Ensuring energy transition gets the attention and priority it needs.
Making the progress with the proper urgency to meet or exceed 2030 and 2050 targets requires a coordinated effort across all levels of an organization. KBC helps bridge the gap between intention and action.
Some companies are making faster and more impactful progress along their energy transition roadmaps than others. Experience shows that, even with clear targets and baselines set, without the right levels of management attention, project execution discipline, and progress monitoring, emissions reduction delivery will underperform and put target achievements at risk.
KBC provides a detailed assessment of client's business models along the strategic, organizational design, and business performance axes.
The highest performing companies and thus those most likely to make the Net Zero energy transition journey successfully are those whose business model is designed and aligned from its high-level outputs through to its functional capabilities while being centered around safe and sustainable operations.
KBC works across three dimensions to inform the business model design; Strategic Intent, Organizational Design, Assigned Business Capabilities.
KBC has used its proprietary 4DS framework successfully in hundreds of client engagements to achieve significant and lasting organizational change impact. Those elements are Define, Discover, Develop, Deliver and Sustain and they inform all corporate development across the entire organization.
KBC’s detailed mapping of requirements, actions and measured outcomes means no advantage is unused, no objective ignored, and no process underweighted. This broad engagement minimizes the risks of misalignment and poor follow-through in what will be a difficult and unpredictable transition.
A KBC client was converting a traditional oil refinery to process renewable diesel. The project required converting an existing hydrotreater and installing an additional unit and hydrogen plant. Included in the project was repurposing existing facilities to produce new products. The client needed to train and develop new operations staff by providing new knowledge and skills associated with operating a renewable diesel plant compared to a traditional oil refinery.