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ECOSYSTEM

The convergence of regulatory we supported a large utility plus main infra-
pressure, investors preferences and structure co and even more importantly 2
“tech/OEM readiness to large consumption players (transportation lea-
ders “literally” from the sea to the air) to set-up
push for cheaper and more stable a fl agship country-wide asset project to supply
technologies will be the main e-fuels, with fi rmed demand.
enabler and the stronger accelerator 5. Lastly, the portfolio logic: IOCs have a large
to solve these constraints and brownfi eld assets legacy. As said above, to
support the required deployment succeed you need high visibility. But this im-
plies organizational challenges to be managed
with common/integrated and transparent me-
chanism of incentives: the traditional business
on regulatory support, on the longevity of re- will still be the cash cow that supports the next
gulation frame and on incentivization / penali- wave of investment, and it can’t be demonized
zation of specifi c streams. E.g. a carbon price/ internally/externally.
tax credit lower than carbon capture cost un-
dermines options for deploying new techno-
logy (CCU & Green H2 not in the money yet). All this said, the convergence of regulatory
pressure, investors preferences and tech/OEM
4. Ecosystem: we need a larger ecosystem to readiness to push for cheaper and more stable
make some of these new initiatives/models technologies will be the main enabler and the
work. A hub logic, a value chain, and, inside stronger accelerator to solve these constraints
the value chain, a leader (either a tech or off- and support the required deployment at scale -
taker) is required to orchestrate other players since the 2020s. The challenge is hard, but the
(clients, suppliers...) and contribute to the ove- O&G industry is certainly starting to play its fun-
rall economics. We are starting to see virtuous, damental role and, in a new perspective, lead
but rare examples. For instance, in Denmark the way.

Federico Colombara

Federico Colombara is Partner & Associate Director in the Milan offi ce of Boston Consulting Group

He is actively involved in the fi rm’s Energy practice, for which he has led 200+ assignments on operatio-
nal excellence, logistics redesign, large-investment management and corporate strategy: Federico has
helped Energy & EPC players design and implement new supply chain models and operating models,
set-up international JVs , complete due diligence and M&A initiatives.

In these last 4 years, as one of the leading experts at EMEA level he has been focusing on 2 new domains:
Digital in Downstream O&G, both in operating assets and in greenfi elds (launching tech landscaping,
deploying new use cases and new agile way of working, and wider transformations)
Energy Transition, supporting the decarbonization efforts of industrial companies and assessing the po-
tential opportunities for new green energy businesses, and Circular Economy

Before joining BCG, Federico worked in consulting boutiques, graduated cum laude from Bocconi Uni-
versity and hold a MBA from INSEAD Business School.

42 42 Impiantistica Italiana - Settembre-Ottobre 2020