Delivering a multi-phase, capital-intensive process-industry programme demands institutional-grade leadership across energy and process engineering, project finance, feedstock and commodity management, and the governance a multi-source DFI-and-ECA consortium requires.
9.1 Executive structure
|
Position |
Responsibility |
|---|---|
|
Chief Executive Officer |
Strategy, partnerships and stakeholder relationships |
|
Chief Operating Officer |
Plant operations, production and utilisation |
|
Chief Financial Officer |
Project finance, treasury, controls and reporting |
|
Technical / Engineering Director |
GTL, chemical and fertiliser process delivery |
|
Feedstock & Commodity Director |
Gas/LNG sourcing and commodity-risk management |
|
Commercial Director |
Offtake, distribution and export contracts |
Table 9.1 Executive management structure.
9.2 Governance & controls
A capital programme of this scale and complexity requires a board with independent, DFI and strategic-partner representation, a dedicated project-management office for process-plant delivery and cost control, rigorous feedstock and commodity-risk management, strong environmental and permitting compliance, and the covenant, inter-creditor and reporting infrastructure a multi-source funding consortium requires. Milestone-based drawdowns, a debt-service reserve and independent technical oversight of the GTL and chemical plants provide protection through the build.
NoteTechnical and feedstock execution capability is paramount
For a GTL-and-chemicals megaproject, the depth of process-engineering, feedstock-procurement and project-delivery capability is as important as the commercial thesis, arguably more so. Diligence should test the technology partnerships and performance guarantees, the gas-supply arrangements, the EPC contracting and cost-control approach, and the independent technical advisory around plant commissioning. The quality of these technical and feedstock arrangements will do more to determine the outcome than any single financial assumption, and should be the centre of gravity of due diligence.