Shell and Eni Lead Race to Net Zero
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Professional Profile Expertise Recent Experience Education
Javaid Akhtar Partner PROFESSIONAL PROFILE [email protected] Dual qualified as a Solicitor of England and Wales and Advocate in Pakistan, +92 (51) 285 5890-2 Javaid specialises in acquisitions, oil and gas and arbitration and corporate and commercial matters. Javaid is the managing partner of the Islamabad 64, Nazimuddin Road, F- 8/4, Islamabad, Pakistan office of Vellani & Vellani and was earlier a partner of Amhurst Brown, which merged with Vellani & Vellani in 2018. https://www.linkedin.com/i n/javaid-akhtar-49051313/ RECENT EXPERIENCE EDUCATION ACQUISITIONS Represented local and multinational companies in the sale and Bachelor of Law (LL. B) King’s College London - 1991 purchase of assets and shares, particularly in the upstream oil and gas sector. Acted in the purchase of Austrian owned OMV companies in Pakistan EXPERTISE (2017-8) and UK owned Premier Oil companies in Pakistan (2016), and a substantial holding in a Pakistani oil marketing company to a Dispute Resolution middle-eastern company (2018). Earlier, acted in the sale of BP’s Mergers & Acquisitions, assets in Pakistan (2011-14), purchase of Tullow Pakistan (2014) and Restructuring and aspects of the sale of Petronas Carigali Pakistan (2011). Securities Acted on the buy-side in relation to the Government of Pakistan’s sale Oil & Gas of companies and assets (i.e. privatization), including sale of state interests in petroleum concessions; in Pakistan Steel Corporation and Pakistan State Oil Ltd. Apart from the customary suite of agreements, such transactions involved extensive due diligence and, often protracted, issues to be resolved with regulatory authorities (including the Directorate General (Petroleum Concessions), the Competition Commission of Pakistan and the Securities and Exchange Commission of Pakistan). -
Climate and Energy Benchmark in Oil and Gas Insights Report
Climate and Energy Benchmark in Oil and Gas Insights Report Partners XxxxContents Introduction 3 Five key findings 5 Key finding 1: Staying within 1.5°C means companies must 6 keep oil and gas in the ground Key finding 2: Smoke and mirrors: companies are deflecting 8 attention from their inaction and ineffective climate strategies Key finding 3: Greatest contributors to climate change show 11 limited recognition of emissions responsibility through targets and planning Key finding 4: Empty promises: companies’ capital 12 expenditure in low-carbon technologies not nearly enough Key finding 5:National oil companies: big emissions, 16 little transparency, virtually no accountability Ranking 19 Module Summaries 25 Module 1: Targets 25 Module 2: Material Investment 28 Module 3: Intangible Investment 31 Module 4: Sold Products 32 Module 5: Management 34 Module 6: Supplier Engagement 37 Module 7: Client Engagement 39 Module 8: Policy Engagement 41 Module 9: Business Model 43 CLIMATE AND ENERGY BENCHMARK IN OIL AND GAS - INSIGHTS REPORT 2 Introduction Our world needs a major decarbonisation and energy transformation to WBA’s Climate and Energy Benchmark measures and ranks the world’s prevent the climate crisis we’re facing and meet the Paris Agreement goal 100 most influential oil and gas companies on their low-carbon transition. of limiting global warming to 1.5°C. Without urgent climate action, we will The Oil and Gas Benchmark is the first comprehensive assessment experience more extreme weather events, rising sea levels and immense of companies in the oil and gas sector using the International Energy negative impacts on ecosystems. -
World Oil Review 2018
volume 1 World Oil Review 2018 World Oil Review 2018 Contents Introduction List of Countries VI Notes and Methods VIII Oil - Supply and Demand Oil - Production Quality Reserves 2 World 46 Areas and Aggregates 2 Crude Production by Quality 46 The World Top 10 Reserves Holders 3 Crude Production by Gravity 46 Countries 4 Crude Production by Sulphur Content 46 Cluster of Companies 6 Quality and Production Volume of Main Crudes 47 Crude Production by Quality - Charts 48 Production 7 Areas and Aggregates 7 Europe 49 The World Top 10 Producers 8 Crude Production by Quality 49 Countries 9 Quality and Production Volume of Main Crudes 49 Cluster of Companies 11 Crude Production by Quality - Charts 50 The World Top 10 Natural Gas Liquids Producers 12 Countries 51 Reserves/Production Ratio 13 Russia and Central Asia 52 Areas and Aggregates 13 Crude Production by Quality 52 The World Top 10 Producers Ranked by Quality and Production Volume of Main Crudes 52 Reserves/Production Ratio 14 Crude Production by Quality - Charts 53 Countries 15 Countries 54 Consumption 18 Middle East 55 Areas and Aggregates 18 Crude Production by Quality 55 The World Top 10 Consumers 19 Quality and Production Volume of Main Crudes 55 Countries 20 Crude Production by Quality - Charts 56 Countries 57 Per Capita Consumption 23 Areas and Aggregates 23 Africa 58 The World Top 10 Consumers Ranked by Crude Production by Quality 58 Per Capita Consumption Ratio 24 Quality and Production Volume of Main Crudes 58 Countries 25 Crude Production by Quality - Charts 59 Countries 60 Production/Consumption -
Slovenia: MOL Group' Retail Acquirement Agreement With
Slovenia: MOL Group’ retail acquirement agreement with OMV The agreed purchase price is 301 million euros (100 % share of OMV Slovenia); MOL Group reached an agreement with OMV to acquire OMV’s 92.25 % stake in OMV Slovenia, in which Croatian INA already holds a 7.75 % minority stake, from OMV Downstream GmbH as direct shareholder. The transaction includes 120 petrol stations across Slovenia. OMV Slovenia operates in the country under 3 brands: OMV (108), EuroTruck (4) and Avanti/DISKONT (8). MOL Group and INA will become the 100 % owner of the wholesale business of the acquired company, as well. With 48 MOL and 5 INA-branded service stations in Slovenia, MOL Group is currently the third largest retail market-player. However, the transaction is still subject to merger clearance. The acquisition fits into the Group’s SHAPE TOMORROW 2030+ updated long-term strategy, which places a special emphasis on the development of Consumer Services. MOL Group CEO Zsolt Hernadi said that this step is in line with group’s strategic goals to further expand retail fuel network in existing and potential new markets in central and eastern Europe. By 2025, MOL Group would like to reach 2200 petrol stations, potentially more, if more good opportunities arise. With constant development and digitization, shaping future consumer and mobility trends, MOL offers convenience as it aims to help people on the move, regardless of what powers the customer’s mode of transport. Furthermore, its integrated business model and accelerating growth enables it to provide financial resources for developing sustainable solutions and boosting circular economy in the region. -
THE SNAM SHAREHOLDER the GUIDE to GETTING INVOLVED in YOUR INVESTMENT 2 Snam | L'azionista Di Snam | Testatina
Snam | L'azionista di Snam | Testatina 1 April 2018 THE SNAM SHAREHOLDER THE GUIDE TO GETTING INVOLVED IN YOUR INVESTMENT 2 Snam | L'azionista di Snam | Testatina Dear shareholders, the purpose of this Guide is to provide annually both current and potential owners of Snam shares with a summary of relevant information. Starting from 2010, it is part of a series of tools to enhance our communication with retail investors. We believe that the trust you have showed us Snam must be cultivated through an increasingly Company profile 3 effective dialogue. The first part Snam overview 4 of the Guide outlines the Group’s Snam: an integrated player in the gas system 5 structure, its business and strategic Management team 6 guidelines. The Guide also presents Governance in action 7 some key features about Snam Regulation in Italy 8 shares and practical information Regulation in Europe 9 so that you can really get involved Inclusion in SRI indices 10 in your role as a shareholder. Snam strategy 11 We hope that these pages will be Snam in Europe 13 easy and interesting to read, Corporate structure 14 as well as helpful. By nature, this Guide is not an exhaustive Snam on the Stock Exchange Remuneration through dividends 16 product. In order to obtain Stock Market performance 17 more complete information Shareholders 19 we invite you to visit our corporate The bond market 20 website at www.snam.it or, Income Statement figures 21 for specific requests, to contact Balance Sheet figures 22 the Investor Relations department. Cash flow 23 Get involved in your Snam investment The steps to investing 25 Attend the Shareholders’ Meeting 26 Keep yourself informed and participate in corporate events 27 Snam | The Snam Shareholder | Company profile 3 Company profile Snam is Europe’s leading gas utility. -
Repsol's Green Bond Framework
ALL RIGHTS ARE RESERVED © REPSOL, S.A. 2017 1 Repsol, S.A. (“Repsol”) is the exclusive owner of this document. No part of this document may be reproduced (including photocopying), stored, duplicated, copied, distributed or introduced into a retrieval system of any nature or transmitted in any form or by any means without the prior written permission of Repsol This document is for information purposes only. This document is not a legally binding document and does not have the effect of creating, recognizing, amending or extinguishing any existing legal or contractual rights or obligations. This document is not a registration document or a prospectus. This document does not constitute an offer or invitation to purchase or subscribe shares or securities, in accordance with the provisions of the Spanish Law on the Securities Market (Royal Legislative Decree 4/2015 of the 23rd of October) or any other legislation. In addition, this document does not constitute an offer of purchase, sale or exchange, nor a request for an offer of purchase, sale or exchange of securities in any other jurisdiction. This document contains statements that Repsol believes constitute forward-looking statements which may include statements regarding the intent, belief, or current expectations of Repsol and its management, including statements with respect to trends affecting Repsol’s financial condition, financial ratios, results of operations, business, strategy, geographic concentration, production volume and reserves, capital expenditures, costs savings, investments and dividend payout policies. These forward-looking statements may also include assumptions regarding future economic and other conditions, such as future crude oil and other prices, refining and marketing margins and exchange rates and are generally identified by the words “expects”, “anticipates”, “forecasts”, “believes”, estimates”, “notices” and similar expressions. -
Analiza Efikasnosti Naftnih Kompanija U Srbiji Efficency Analysis of Oil Companies in Serbia
________________________________________________________________________ 79 Analiza efikasnosti naftnih kompanija u Srbiji Efficency Analysis of Oil Companies in Serbia prof. dr. sc. Radojko Lukić Ekonomski fakultet u Beogradu [email protected] Ključne reči: ekspolatacija sirove nafte i gasa, Abstract tržišno učešće, efikasnost poslovanja, financijske Lately, significant attention has been paid to the performanse, održivo izveštavanje evolution of the performance of oil companies around Key words: exploration of crude oil and gas, market the world, by individual regions and countries. Bearing share, business efficiency, financial performance, susta- this in mind, relying on the existing theoretical and inable reporting methodological and empirical results, this paper analyzes the efficiency of operations, financial perfor- mance and sustainable reporting of oil companies in Sažetak Serbia, with special emphasis on the Petroleum Industry of Serbia (NIS). The results of the survey show signifi- U poslednje vreme značajna se pažnja poklanja cant role of mining, i.e. oil companies in creating addi- evoluaciji performansi naftnih kompanija u svetu, tional value of the entire economy of Serbia. Concer- po pojedinim regionima i zemljama. Imajući to u ning the Petroleum Industry of Serbia, it has a signi- vidu, oslanjajući se na postojeće teorijsko-metodo- ficant place in the production and trade of petroleum loške i empirijske rezultate, u ovom radu se analizi- products in Serbia. For these reasons, the efficiency of raju efikasnosti poslovanja, finansijske performanse operations, financial performance and maintenance of i održivo izveštavanje naftnih kompanija u Srbiji, s the Petroleum Industry of Serbia has been complexly posebnim osvrtom na Naftnu industriju Srbije (NIS). analyzed. In this respect, according to many indicators, Rezultati istraživanja pokazuju značajnu ulogu rudar- it is at a satisfactory level in relation to the average of the stva, odnosno naftnih kompanija u kreiranju dodatne world’s leading oil companies. -
Leading Energy Companies Announce Transition Principles
Leading energy companies announce transition principles December 17, 2020 • Eight leading energy companies have jointly developed and agreed Principles as a collaborative platform for energy transition. • Joint collaborative approach welcomed by investors leading engagement with companies across sector through Climate Action 100+. • Principles support collective industry acceleration to contribute to the Paris Agreement objectives by delivering progress on reducing GHG emissions, the role of carbon sinks, and the importance of transparency and alignment on climate change with trade associations. • Companies are building further on this collaboration to drive more consistency and transparency in Greenhouse Gas reporting, and in measurement of the emissions which may occur at different points in the value chain. Leading energy companies, bp, Eni, Equinor, Galp, Occidental, Repsol, Royal Dutch Shell and Total today announced they have agreed to apply six Energy Transition Principles as they play their part in the energy transition. The six Principles, agreed and embraced by the companies, are to: 1. PUBLIC SUPPORT FOR THE GOALS OF THE PARIS AGREEMENT: publicly support the goals of the Paris Agreement, including international cooperation as a vehicle to ensure these goals can be achieved at the lowest overall cost to the economy. 2. INDUSTRY DECARBONISATION: In line with each company's individual strategy, ambitions and aims, work to reduce emissions from their own operations and strive to reduce emissions from use of energy, together with customers and society. Companies may measure their contributions using carbon intensity and/or absolute metrics at different points in the value chain as determined by their approach. 3. ENERGY SYSTEM COLLABORATION: collaborate with interested stakeholders, including energy users, investors and governments, to develop and promote approaches to reduce emissions from use of energy, in support of countries delivering their Nationally Determined Contributions (NDCs) towards achieving the goals of the Paris Agreement. -
Nord Stream 2: Background, Objections, and Possible Outcomes Steven Pifer
NORD STREAM 2: BACKGROUND, OBJECTIONS, AND POSSIBLE OUTCOMES STEVEN PIFER APRIL 2021 EXECUTIVE SUMMARY Nord Stream 2 is an almost-finished natural gas pipeline from Russia to Germany. The Biden administration opposes it and has come under congressional pressure to invoke sanctions to prevent its completion, in large part because the pipeline seems a geopolitical project targeted at Ukraine. The German government, however, regards the pipeline as a “commercial project” and appears committed to its completion, perhaps in the next few months. U.S. sanctions applied on Russian entities to date have failed to stop Nord Stream 2, raising the question of whether the U.S. government would sanction German and other European companies for servicing or certifying the pipeline. Such sanctions would provoke controversy with Germany at a time when both Berlin and the Biden administration seek to rebuild good relations. The two sides have work to do if they wish to avoid Nord Stream 2 becoming a major point of U.S.-German contention. THE PIPELINE The European Union currently imports about 40% of its natural gas from Russia, or about one-third Nord Stream 2 is actually a pair of natural gas of its total gas consumption.4 Gazprom began pipelines that, if/when completed, will run some discussions with European companies on a direct 1,200 kilometers along the bottom of the Baltic Russia-Germany gas pipeline in 2001. At that time, 1 Sea from Ust-Luga, Russia to Greifswald, Germany. it shipped gas to western Europe via pipelines that The two pipelines, collectively referred to as Nord mainly transited Ukraine, and also Belarus and Stream 2, are projected to have the capacity to Poland (the Yamal system). -
The Commercial Deals Connected with Gazprom's Nord Stream 2
The commercial deals connected with Gazprom's Nord Stream 2 A review of strings and benefits attached to the controversial Russian pipelines Anke Schmidt-Felzmann, PhD Senior Researcher at the Research Centre of the General Jonas Žemaitis Military Academy of Lithuania Abstract This paper reviews the multiple strings and benefits attached to the single most controversial gas pipeline project in Europe - the second Russian twin subsea pipeline that is currently under construction in the Baltic Sea. While much attention has been paid to the question of why and how the Russian state- controlled energy giant seeks to circumvent Ukraine as a transit country for its delivery of gas to Western Europe, hardly any attention has been paid to the benefits gained by the companies and political entities directly involved in the preparation and construction of Nord Stream 2. The paper seeks to fill this gap in the debate by taking a closer look at the business deals and commercial actors involved in the implementation of this second Russian natural gas pipeline project in the Baltic Sea. It highlights how local and national economic interests and European energy companies' motivations for participating in the project go beyond the volumes of Russian natural gas that Gazprom expects to deliver to European customers through its Baltic Sea pipelines from 2020. Keywords: Baltic Sea, Nord Stream, Gazprom, Russia, Germany, Sweden, Denmark, Finland, Latvia. This analysis was produced within the Think Visegrad Non-V4 Fellowship programme. Think Visegrad – V4 Think Tank Platform is a network for structured dialog on issues of strategic regional importance. The network analyses key issues for the Visegrad Group, and provides recommendations to the governments of V4 countries, the annual presidencies of the group, and the International Visegrad Fund. -
LUKOIL's Market Strategy in Central and Eastern Europe 105 O Increasing the Number of Filling Stations for Petroleum Products in Russia and Other Countries
Petroleum-Gas University of Ploiesti Vol. LXII Economic Sciences 103-110 BULLETIN No. 4/2010 Series LUKOIL’s Market Strategy in Central and Eastern Europe Mihaela Oprea Ciopi Petroleum-Gas University of Ploieşti, Bd. Bucureşti 39, Ploieşti, Romania e-mail: [email protected] Abstract The economic environment has undergone significant development over the past 20 years marked, in particular, by the globalization of the economy and increased competitiveness. The large oil corporations significantly influence national economies and the global economy in general, as a result of their huge financial power and their profit-oriented corporate management, by identifying the most appropriate strategies and the most effective methods of business management . Currently, oil market in Central and Eastern Europe is controlled by three major players: the Austrian OMV, Hungarian MOL company and the Russian company LUKOIL, whose investment strategies and policies contributed to a decisive extent to the development and consolidation of oil industry in the countries in this area, thus in Romania too. In this context, the paper aims to analyze the strategy of developing and consolidating LUKOIL’s position on this market. Key words: strategic alliance, a global energy player, offensive strategy, territorial expansion JEL Classification: M10 Introduction The greatest oil corporations significantly influence national economies and the global economy in general, the effect of their huge financial power and corporate management oriented to increase profit by identifying the most appropriate strategies and the most effective methods of business management. These elements underpin the development of management as a science and was later taken over and adapted by national companies. -
Case No COMP/M.5005 - GALP ENERGIA / EXXONMOBIL IBERIA
EN Case No COMP/M.5005 - GALP ENERGIA / EXXONMOBIL IBERIA Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(2) NON-OPPOSITION Date: 31/10/2008 In electronic form on the EUR-Lex website under document number 32008M5005 Office for Official Publications of the European Communities L-2985 Luxembourg EUROPEAN COMMISSION Competition DG Brussels, 31-10-2008 SG-Greffe D/206595 C(2008) 6641 In the published version of this decision, some information has been omitted pursuant to Article PUBLIC VERSION 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and MERGER PROCEDURE other confidential information. The omissions are shown thus […]. Where possible the information ARTICLE 6(1)(b) DECISION IN omitted has been replaced by ranges of figures or a CONJUNCTION WITH 6(2) general description. To the notifying party: Dear Sirs, Subject: Case No COMP/M.5005 – Galp Energia/ ExxonMobil Iberia Notification of 12 September 2008 pursuant to Article 4 of Council Regulation No 139/20041 1. On 12 September 2008, the Commission received a notification of a proposed concentration by which the undertaking Galp Energia, SGPS, S.A. ("Galp Energia", Portugal) belonging to the Galp Energia group ("GALP", Portugal) and controlled by ENI S.p.A. ("ENI", Italy), Amorim Energia B.V. ("Amorim", Portugal) and Caixa Geral de Depositos S.A. ("CGD" Portugal), acquires control of the whole of the undertakings Esso Portuguesa Lda. (Portugal), a wholly owned subsidiary of ExxonMobil Portugal ("ExxonMobil Portugal"), Esso Española S.L. ("ESSO Spain") and a part of ExxonMobil Petroleum & Chemical ("EMPC", Belgium), all of them wholly owned subsidiaries of ExxonMobil Corporation ("ExxonMobil", US), by way of purchase of shares.