Jobs to be Done (JTBD)

When facing declining long-term demand for fossil fuels and increasing pressure for decarbonization, I want to transition our energy supply and distribution infrastructure to sustainable alternatives, so I can secure the long-term viability and relevance of our business.

The high market obsolescence and substitution risk (MD01: 4/5) for traditional natural gas infrastructure, combined with social activism and de-platforming risk (CS03: 3/5), creates immense pressure to evolve beyond current operations with limited clear pathways.

When operating within a heavily regulated industry, I want to efficiently comply with all current and emerging safety, environmental, and operational regulations, so I can avoid penalties and maintain our license to operate.

The extensive regulatory oversight (MD07: 1/5) means that any lapse in compliance can lead to significant financial penalties and reputational damage, though established processes exist to manage this.

When managing an extensive network of aging infrastructure, I want to optimize the utilization, maintenance, and strategic decommissioning of our physical assets, so I can minimize operational costs and mitigate stranded asset risk.

The high market obsolescence and substitution risk (MD01: 4/5) for existing infrastructure means managing assets for peak efficiency now while preparing for future non-gas uses is a complex and poorly addressed challenge.

When facing public scrutiny over climate change, I want to demonstrate our commitment to sustainability and environmental stewardship, so I can build public trust and maintain a positive social license to operate.

High social activism and de-platforming risk (CS03: 3/5) and structural toxicity (CS06: 3/5) mean public perception of environmental impact can severely impact investor relations and regulatory goodwill, requiring proactive and transparent communication.

When looking at the long-term future of the energy sector, I want to feel confident that our business model is adaptable and resilient to disruptive technologies and policy shifts, so I can ensure job security for our workforce and sustained value for shareholders.

The significant market obsolescence and substitution risk (MD01: 4/5) creates deep uncertainty about the long-term relevance and profitability of current business operations, leading to anxiety about future strategic directions.

When residential and commercial customers need energy for heating and processes, I want to provide highly reliable, safe, and efficient delivery of gaseous fuels, so they can satisfy their core functional needs without disruption.

While customers expect fundamental reliability, unexpected outages or safety incidents (CS06: 3/5) can severely erode trust and necessitate costly remediation, even though base services are generally well-managed.

When presenting our strategic direction to financial markets, I want to clearly articulate a compelling and viable long-term growth strategy that incorporates decarbonization, so I can attract and retain investment capital.

The high market obsolescence and substitution risk (MD01: 4/5) makes it challenging to convince investors of long-term value creation without a clear, executable decarbonization and diversification strategy that differentiates the business.

When making critical investment decisions for future energy infrastructure, I want to feel assured that our strategic choices are robust against future regulatory changes and market disruptions, so I can avoid costly missteps and stranded investments.

The uncertainty introduced by significant market obsolescence risk (MD01: 4/5) and heavy, evolving regulatory oversight (MD07: 1/5) creates a fear of making the wrong large-scale, long-term investment.

When managing their energy consumption, I want to empower residential and industrial customers with tools and services to predict, manage, and reduce their energy costs, so they can gain control over their budgets and improve efficiency.

While basic billing exists, fluctuating energy prices (MD03: 4/5) and the complexity of energy consumption patterns mean customers often struggle with true cost predictability and optimization, leaving a gap for advanced services.

When seeking to attract and retain a skilled workforce in a transitioning industry, I want to project an image of an innovative, socially responsible, and stable employer, so I can secure the talent needed for future operations.

The perception of declining long-term demand (MD01: 4/5) and social activism (CS03: 3/5) against fossil fuels can make it difficult to attract new talent, particularly younger generations seeking purpose-driven careers, creating a talent pipeline risk.

When sourcing gaseous fuels, I want to establish and maintain a diversified and resilient supply chain, so I can ensure uninterrupted delivery to customers even during geopolitical disruptions or supply shocks.

High trade network topology and interdependence (MD02: 4/5) means disruptions in one part of the global supply chain can have cascading effects, risking supply stability and customer outages, which current solutions may not fully mitigate.

When operating a complex and potentially hazardous energy distribution network, I want to have absolute assurance that all safety protocols and maintenance schedules are meticulously followed, so I can sleep soundly knowing we've minimized risk of catastrophic incidents.

The structural toxicity and precautionary fragility (CS06: 3/5) of handling gaseous fuels means even minor failures can have catastrophic environmental and human consequences, creating constant vigilance and a need for rigorous, albeit established, safety systems.