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      The challenge

      One of the world’s largest integrated oil & gas companies operated a vast portfolio of fuel stations across multiple continents. With the profound transformations expected in the mobility ecosystem over the next decade, the client faced two critical risks:  

      • Potential stranded assets within its downstream portfolio
      • Declining traditional fuel revenues

      At the same time, the company sought to identify new growth opportunities in the emerging electric mobility market.

      Together with the client, four priority areas for strategic support were defined:

      • Quantification of value pools
      • Competitive landscape assessment
      • Identification of potential partners
      • Evaluation of the reconversion potential of existing assets

      The approach

      • Review of the existing model

        Although the client already had an internal model to analyze value pools across the electric vehicle (EV) value chain, we quickly identified that the level of detail was insufficient to support robust strategic decisions.  

      • EV value chain expertise

        Our specialists provided deep insights into:

        • Technological trends and their implications
        • Regulatory developments
        • Competitive archetypes within the evolving mobility ecosystem  

        This perspective elevated the analytical rigor and clarified possible pathways for participation. 

      • Workshops and prioritization of options

        We conducted a series of workshops with the client to:

        • Explore an extensive list of participation options
        • Assess the accessible value pools
        • Filter alternatives based on strategic ambition, internal capabilities and the legacy business  

        The process led to the selection of two priority options, which were further developed and evaluated for rollout across key geographies.

      • Identification of strategic partners 

        In parallel, we conducted a screening exercise to map potential partners capable of accelerating the client’s entry into the EV charging sector.

      The results

      • The client gained a structured assessment of its strategic options across the electric mobility value chain
      • It developed a clear understanding of participation alternatives and the most relevant value pools
      • Based on these insights, the client made a significant acquisition in the EV charging sector, with KPMG supporting the transaction
      • Since then, the client has continued to expand its e-mobility value proposition, becoming one of the leading players in the charging sector
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