Energy firms sit at the sharp end of geopolitical risk: supply and transit shocks, sanctions and commodity swings, critical-infrastructure duties, and the social license that decides whether host-country operations keep running. Force Majeure exercises those on your footprint and writes the result up for the board.
An energy company carries exposures a generic tabletop barely reaches: a transit corridor closed by conflict or a chokepoint blockade, a sanctions move that reroutes cargoes overnight, a commodity-price swing that breaks a project's economics, an outage at a critical asset that triggers regulatory scrutiny, and a community or host-country dispute that halts production at a field or pipeline. Extractive and host-country operations live or die on social license, and each of these scenarios tests judgment across operations, government relations and the board at the same time.
Scenarios are built against your production assets, transit corridors, offtake markets and host-country operations, not an off-the-shelf outage drill.
Refresh the scenario set at low marginal cost as conflict, sanctions and commodity conditions shift through the year.
Every exercise is scored on a published rubric and written up as a board-ready after-action report you can put in front of regulators.
Energy operators increasingly carry critical-infrastructure obligations, including the management-body duties and resilience accountability that NIS2 places on essential operators across the EU, alongside national critical-infrastructure regimes that expect firms to test severe but plausible disruption. Off the regulated grid, the harder constraint is social license: an extractive project or a pipeline can be technically sound and still be stopped by a host-country dispute or a community grievance. Force Majeure runs as a resilience program mapped to the obligations your operations carry, and the judgment inside it was pressure-tested in the hardest markets on earth, calibrated to a 2021 Harvard Business Review study by the authors that found community-embedded firms were about three times more likely to stay profitable and nine times more likely to survive a crisis.
We are glad to map the exercise against your existing resilience and incident programme.
See the enterprise briefing →Yes. A short discovery captures your production assets, transit corridors, offtake markets and host-country operations. Those become a scenario set built against your real footprint, spanning supply and transit disruption, sanctions and commodity swings, and the community and host-country tensions that decide whether you keep operating.
We run the exercise as a resilience program mapped to the obligations your operations carry, including critical-infrastructure and management-body duties under NIS2 and equivalent regimes. The quarterly cadence and documented output line up with how operators are now expected to test severe but plausible disruption. We do not replace a mandated technical inspection or audit.
A facilitated exercise on your footprint, scored on a published rubric, and a board-ready after-action report. It documents decisions, gaps and follow-up actions across geopolitical, infrastructure and social-license scenarios in a form your board and regulators can use.
See the full FAQ, or the wider case for geopolitical risk training and business war gaming.
Tell us your assets, transit corridors and host-country operations. We reply with a scoped brief.
Tell us your sector, footprint, and objective.
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