prioritizing the safety of people and protection of the environment above everything else, building real partnerships that last, valuing the diverse perspectives everyone brings, and always aiming to deliver high performance with integrity at the core. It’s not flashy, but it’s steady and over time, that approach builds something meaningful.
In an industry full of challenges and change, being part of a team guided by those principles feels like a real advantage. It shapes the decisions, the collaborations, and even the small daily choices that add up.

Grateful to be in the middle of it, contributing alongside people who care about getting results the right way.

What about you? what keeps you motivated in this space?

#Accountability #Culture #Energy #Environment #Team

Career week is amazingly cringe

Does anyone actually get anything out of this other than disgust and insult?

This has to be one of the most bizarre corporate nonsense campaigns I have seen across at least 7 employers.

Is anyone following this directive?:
" And don’t forget to share your Career Week experience on Viva Engage with the hashtag #CareerWeek2026 - let’s spotlight the innovation and energy of our office! "

My office is still 90% empty, with no innovation or energy.

#Career #Energy #Hashtag #Innovation #Office

Guyana Technical Training College - ExxonMobil Business Model for Our Offshore Assets

This weekend I had the privilege of joining over 1,000 Port Mourant residents, government officials, along with the team from ExxonMobil Guyana and our coventurers for the official opening of GTTCI.

Seeing the newest cohort of trainees, particularly the several young women, who will be the first to complete their full training right here in Guyana was truly remarkable. Their achievements will mark yet another important milestone worth celebrating.

GTTCI will play a critical role in preparing many to operate the oil and gas assets safely and reliably, while also equipping individuals with skills that create opportunities beyond the sector. I look forward to witnessing the continued impact that this institution will have on its students and the development of Guyana’s workforce for years to come.

With the Guyana Energy Conference & Supply Chain Expo starting tomorrow, it’s another exciting week in Guyana!

https://www.linkedin.com/showcase/exxonmobilguyana

#Energy #OilAndGas #Training

Expand Energy Moves Headquarters from Oklahoma City to Houston

Expand Energy, formerly Chesapeake Energy, will move its headquarters. The company is relocating from Oklahoma City to Houston, Texas. This move is expected to be completed by mid-2026. Primarily executives will relocate.

https://www.kosu.org/energy-environment/2026-02-10/expand-energy-formerly-chesapeake-to-move-its-headquarters-out-of-okc

#Headquarters #Relocation #Houston #OklahomaCity #Energy

Solar inverter manufacturer Enphase lays off 160+ employees

Enphase Energy reportedly laid off about 160 employees in January, which is close to 6% of the solar inverter, energy storage and EV charger manufacturers’ workforce.

https://www.solarpowerworldonline.com/2026/02/solar-inverter-manufacturer-enphase-lays-off-160-employees/

#EmployeeTurnover #Energy #Layoffs #Solar #WorkforceReduction

In March 2025, U.S. Renewables Generated 50.8 Percent of Electricity, Beating Fossil Fuels for the First Time

In March 2025, a monumental shift occurred in the energy landscape of the United States.

For the first time ever, renewable energy sources powered over 50% of the U.S. electricity grid, surpassing fossil fuels in what is a historic moment for the environment. Wind, solar, and hydroelectric power led the charge, marking a massive step toward a cleaner and more sustainable energy future. This shift proves that green energy is not just a possibility, but an undeniable reality.

The transition to renewable energy has been a long time coming, but the momentum we’re seeing now is unprecedented. For years, renewable sources struggled to compete with fossil fuels, both in terms of cost and capacity. But the rapid advancements in technology, along with increased investments in clean energy infrastructure, have made renewables more affordable and efficient than ever before. The future of energy is no longer reliant on dirty fossil fuels, and this shift offers hope for future generations.
Wind and solar, in particular, have seen tremendous growth. The cost of solar panels has dropped significantly, making it a viable option for residential and commercial use. Wind turbines are becoming more efficient, and hydroelectric power continues to provide consistent and reliable energy. This diverse mix of renewable sources ensures that the U.S. can meet its energy needs while significantly reducing its carbon footprint.
Despite the progress, there is still much work to be done. The U.S. must continue to invest in energy storage solutions to manage the intermittent nature of solar and wind power. Additionally, expanding renewable energy infrastructure and updating the grid to handle a greater share of green energy are critical steps in this transition. But for the first time, there is a clear path forward, and the momentum is on our side.

The shift toward renewable energy represents more than just an environmental victory; it’s an economic opportunity. As renewable energy continues to grow, it can create jobs, stimulate innovation, and reduce our reliance on imported fuels. A future powered by wind, solar, and hydro is not only cleaner but also brighter for the economy and the planet.

https://ember-energy.org/latest-insights/us-electricity-2025-special-report/

#AlternativeEnergy #Energy #RenewableEnergy #Sustainability #Technology

Sell sell sell

https://www.reuters.com/business/energy/shell-mitsubishi-exploring-sale-options-their-stakes-lng-canada-sources-say-2026-01-16/

Ok so you’ve got an asset with cost of supply advantage , so much so you want to double its throughput… what should you do with it ???
I know!! I know!! DILUTE your ownership to buy my shares!!!!!!

#AssetManagement #Dilution #Energy #OilAndGas #ShellCompanies