Designing Australia’s energy future: applying global learnings to secure Australia’s position as a leading global energy supplier
Gertjan LeidemanAccenture Strategy.
The APPEA Journal 55(2) 459-459 https://doi.org/10.1071/AJ14094
Published: 2015
Abstract
Low labour productivity, high costs, regulatory instability and remoteness of operations are some issues frequently raised by oil and gas operators and those considering investment in Australia. This extended abstract looks at the next wave of capital investment and presents recommendations on how to sustain Australia’s energy future.
Australia has a significant opportunity to build future resilience and sustained growth through energy reform. This extended abstract draws heavily on the World Economic Forum’s global energy architecture performance index (EAPI), developed in collaboration with Accenture, which ranks 125 countries globally on how well their energy system delivers economic growth and development, environmental sustainability and energy security and access.
It is recommended that Australia should apply lessons from the global community and actively implement solutions to sustain the country’s energy future. Using case studies from oil and gas regions around the world, recommendations are made to improve competitiveness and secure Australia’s position as a leading global energy supplier.
Gertjan Leideman is managing director of Accenture’s energy strategy practice across Australia and New Zealand and is also the lead for Accenture’s operations and process transformation practice. Gertjan joined the Accenture Melbourne office in 2010. He holds an MSc in business administration from the University of Maastricht, the Netherlands, and is also a certified financial manager, certified by the Institute of Management Accountants. Gertjan has extensive experience in helping organisations make strategic decisions and plan how to best make them operational. His experience encompasses various areas including strategy development and transformation, business planning, operating model design, performance management and programme and change management. His experience is primarily in the oil and gas industry, including unconventional, and he has worked with some of the leading oil and gas companies across Europe and Australia. |
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