Crafting Resilient Strategic Plans in a Dynamic Regulatory Environment

Chris Strachotta, Vice President, Corporate Strategy and Business Development, Klohn Crippen Berger

Chris holds a B.A.Sc. in Geology from Queensland University of Technology and is a Registered Professional Geoscientist with the Australian Institute of Geoscientists. He is also a member of the International Association of Hydrogeologists and the International Mine Water Association. With over 25 years of international experience in the mining, water resource management and oil and gas sectors, Chris provides expert technical direction for hydrogeological studies, water management and mine closure/rehabilitation projects. He also plays a key role in senior project management for several of KCB’s major clients.

Insights about Professional Journey and Current Responsibilities

My primary role as the Vice President of Corporate Strategy and Business Development is to ensure our strategic plans align across the various jurisdictions in which we operate, as well as within each of our business units. Each jurisdiction has distinct characteristics, with differences in clients and market sectors, leading to variability in strategy. However, we strive to identify commonalities from each group and develop a unified company-wide strategy. A critical aspect of this strategy, increasingly important in our industry, is the focus on Environmental, Social and Governance (ESG) factors, particularly decarbonization and the energy transition.

Navigating the Corporate Strategic Planning Landscape

In the corporate strategic planning industry, several key challenges are emerging, especially in sectors like mining, resources, water and hydropower. A significant driver of these challenges is the global push for decarbonization and the transition to low-carbon technologies. Companies are increasingly focused on supporting the shift towards a more sustainable and low-carbon future. This involves adapting their operations to meet new environmental standards and finding innovative ways to seize opportunities within the evolving energy landscape.

“Effective corporate strategy isn't just about crafting a plan—it's about aligning diverse jurisdictions and business units towards a unified vision, with a keen focus on ESG factors and the evolving energy landscape.”

Innovations and Trends to Overcome Strategic Hurdles

Emerging trends indicate that the regulatory environment in which we operate is heavily influenced by the various governments across different jurisdictions. Their legislation and directives, particularly concerning low-carbon projects and the energy transition, significantly shape the industry's direction. Government regulations and demands are key drivers for increasing interest and investment in this space. As more governments roll out decarbonization plans, they are likely to implement policies and subsidies designed to encourage the development of projects that align with these goals.

Glimpse into the Future of Corporate Strategic Planning

There are numerous critical topics that need to be integrated into strategic planning. The decisions we make and the initiatives we implement must consider a variety of factors, especially those concerning people. It is essential to consider not only stakeholders but also communities as the projects we undertake greatly impact the communities involved. Engaging with our employees to gather their insights on the company’s direction is crucial. Understanding the perspectives of both new and long-standing employees will be essential as the operating environment evolves. In addition we must closely monitor trends within the industries and sectors we operate in, identifying opportunities that arise from these trends. Extensive market research will be necessary to fully understand how to shape our corporate strategy moving forward.

Advice for Senior Leaders and Upcoming Professionals

The entire planning process involves a few crucial elements. First and foremost, engagement is key. It's important to secure support from the broader company when developing a strategy. While not all staff need to be directly involved in the strategic planning process, understanding their motivations and fostering their engagement is essential.

Even more critical than the strategy is its implementation. Many companies create excellent strategic plans, but fall short of its goals when implementing the plans. Effective implementation includes setting clear key performance indicators (KPIs) to track progress, regularly reviewing the plan's progress and ensuring that the plan is realistic and adaptable to changes in the market or industry sentiment.