What is it
Energy Asset Management (EAM) is the management and administration of regulatory, financial and contractual compliance pertaining to energy assets; in short EAM is the business or non-technical side of the energy industry.
EAM is a new way of working. It removes the silos in which each of the disciplines have operated historically and integrates them into an operating team where the role of each discipline is understood and the other members/disciplines in the team and information of common interest is shared; dramatically reducing duplication of effort, costly errors and chances of being in non-compliance with the various regulatory bodies.
Energy Asset Management
- The management and administration of compliance, regulatory, financial and contractual obligations pertaining to energy assets
- Disciplines involved are: Land (Mineral, Surface and Contracts), Joint Venture, Production Accounting, Operations Accounting and Well Operations
- The Non-Technical part of the energy business

EAM Careers
General Characteristics
Energy Asset Management (EAM) positions are key to the success of business processes in the oil and gas industry. EAM personnel work mostly in an office environment and may be involved in - establishing and interpreting agreements with other companies, carrying out due diligence required for entering into new contracts, analyzing costs, reporting production, maintaining leases, ensuring licenses are in place and regulations are followed.
Energy Asset Management personnel focus on the details while keeping the bigger picture in perspective. They are able to multi-task, work independently or within a team, have good listening and communication skills, and are business minded.
Career Paths
Typically, positions in Energy Asset Management are within the following general areas – Joint Ventures, Operations Accounting, Production Accounting, Mineral Land, Surface Land, and Wells and Facilities Asset Management.
Joint Ventures:
specialists establish and interpret unit & unit operating, production
facility ownership, processing and transportation agreements. They
provide input into the development of units and development and design
of production facilities, resolve business and technical conflicts and
establish and maintain good relations with joint venture associates.
They work closely with land specialists, accounting experts and
technical teams that include engineers, geologists and geophysicists.
Operations Accountants: work
closely with mineral and surface land, joint ventures, technical teams,
and marketing specialists to ensure the essential components of the income
statement and balance sheet are properly reported. They keep on top of the
bottom line, from production costs to overhead rates to penalty/payout interests,
ensuring the creative twists in contracts are accurately represented in the
financial results.
Production Accountants: manage
the calculation and reporting of volumes produced and the associated royalties.
They analyze invoices, calculate gas/oil ratios, water cuts, production rates,
pay and receive royalties and ensure regulatory reporting is completed in an
accurate and timely manner. Production Accountants work closely with Joint Ventures,
partners, government, business units, and Land.
Mineral Land: professionals
establish and interpret agreements with government agencies, landowners, and
other companies to secure access to below-ground mineral rights and distribute
risk among various parties to meet corporate goals. They maintain leases, licenses
and contracts, keep track of wells, pay mineral rentals, and ensure
obligations to all applicable parties are met. They work closely with
technical teams, joint venture specialists, and accounting experts.
Surface Land: specialists negotiate
and establish agreements with government agencies, individual stakeholders, and
other companies to secure access to above-ground surface rights. They maintain
various agreements, ensuring obligations to applicable parties are met and
regulatory guidelines are followed. Surface Land specialists work closely with
landowners, regulatory agencies, and other departments within an energy company.
Well and Facility Asset Management: professionals interpret and analyze operational activities to ensure compliance for Regulatory and Partner obligations for the life of the well / facility from concept to abandonment. They work with all disciples including technical teams, Regulators, Partners, and other EAM disciplines to ensure well data is accurate, changes are tracked, and application processes are followed. They have in-depth knowledge about all types of wells and facilities and are experts in the regulatory reporting of the operational activities. The data generated from this team supports corporate reporting requirements and operational goals of the organization.
Download pdf Version June 28, 2010
Identified Need
The energy industry is evolving faster than ever before, driven by fluctuating commodity prices and improving technology. Various disciplines within the industry are being integrated into natural business groupings to enhance effectiveness and efficiency. Demographics indicate as "boomers" retire, a shortage of skilled and properly trained personnel will result. Employers face a shortage of staff and a workforce that wants more control over their time. Staffing/employer needs are also changing and Energy Asset Management is part of this evolution.
Specifically
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Many Energy Asset Management staff are retiring in 3 - 8 years
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There is a declining number of adequately trained people coming into EAM
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Most current continuing education programs are in silos and don't respond to the industry need for integrated knowledge
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Evolution/expansion of industry have put increasing pressure on all areas of energy asset management
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Costs & risk management are becoming increasingly critical factors for E&P companies
Benefits to Industry
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Energy Asset Management services recognized as a profession and career of choice for youth
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Broader perspective educated staff within Industry/Government
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Increased talent pool to choose from
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New hires "hit the ground running" resulting in less internal training
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Improved understanding and interaction between Energy Asset Management disciplines/silos
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Increased efficiencies resulting in reduced learning curve and therefore fewer errors