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Qatar Petroleum Qatar Petroleum 1. Strategy: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations. And Strategic Management can be defined as (1) the art and science of formulating, (2) implementing, and (3) evaluating cross-functional decisions that enable an organization to achieve its objectives. 2. Most Strategic Management Model: 1. PEST analysis 2. STEER Analysis 3. Five Forces Model 4. Strategic Group Map 5. SWOT analysis 6. Blue Ocean Strategies 7. Open innovation 8. seven S model 1) PEST Analysis: PEST analysis stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. 2. STEER Analysis: STEER analysis systematically considers Socio-cultural, Technological, Economic, Ecological, and Regulatory factors. Qatar Petroleum | 1 3. Five Forces Model: a) Supplier Power: b) Buyer Power: c) New Market Entrants: d) Product and Technology Development: e) Competitive Rivalry: 4) Strategic Group Map: 1. Extent of product (or service) diversity. 2. Extent of geographic coverage. 3. Number of market segments served. 4. Distribution channels used. 5. Extent of branding. 6. Marketing effort. 7. Product (or service) quality. 8. Pricing policy. 5) SWOT Analysis • Strengths: characteristics of the business or team that give it an advantage over others in the industry. • Weaknesses: are characteristics that place the firm at a disadvantage relative to others. • Opportunities: external chances to make greater sales or profits in the environment. • Threats: external elements in the environment that could cause trouble for the business. 6) Blue Ocean Strategy is a business strategy book first published in 2005 and written by W. Chan Kim and Renée Mauborgne of the Blue Ocean Strategy Institute at INSEAD. The book illustrates what the authors believe is the high growth and profits an organization can generate by creating new demand in an uncontested market space, or a "Blue Ocean", than by competing head-to-head with other suppliers for known customers in an existing industry. Qatar Petroleum | 2 7) Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology. 8) Seven (7) S-Models: 1. Business Environment/Strategy: Competition, Economy, regulation/taxes, labor & supplier issues, Short-Term vs. Long-Term Goal etc. 2. Shared Values: How would you describe the mission of this company to your prospective buyers? 3. Structure: Organization Chart, Departments, the number of management layers 4. Staff: the strengths and weaknesses of the organization's key people. 5. System/Infrastructure: reward system, manufacturing system, technology, customer feedback 6. Skills: key knowledge and skills are needed to succeed in this business/organization 7. Style: Emphasize on quality, encourage teamwork, reinforce standards 3. about Qatar Qatar is a peninsula of 11.437 sq. Km. located halfway down the west coast of the Arabian Gulf. The Emir, His Highness Sheikh Hamad Bin Khalifa Al Thani, is the ruler of Qatar and is the head of the constitutional authorities, holding both legislative and executive powers. Oil and gas have given Qatar one of the highest per capita incomes in the world and made it one of the fastest-growing economies. Displaying an enlightened approach to prosperity, Qatar is channeling its wealth not into trophy assets but into funding the advancement of culture, science, Qatar Petroleum | 3 and education. Its strategic path towards a post-hydrocarbon economy will be through a vibrant, knowledge-based society. Energetic and ambitious, the State of Qatar has emerged from virtual anonymity to become one of the most forward-thinking nations in the Middle-East, with increasing regional and global influence. Latest estimates put Qatar’s population at more than 1.5 million. By 2030, Qatar aims to be an advanced society capable of sustaining its development and providing a high standard of living for its entire people. Qatar’s National Vision defines the long- term outcomes for the country and provides a framework within which national strategies and implementation plans can be developed. 4. Company Profile: 4.1. QP History: A selection from the QP archives The first well, Dukhan 1, was drilled in 1939. Development continued after World War II and in 1949 the first crude exports occurred and the first offshore concessions were granted. In 1960, the Idd Al-Shargi and Maydan Mahzam fields were discovered. The largest offshore field, Bul Hanine, was discovered in 1970 and came on stream in 1972. Qatar Petroleum was created in 1974. Logo: Fig: Qatar Petroleum logo Qatar Petroleum | 4 Qatar Petroleum: Committed to Excellence At Qatar Petroleum we are committed to one thing above all: Excellence. Qatar Petroleum (QP), a state-owned corporation established in 1974, is responsible for all phases of the oil and gas industry in Qatar. The principal activities of Qatar Petroleum and its subsidiaries and joint ventures cover exploration, drilling and production operations, transport, storage, marketing and sale of crude oil, natural gas liquids, liquefied natural gas, gas-to-liquids, refined products, petrochemicals and fertilizers, and helicopter and financial services. Qatar Petroleum’s strategy of conducting hydrocarbon exploration and new projects is through Exploration and Production Sharing Agreements (EPSA) and Development and Production Sharing Agreements (DPSA) concluded with major international oil and gas companies. Thriving on a spirit of enterprise, each of our joint ventures is underpinned by transparency, innovation and determination to achieve unparalleled standards of both quality and service. The operations and activities of Qatar Petroleum are conducted on various onshore locations, which include Doha, Dukhan, Mesaieed and Ras Laffan industrial cities, as well as offshore areas including Halul Island, offshore production stations, drilling platforms and the North Gas Field. Qatar Petroleum is committed to its part as both a concerned partner and affiliate to the protection, preservation and conservation of the natural environment, while ensuring that the company’s employees and the general public live in a clean, safer world. Qatar Petroleum | 5 4.2. Vision & Mission: Their mission is to ensure the State gets maximum benefit from its petroleum resources by engaging directly or indirectly in all activities that would add value to these resources. Their overall objective is to maximize their contribution to the national wealth of the State of Qatar, through the safe, efficient and environmentally acceptable exploitation of Qatar's hydrocarbon reserves and through related activities. Specifically they seek: 1. To provide the state with a reliable cash flow, of maximum value, from diversified business interests. 2. To build an organization with internationally competitive business and technical expertise. 3. To maximize the employment of capable Qatari nationals, and develop them to the competence level of the leading International Oil Company employees. 4. To meet National oil and gas demand in a cost-effective way. While their key physical assets are the country’s Oil & Gas reserves, their ability to maximize the economic returns to the State from these resources depends totally on the quality and commitment of their staff; whom they value as their greatest asset. They also value their great partners, suppliers and customers and they shall Endeavour to: Set an example in Qatar in personal and organizational integrity and transparency. Treat all people fairly and with mutual respect. Have total participation of an excellent diverse workforce, rendering our diversity a source of strength. Reward and promote based on merit, performance and competence. Openly communicate and work as a single integrated team. Qatar Petroleum | 6 4.3. Board of Directors HE Dr. Mohammed Bin Saleh Al-Sada Minister of Energy & Industry Chairman & Managing Director Hamad Rashid Al-Mohannadi Managing Director, RasGas Deputy Chairman Fahad Hamad Al-Mohannadi General Manager, Qatar Electricity and Water Company (QEWC) Member Nasser Khalil Al-Jaidah CEO, Qatar Petroleum International Member Qatar Petroleum | 7 Saad Sharida Al-Kaabi Director Oil & Gas Ventures, Qatar Petroleum Member Khalifa Abdullah Al-Suwaidi Managing Director, Qatar Fertiliser Company (QAFCO) Member Eng. Essa Hilal Al-Kuwari President, Qatar General Electricity & Water Corporation (Kahramaa) Member Qatar Petroleum | 8 4.4. QP Operations Qatar's first well was drilled in Dukhan in 1940. EXPLORATION, APPRAISAL & DEVELOPMENT OPERATIONS QP has concluded EPSA and DPSA with the following major international oil and gas companies: ExxonMobil, Anadarko Qatar, Maersk Oil Qatar, Talisman Energy Qatar, Wintershall Consortium, and Marubeni. These agreements have enhanced oil and gas reserves through new discoveries and development of existing fields. Some of the fields included in the agreements are Idd Al Shargi Dome (North & South), Al Shaheen Field, Al Khaleej Field, Al Rayyan Field, Al Karkara Structure A Field, and El Bunduq. REFINED PRODUCTS QP’s refining activities include the processing of crude oil and condensate into domestic and export
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