The job of politicians is to provide good and effective government. With all the emphasis on getting elected, that simple aim can be forgotten.
You can’t destroy an energy system built on hydrocarbons without having a reliable alternative in hand.
Citizen frustration with elected politicians and politics is well-documented but who is paying attention to the backbone of government, the bureaucracy?
With countries like Germany firing up coal plants, rebooting nuclear and rationing hydrocarbons, it may be prudent to put the question of domestic refining capacity back on the table in Canada.
Any bump in global LNG supply — including by Canada — will help respond to Europe’s energy crisis.
A lack of diversification in the oil sector may not serve Canadians’ longer-term interests
Let me assure you that finger-pointing is a colossal waste of energy in a crisis.
It’s challenging to find a path through the maze of energy choices and net-zero carbon policies in the midst of a war in Ukraine that’s causing commodity prices to spiral out of control.
Investors in Canadian oilsands understand the harsh consequences of restricted oil production
Cold War 2.0, which is taking shape amid Russian President Vladimir Putin’s war against Ukraine, has compelled several European nations to step up their military capacity and wean themselves from dependence on Russian oil and gas.
This is precisely the kind of leadership Ukraine needs from its allies.
According to media reports, CNOOC, the China National Offshore Oil Corporation, is positioning itself to sell “marginal and hard to manage” assets in Britain, Canada and the United States, possibly including Nexen Inc.
The companies that will not only survive but thrive in these uncertain times need to deploy five key strategies to move beyond business as usual.
When gasoline prices hit $3 a litre, political leaders won’t be able to ignore the public backlash
As a leader, how do you hold compassion for the people around you and at the same time build the capacities and momentum required to move your organization beyond business as usual?
Even renewables companies can’t avoid the 'social' and 'governance' parts of ESG.
Western oil and gas operators are exiting Russia, but what about investors in renewables? Among the largest renewables players in Alberta — EDF Renewables, a wholly-owned subsidiary of the French utility EDF Group, and Italy’s ENEL Green Power —
Politicians know that they will be held accountable if they can’t fix the problem of out-of-control energy prices.
CEOs of energy companies with projects in Russia are facing career-defining leadership moments. What do you do when your corporate investments nearly overnight become politically, economically and socially untenable to your key stakeholders?
... there are exceptional geologists and geophysicists who have figured out how to use intuition to access the fourth dimension. These are the people who can see around corners. How do they do it?
In times of war, hydrocarbons still hold the power to decide winners and losers. That fact feels like an alternative reality, entirely out of synch with zealous climate change advocacy and aspirational corporate promises to get to net-zero emissions by 2030 or 2040.
There is no denying that polarization and entrenched positioning create the conditions for black-and-white thinking and often, conflict.
Investing in renewables in Alberta is a great deal for investors. But what are Albertans actually getting for their money?
Not only is the not-for-profit sector expected to address the disparities and fill the gaps exposed and exacerbated by the COVID-19 pandemic, nonprofit leaders are not exempt from the calls for greater accountability, equality, fairness, and...
Interviewer: Welcome to our blog Figment. We’re delighted to introduce you to our readers. And we’re keen to know what you have to say about Netflix’s new movie, Don’t Look Up.
Figment: I’ve seen this movie before!
DANCING WITH A PARTNER in sharp stiletto heels is dangerous. Yet done well—both partners engaged with one other in a state of ongoing harmonization—the art of tango can be elegant. That’s the level of focus and attention that the sustainability dance requires of enterprise leaders and decision-makers.
FOR MANY REASONS, several of which were accelerated by COVID-19, we’ve reached a turning point—the extinction of business as usual. Change is inevitable. Simply striving to maintain the status quo is...
IN A POLARIZED WORLD, people either champion causes—like a “just" energy transition, LGBTQIA+ rights, or reconciliation with Indigenous peoples—or they fervently oppose these positions and stare down anyone who dares to think differently. You are either with me or you are against me! You either believe in man-made climate change or you are a climate change denier. People draw others who think the same way into their echo chambers, and social media amplifies the voices.
WHAT IS “FAIR” is in the eye of the beholder. It’s like beauty. And right now, what is seen as “fair” and “equitable” is being recalibrated.
BUILDING OR REBUILDING for a better future for your enterprise includes re-inventing how you do business, how you make decisions and how you serve a broader range of stakeholders. Moving from surviving to thriving requires intention and design; this kind of change doesn’t just happen.
The telling of a heartfelt story motivates action like nothing else. What is your enterprise story? What lessons are there in your organization’s history and culture, and how can you apply them to the challenges of a changed world? And how are others hearing your enterprise story?
EVERYTHING IS CHANGING and shifting. Cycle times are speeding up. What will have value two years from now? Cryptocurrency, lithium, Facebook’s new “metaverse”? We honestly don’t know. What is certain; the new future we are creating is going to be different than the world we leave behind.
Stewardship is the ultimate form of leadership. It requires decision-makers to think beyond themselves. It’s the art of the long view, a perspective that may span beyond a single lifetime and even generations. Many of us know people who practice stewardship in their personal lives; can stewardship operate as an enterprise aim?
THERE IS A lot of pressure on organizations of all kinds to be fairer, more accountable, and more sustainable. Significant social movements—as diverse as MeToo, Occupy, Black Lives Matter, Arab Spring, Fridays for Future, to name but a few—pressure companies, government agencies and non-profits to step up and do things differently.