Asheesh Sastry

Asheesh Sastry

Singapore
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Publications

  • Transforming Vietnam into a Regional Energy Powerhouse

    BCG Publications

    Eight steps to achieve 30 plus 30 by 2030:

    A path to achieving an additional $30 billion of GDP per year and 30% reduction in greenhouse gas emissions by 2030

    See publication
  • Executing capital projects in the MENA energy industry: Much to learn, more to deliver


    During the coming decade, the energy industry in the Middle East is expected to execute projects worth approximately $1 trillion across the energy value chain. In order to manage these megaprojects more effectively, energy companies must master seven key habits.



    In the coming decade, the energy industry in the countries of the Middle East and North Africa (MENA) will see a wave of major capital projects—more than US$1.1 trillion in projected spending, approximately one-fourth…


    During the coming decade, the energy industry in the Middle East is expected to execute projects worth approximately $1 trillion across the energy value chain. In order to manage these megaprojects more effectively, energy companies must master seven key habits.



    In the coming decade, the energy industry in the countries of the Middle East and North Africa (MENA) will see a wave of major capital projects—more than US$1.1 trillion in projected spending, approximately one-fourth of the industry’s total global investment through 2020. Predictably, large resource holders such as Saudi Arabia, the United Arab Emirates and Kuwait are expected to lead the way in spending.

  • Future of chemicals: Rebalancing global feedstock disruptions with “on-purpose” technologies

    All players in the chemical value chain will be impacted by recent feedstock developments. However, growth opportunities are particularly important for global producers of propylene, butadiene, and benzene in those parts of the world where feedstock is available for on-purpose production.


    With shorter gas supply in the Gulf Cooperation Council (GCC), and new feedstock developments elsewhere, such as shale gas in the U.S. and conventional gas in Iraq, the global petrochemicals…

    All players in the chemical value chain will be impacted by recent feedstock developments. However, growth opportunities are particularly important for global producers of propylene, butadiene, and benzene in those parts of the world where feedstock is available for on-purpose production.


    With shorter gas supply in the Gulf Cooperation Council (GCC), and new feedstock developments elsewhere, such as shale gas in the U.S. and conventional gas in Iraq, the global petrochemicals industry has recently experienced significant disruptions. This is especially evident in the supply and pricing of key chemicals–ethylene, propylene, butadiene, and benzene–due to the changing mix of feedstock used in petrochemicals production. While the quantity of ethylene has surged, supplies of propylene, butadiene, and benzene have declined

  • The future of chemicals part VI: Global feedstock developments and implications for GCC players

    Petrochemical producers in the Middle East are currently at the junction of several trends that will significantly affect their industry: North American advances in shale gas, the use of shale gas and coal-to-olefins technology in China, and the redevelopment of Iraq’s oil and gas sector. GCC players will need to build new capabilities to adapt to a shifting global market.


    For the last two decades, GCC petrochemicals companies have grown to become global players, due in large part to…

    Petrochemical producers in the Middle East are currently at the junction of several trends that will significantly affect their industry: North American advances in shale gas, the use of shale gas and coal-to-olefins technology in China, and the redevelopment of Iraq’s oil and gas sector. GCC players will need to build new capabilities to adapt to a shifting global market.


    For the last two decades, GCC petrochemicals companies have grown to become global players, due in large part to their privileged access to natural gas—the “feedstock” that forms the basis of many petrochemical process. Now, however, GCC countries are using more natural gas and facing a gas shortage, and consequently petrochemicals companies must shift to different feedstock that does not offer the same cost advantage. At the same time, feedstock developments elsewhere in the world are giving an edge to GCC companies’ global competitors. In order to grow, GCC companies will need to develop new capabilities. Their ability to do so will be critical to their continued contribution to regional economies.

  • Governance in the GCC Hydrocarbon Sector: The Right Time to Act

    The hydrocarbon sector in Gulf Cooperation Council (GCC)1 countries is in the early stages of what we call the “golden age”—the period in the sector’s evolution at which its strategic importance in national economies has grown far more than any other sector’s. At the same time, the sector has become more complex, with the activities of the national oil companies (NOCs) spanning the value chain—from upstream, to downstream, to petrochemicals, to oil and gas services, to international operations,…

    The hydrocarbon sector in Gulf Cooperation Council (GCC)1 countries is in the early stages of what we call the “golden age”—the period in the sector’s evolution at which its strategic importance in national economies has grown far more than any other sector’s. At the same time, the sector has become more complex, with the activities of the national oil companies (NOCs) spanning the value chain—from upstream, to downstream, to petrochemicals, to oil and gas services, to international operations, and even to nation-building activities. The sector also has an increased need for local and foreign partnerships to access technology, skills, and capabilities. If GCC countries can harness this golden age and use it to its full potential, their hydrocarbon sectors will mature enough to create offshoot industries and national champions, generate employment, and facilitate economic diversification.

  • Maximizing the value of oil resources in the MENA region: The critical role of petroleum fiscal systems

    Meeting new demands for oil will require the Middle East's national oil companies to forge long-term partnerships with international oil companies that combine their skills, capabilities, and resources, while ensuring that both parties are getting the right incentives and rewards from the agreement.

  • A Journey from Regional Gas Markets to a Global Gas Market

    Trends and developments in the world's three regional gas markets could launch a new era of interconnectivity

  • Gas shortage in the GCC: How to bridge the gap

    Bahrain, Kuwait, Oman, Saudi Arabia, and the United Arab Emirates are facing a reversal of a decades-old status quo: an increasing gas shortage in the region amid a significant supply overhang in the rest of the world. Although the global economic slump has reduced the need for gas in most regions, demand in the Gulf Cooperation Council1 for power generation from some industrial sectors has far outpaced the region’s gas exploration and production. As a result, GCC countries find themselves in…

    Bahrain, Kuwait, Oman, Saudi Arabia, and the United Arab Emirates are facing a reversal of a decades-old status quo: an increasing gas shortage in the region amid a significant supply overhang in the rest of the world. Although the global economic slump has reduced the need for gas in most regions, demand in the Gulf Cooperation Council1 for power generation from some industrial sectors has far outpaced the region’s gas exploration and production. As a result, GCC countries find themselves in uncharted territory, an almost contradictory position of having to import gas, when they have exported gas for decades.

Languages

  • English

    Full professional proficiency

  • Dutch

    Limited working proficiency

  • Hindi

    Native or bilingual proficiency

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