Leaders must future-proof organisations through embracing change and innovation – EY’s Sanjeev Gupta

He sees carbon capture, clean fuels, smart grids and sustainable practices as key to future energy resilience.

The energy sector is undergoing a profound transformation, balancing the demands of growth with the urgency of sustainability and decarbonisation. Oil and gas companies face the challenge of reshaping strategies to remain competitive whilst advancing the energy transition.

Bringing expert perspectives is Sanjeev Gupta, EY-Parthenon Asean and Singapore Energy Leader. Based in Singapore, he works closely with clients operating across oil and gas, metals and mining, power and utilities, chemicals, and commodities sectors.

His expertise lies in guiding organisations through energy transition, with experience spanning major projects in carbon capture, nuclear, biofuels, hydrogen, and waste-to-energy. With over 30 years of professional experience, Gupta has held senior roles in markets such as Indonesia, New Zealand, Australia, the United Arab Emirates, Saudi Arabia, and India.

As a judge at the Asian Oil & Gas Awards 2025, Gupta offered insights into the investments, collaborations, and innovations shaping the sector’s sustainable future.

How can oil and gas players better integrate long-term sustainability metrics into their core investment strategies?

Oil and gas players can better integrate long-term sustainability metrics into their core investment strategies by aligning financial performance with environmental, social, and governance (ESG) goals. This includes setting measurable sustainability targets, tracking progress through key performance indicators (KPIs) and incorporating climate risk into investment decisions. Frameworks like the Task Force on Climate-related Financial Disclosures (TCFD) can strengthen transparency and accountability. Also, by prioritising investments in carbon capture technologies; alternative fuels such as renewable energy, nuclear, and biofuels; and next-generation grid infrastructure, companies can mitigate risks whilst capitalising emerging market opportunities.

What types of infrastructure investments are becoming non-negotiable for oil and gas companies positioning for growth in a decarbonising world?

In a decarbonising world, oil and gas companies must prioritise infrastructure investments that enable the transition. These include carbon capture and storage (CCS) facilities, as well as alternative energy generation capabilities such as solar and wind, biofuels, nuclear, and hydrogen. Additionally, upgrading existing infrastructure to support electric vehicle (EV) charging and developing smart grid technologies are critical. The International Energy Agency (IEA) estimates that achieving net-zero emissions by 2050 will require significant investment in these areas, estimated at around US$4t annually. Companies that proactively invest in these infrastructures will be better positioned for sustainable growth.

What structural barriers prevent midstream and downstream players from adopting newer energy technologies?

Midstream and downstream players face structural barriers like regulatory uncertainties, high capital costs, and a lack of skilled workforce. Traditional business models and legacy systems also slow innovation and intensify their resistance to change. To overcome these barriers, companies must engage with policymakers to shape supportive regulation, invest in workforce training, and foster a culture that rewards innovation, experimentation, and collaboration.

How important is collaboration amongst national oil companies in Asia for standardising best practices in low-carbon innovation?

Collaboration amongst national oil companies (NOCs) in Asia is crucial to advance low-carbon innovation. By sharing resources and technological know-how, NOCs can accelerate the transition to a low-carbon future. Joint research and development (R&D) projects can accelerate the development of industry-wide standards and benchmarks, whilst partnerships with academic institutions and technology providers can enhance innovation and drive the adoption of sustainable practices across the sector.

How can leadership teams future-proof their organisations to remain competitive in a hybrid energy environment over the next 10 years?

Leadership teams can future-proof their organisations by embracing a proactive approach to change and innovation. This involves investing in R&D, diversifying energy portfolios, and fostering a culture of agility and adaptability. Companies should also prioritise stakeholder engagement to anticipate evolving market and regulatory demands. By integrating digital technologies such as artificial intelligence and data analytics, leaders can drive operational efficiency and smarter decisions. Additionally, developing a robust talent pipeline with expertise in renewables and sustainability will be essential for long-term competitiveness.

As a returning judge for the Asian Oil & Gas Awards, how do you define and assess truly transformative projects?

As a returning judge for the Asian Oil & Gas Awards, I define transformative projects as those that significantly advance the industry towards sustainability and innovation. These projects should demonstrate measurable impacts on reducing carbon emissions, enhancing operational efficiency, and improving community engagement. I assess projects based on their scalability, replicability, and alignment with global sustainability goals. Lastly, I consider the level of collaboration involved, the use of innovative technologies, and the overall contribution to energy transition. Transformative projects should not only deliver economic value but also create positive social and environmental outcomes.