Energy, chemicals and utilities

We help clients generate strategies that work, develop distinct capabilities, and align investments for sustainable growth.

Strategy that works

PwC's Strategy& India energy, chemicals and utilities practice works closely with organizations in the oil and gas, chemical, power, and alternative energy space to address their top-of-mind concerns as well as to drive their capabilities agenda. Our work includes addressing both strategic and operational issues that face the senior management across these organizations. Our consultants have consistently worked on cutting-edge business challenges and have helped frame solutions that build and sustain the “essential advantage” for our clients.

The India energy, chemicals and utilities team is a balanced mix of both consulting and industry veterans with access to a team of industry experts with significant Indian and global experience. Our recent Indian experience with energy, chemicals and utilities clients consists of projects across vision and corporate planning, growth strategy, diversification strategy, large-scale business process transformation, value realization, organization and change management, cost reduction, employee engagement, sourcing and procurement, and go-to-market strategy. We have deep expertise in critical business areas such as E&P, refining and marketing, fuel retail, gas, LNG, alternative energy, power generation, power transmission, coal, crude chemicals, coal chemicals, and specialty chemicals.

We are differentiated from our competitors in our ability to deliver implementable solutions to the client’s problems, with clear benefits realization, while effectively leveraging our local and global expertise.

2018 Chemicals Trends

2018 Chemicals Trends

The industry may finally be approaching a tipping point of more profitability.

For many years the global chemicals industry has been fighting declining margins, product commoditization, rapidly expanding competition in developing countries, and customers demanding more at lower prices. The story of how specialty chemicals and the fruits of innovation, which once commanded a premium, have slowly lost their luster over recent decades is well told; indeed, in many of Strategy&’s annual analyses in the past decade, we’ve bemoaned these troubling circumstances and the frustrations that the industry faces in figuring out a way to deal with them.

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How we can help you

Strategy development and execution

Competitive companies require tailored strategies to tackle the full range of strategic and market challenges. Working with condition-driven methodologies, our teams help clients inform their strategic debate, envision the future, set clear expectations, and develop and implement appropriate strategies related to:

  • Corporate growth
  • Capital allocation
  • Portfolio optimization
  • Operating models
  • Organizational architecture
  • Workforce planning

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M&A transaction support

Drawing on our proven industry expertise and our functional experience in the support of all phases of M&A processes, we support our clients during target assessment, synergies quantification, regulatory strategy, and integration program implementation. Major support activities include:

  • Acquisition strategies
  • Financial analysis and valuation
  • Due diligence support
  • Clean room operation
  • Postmerger integration
  • Business carve-out

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Performance management

Markets and regulators are demanding that power and gas companies not simply pursue, but achieve, operational excellence. We support our clients in the sustainable optimization of their entire services and cost base with independent analysis and support of:

  • Cost structure review
  • Process optimization
  • Customer management
  • Supply chain optimization
  • Asset utilization
  • Outsourcing analysis

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Technology strategy

Understanding technology trends and deployment is fundamental to defining how to effectively support business operations and optimize capital investment, particularly with respect to the evolution of the "smart grid." We help clients develop real-world understanding of available asset and system technologies and manage implementation of projects to achieve intended results by addressing:

  • Innovation strategy
  • Technology assessment
  • Deployment economics
  • Investment effectiveness
  • Architecture design
  • Network optimization

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Representative energy sector disciplines

Strategy& has worked with an array of the world’s leading gas and power companies in every category of the value chain: power generation, transmission pipelines and storage, LNG, trading and marketing, distribution, and retail.

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Case studies

How we work with our clients

  • Strategic alliances
  • Reducing deferred production
  • Reducing refinery downtime
  • Spreading new behaviours
Strategic alliances

Strategic alliances: How to get the most value out of a partnership over its lifecycle

Strategic and well executed alliances can be game changers in business performance. See how we equipped our client with the tools to make the right decisions at the right stage to ensure they gain competitive advantage.

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Reducing deferred production

Reducing deferred production and operational expenditure for an oil and gas company

An upstream oil and gas company operating in Asia was struggling with low growth because of insufficient new discoveries and developments, combined with a rising cost base associated with fields that were in decline and were producing more and more water.

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Reducing refinery downtime through pride-building

Reducing refinery downtime through pride-building

In many instances of working with clients, we have seen evidence of the benefits of a pride-building capability. The manufacturing division of a major company significantly expanding its production needed to improve the reliability of its refineries, and viewed the performance of its front line as a key factor for success.

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Spreading new behaviours

Spreading new behaviours for capital project delivery at a national oil company

An upstream business unit of a national oil company recognised that different departments were not communicating or collaborating sufficiently on capital project delivery, leading to delays in new production.

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