Due Diligence in
the Oil and Gas Development - Phase 2

INTRODUCTION

This 5-day Phase 2 GLOMACS Training Seminar is concerned with one of the most important activities in the development of oil and gas business – critical analysis and evaluation of potential investors and partners.  The oil and gas industries are becoming more complex in structure, technology, competition and strategic choice. Consequently a company’s relationships with potential investors and partners now require a significantly higher standard of appraisal and focus than has been the case in the past. 

Due diligence is multi-dimensional. It is based on an understanding of needs and objectives of potential investors and partners; their decision criteria; their compatibility with the strategic and operational objectives of our own company; and finally it requires a structured process by which attraction and integration of new investors and partners can be accomplished effectively in order to sustain continuous improvement in the profitable growth of the company.

This GLOMACS training seminar will highlight the following key topics:

• The changing dynamics of the global oil and gas business
• Due diligence in financial appraisal of potential investors and partners
• Due diligence in non-financial appraisal of potential investors and partners
• The specific challenges of partnering in alliances and joint ventures
• Best practice in managing investor and partner relationships

Objectives

At the end of this GLOMACS training seminar, you will learn how to:

• Identify the precise characteristics of new investors and partners
• Evaluate the past performance and future potential of new investors and partners
• Select and engage with new investors and partners
• Anticipate and deal with the challenges of integrating new investors and partners
• Measure the strategic impact of adding the new relationships

Training Methodology

The training process is based on a carefully planned combination of highly focused inputs by the seminar leader, using a balanced set of state-of-the-art presentation mechanisms. The emphasis will be on learning by examining major decisions in which the use of best practice principles of due diligence has been critical. Above all, the principles and approaches to this subject will be illustrated by reference to real-life organisations with which the seminar leader has been personally involved. In addition delegates will be encouraged to introduce issues for open discussion and creative thought.

Specifically, we will use the following training methods:

• Presentations by the course leader on tools and techniques of due diligence
• Group work on case studies based on analysis, interaction and discussion
• Focused problem-solving exercises, including “outside the box” thinking
• Interactive discussions of issues that currently affect the company
• Creating personal and team plans for effective application of the seminar

Organisational Impact

In sending delegates to this GLOMACS training seminar, the company will gain the following benefits:

•  A more professional approach to appraisal of development opportunities
•  Introduction of due diligence into all aspects of decisions
•  Top management having more confidence in the decisions of staff
•  A creative and flexible approach to investor relations
•  Sharper focus on the potential of partnerships, alliances and joint ventures
•  Managers with a broader global perspective on investor / partner relationships

Personal Impact

In attending this GLOMACS training seminar, delegates will acquire the following skills and competencies:

•  Extending the boundaries of individual and team potential
•  Improved creativity in developing the business
•  Detailed understanding of the tools and techniques of due diligence
•  Greater confidence in managing partnership relationships
•  Applying collaborative approaches in sustaining profitable growth
•  Introducing best practice in due diligence to all teams

WHO SHOULD ATTEND?

This GLOMACS training seminar is designed to be relevant for a very wide range of experienced professionals - for example the following categories of managers:

• Corporate Finance Officers
• Data Managers and Analysts
• Strategic Planners and Investment Analysts
• Internal Auditors and Management Accountants
• Upstream and Downstream Operations and Supply Chain Managers
• Merger and Acquisition Specialists
• Alliance and Joint Venture Specialists
• Private Equity Specialists
• Asset and Facilities Managers
• Human Resource Managers
• Other Individuals whose professional future would be enhanced by an understanding of current best practice in investor / partner analysis and appraisal