The LNG industry is undergoing a consequential stage of evolution by dint of the strategic partnerships forged between the enterprises operating in this field, as well as the flexibility of markets and the sharp focus on energy security and supply reliability, participants at the 21st International Conference and Exhibition on Liquefied Natural Gas (LNG2026) convened in Doha stressed.
Having weighed in during a keynote panel discussion on Achieving Success Together: Developing Strategic Partnerships in LNG, heads of energy firms emphasized that throughout the past two decades, the gas industry has shifted from conventional and complex models based on a direct relationship between the product and consumption to a more intractable global system, where commercial portfolios, supply chains, and long-term partnerships among producers, contractors, trading companies, and end users are interlocked.
CEO of Petronas, Tengku Muhammad Taufik, said market evolution has changed the essence of partnerships in the gas industry amid the increasing demand for energy, particularly in Asia, where the new partnerships intend to meet the growing demand in the Asia-Pacific, with a focus on Southeast Asian countries that continue to face supply shortages.
CEO of Cheniere Energy Inc Jack A Fusco, outlined a decade-long exportation experience, emphasizing that investment in gas production infrastructure and supporting clients and partners has largely contributed to supply reliability.
CCEO and Chairman of McDermott International Michael McKelvy said that partnerships are a decisive factor when it comes to the success of LNG projects, especially in terms of engineering, as well as supply and construction firms. He noted that engineering, procurement, and construction (EPC) firms play a central role in project execution, with the ability to deliver effectively often making the difference between success and failure.
He emphasized that what matters most is the selection of the right partner in energy projects and maintaining transparency with clients and regulators, noting that these are indispensable elements in projects that require billion-dollar investments.
For his part, Chief Executive Officer of Vitol, Russell Hardy, noted that the most significant transformation in the sector over the past two decades has been the growth of commercial portfolios and the increasing need for market flexibility.
Natural gas is a time-sensitive delivery commodity, and therefore supply reliability and operational performance, alongside supply and demand fundamentals, Hardy explained, indicating that trading companies play a pivotal role in connecting producers to markets, providing flexible pricing structures that open new markets and support demand growth.
The panelists emphasized that the next phase will see greater diversity in business models, including floating LNG (FLNG) projects and smaller-scale LNG developments, which further increases the need for innovative, risk-sharing partnerships while maintaining a balance between economic viability, energy security, and supply sustainability.
They also noted that successful partnerships lie in enhancing supply reliability and facilitating market access, as well as integrating technical expertise and operational capabilities.
The panelists further explained that a successful gas strategy must focus on delivering a product to customers that meets their requirements in terms of competitive pricing, reliability, safety, and efficiency, regardless of the evolving dynamics in the LNG industry, while accounting for the unique needs of each customer.
The session also addressed the issue of large-scale gas production investments, which involve higher technical and regulatory complexities, requiring greater transparency and openness with regulators and customers when facing challenges, whether related to workforce deployment, human capital, or safety and technical standards.
Discussions further highlighted supply reliability and just-in-time deliveries, noting that unlike oil, which benefits from large storage capacity and inventories measured in months rather than days, operational performance on both the supply and demand sides remains a critical factor.
