In this two-part series, we’ll give insight into what this proxy season means for oil and gas companies.
I’ve talked to dozens of oil and gas executives for my upcoming book — and the more conversations I have and the deeper I get into the writing, the more I realize that every single component of your company’s energy transition strategy needs to be about people.
In this Both True, I cover the tempting pitfalls of reactive political engagement and urge you to chart a steady, resilient course free of sharks.
While BlackRock’s stance on sustainability keeps revealing nuance, it’s wishful thinking to assume that nuance means anything less than BlackRock’s continuing strong commitment to strategy, reporting, and disclosure requirements in response to climate change. Game-changing leaders recognize this continues to influence investor expectations of their companies.
BlackRock developments matter because they demonstrate how ESG pressures are translating into investor expectations. But with so much happening in the news, how does the CEO letter translate into actions you need to take in 2022?
At Adamantine, we’re advising game-changing leaders to adopt cautious optimism, avoid the moody pendulum of political commentary, and stay the leadership course.
The recent price volatility around oil and gas has spurred myriad interpretations — most of which are interesting for how they demonstrate our selective reasoning, usually defined by our politics. Further, the line of reasoning most industry executives are likely to pursue is in fact the one most likely to undermine their leadership position. Instead, the opportunities created by price volatility are more compelling — and it’s these opportunities that game-changing leaders are scouting closely.
We don’t want to see our industry decarbonization strategies become obsolete before we even imagine their full fruition. In this Both True, I look at blue hydrogen as the sign you need to fast-forward promoting your decarbonization efforts.
Promoting “diversity of thought” is a common and seemingly innocuous approach to kicking off diversity and inclusion efforts within many companies. In practice, it can accidentally set off a culture war that you’ll struggle to contain. Here’s what you need to know to avoid this very common mistake.
I repeatedly find myself in conversations where I start somewhere “in the middle” on what oil and gas companies need to do to thrive in a time of continuous disruption: engage millennials, share aspirations, take the leadership mantle. And company leaders want to do with me what they are doing with the skeptical public: explain the need for energy and why the world needs them.
