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.
Recent news confirms how important it is for your company to 1) get its political spending accounted for and 2) make this spending part of your climate leadership strategy.
Shell is one of the most progressive oil and gas majors in the world, with an unparalleled level of climate analysis, commitment, and detail in their strategic planning. Yet to the shock of many, Shell was recently hit with a devastating legal blow that will make many oil and gas leaders question the very nature and effectiveness of climate stewardship by any oil and gas company — asking, Why should we bother?
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.
It’s been maddening to watch the unfolding drama around rising gasoline prices in the United States. The conversation has been completely untethered from the reality of the need for oil supply and relevant infrastructure; instead, it settles for blaming petroleum companies for price-fixing.
Special Report
We detail the challenges for oil and gas as the sector works with and among millennials — including understanding and integrating a generation starkly different from previous generations.
Tisha Schuller is an energy policy thought leader, specializing in oil and gas. She serves as Strategic Advisor to Stanford University's Natural Gas Initiative and is a member of the National Petroleum Council, an advisory board to the Secretary of Energy under the Obama, Trump, and Biden administrations.
Adamantine’s Research & Policy Coordinator Kelsey Grant wrote a column that was featured in The Colorado Sun. She touches on the limitations of protests for environmental advocacy and lists the steps to making one’s advocacy strategy more effective.
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.
Recent news confirms how important it is for your company to 1) get its political spending accounted for and 2) make this spending part of your climate leadership strategy.
Shell is one of the most progressive oil and gas majors in the world, with an unparalleled level of climate analysis, commitment, and detail in their strategic planning. Yet to the shock of many, Shell was recently hit with a devastating legal blow that will make many oil and gas leaders question the very nature and effectiveness of climate stewardship by any oil and gas company — asking, Why should we bother?
