2010 Sustainability Reporting of the World's Largest Petroleum Refining
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Article the 90-Year Evolution of Japan's Academic Interest in Iran
Article 29 The 90-year Evolution of Japan’s Academic Interest in Iran Keiko Sakurai Professor, Faculty of International Research and Education, Waseda University Director, Organization for Islamic Area Studies, Waseda University I. Introduction War II broke out. Despite Iran’s declared neutrality, Britain and the Soviet Union jointly invaded Iran in 1929 1941 marked the beginning of official diplomatic , believing Rez‥ā Shāh to have closer ties to the relations between Japan and Iran. The countries signed Axis powers, particularly Germany. Iran remained a “Japan-Persia Temporary Trade Agreement” that under Anglo-Soviet control until 1946. year, and Japan opened a diplomatic office in Tehran Under the Anglo-Soviet Occupation, Iran broke that August. A Persian diplomatic office was later off relations with Japan in April 1942, and in 1945 opened in Tokyo in July 1930. Diplomatic contacts declared war against the Axis powers, including Japan. between two countries, however, actually started as After the San Francisco Peace Treaty came into effect early as 1878, when Japan’s special envoy to Russia in 1952, diplomatic ties between the countries were Takeaki Enomoto met with Persian monarch Nās4 er al- reestablished in November 1953 and have continued 2 Dīn Shāh in Saint Petersburg. Two years later, Japan uninterrupted since then. sent its first official delegation to Tehran, headed by Iran’s oil boom in 1973 accelerated economic 1 Masaharu Yoshida. Yoshida was granted an audience interactions with Japan. Nonetheless, personal contact with Nās4 er al-Dīn Shāh in 1880, and brought an between Japanese and Iranian citizens was mostly official communiqué back to Japan from the Persian limited to diplomacy and business interactions, with Empire. -
Show Me the Money Middle East Energy and Resources Managing Scarcity for the Future Commodity Prices Have Led to Increased Downstream Costs
Show me the money Middle East Energy and Resources Managing scarcity for the future commodity prices have led to increased downstream costs. Much of this money will be spent on Front End The Gulf states, particularly the UAE, Engineering Design (FEED) work. In addition, although certain large upstream ventures have either been delayed Qatar and Saudi Arabia, plan to award or abandoned, a focus on more difficult and unconventional expl oration activities should spur NOC contracts worth over USD 68bn during capital expenditure levels. Looking ahead to the coming five years, the majority of engineering, procurement and the next five years to raise gas construction (EPC) work will be awarded in Saudi Arabia, production while Iraq is a new focus as contractors follow their client oil companies into the country. The Iraqi opportunity itself is lucrative with the government Opportunities for private sector investment in the expected to award EPC contracts worth more than USD Middle East oil and gas sector 130bn over the course of the next few years. Finally, In recent years there has been an increasing level of sufficient CAPEX outlays are crucial to improving existing federal scrutiny on the strategy of national oil companies gas infrastructure which will help overcome the (NOCs) in the Middle East. Rising global energy projected regional gas shortage. Despite reserves of consumption patterns coupled with rebounding oil 76.18 trillion cubic meters (tcm), or approximately 41% prices have created the ideal opportunity for Middle of total proven reserves3, the Middle East’s share is Eastern governments to increase their treasury intake relatively undeveloped. -
Process Technologies and Projects for Biolpg
energies Review Process Technologies and Projects for BioLPG Eric Johnson Atlantic Consulting, 8136 Gattikon, Switzerland; [email protected]; Tel.: +41-44-772-1079 Received: 8 December 2018; Accepted: 9 January 2019; Published: 15 January 2019 Abstract: Liquified petroleum gas (LPG)—currently consumed at some 300 million tonnes per year—consists of propane, butane, or a mixture of the two. Most of the world’s LPG is fossil, but recently, BioLPG has been commercialized as well. This paper reviews all possible synthesis routes to BioLPG: conventional chemical processes, biological processes, advanced chemical processes, and other. Processes are described, and projects are documented as of early 2018. The paper was compiled through an extensive literature review and a series of interviews with participants and stakeholders. Only one process is already commercial: hydrotreatment of bio-oils. Another, fermentation of sugars, has reached demonstration scale. The process with the largest potential for volume is gaseous conversion and synthesis of two feedstocks, cellulosics or organic wastes. In most cases, BioLPG is produced as a byproduct, i.e., a minor output of a multi-product process. BioLPG’s proportion of output varies according to detailed process design: for example, the advanced chemical processes can produce BioLPG at anywhere from 0–10% of output. All these processes and projects will be of interest to researchers, developers and LPG producers/marketers. Keywords: Liquified petroleum gas (LPG); BioLPG; biofuels; process technologies; alternative fuels 1. Introduction Liquified petroleum gas (LPG) is a major fuel for heating and transport, with a current global market of around 300 million tonnes per year. -
Motor Lubricants Market in Bulgaria
Motor Lubricants Market in Bulgaria a report by SeeNews Competitive Intelligence March 2015 2 Contents 1. Macroeconomic review and business climate in Bulgaria ................................ 4 2. Lubricants market in Bulgaria 2013 - 2014 – market size, structure, trends .. 5 2.1. Legislation – normative acts regulating the lubricants market in Bulgaria .................................. 5 2.1.1. Laws ....................................................................................................................................... 5 2.1.2. Regulations ............................................................................................................................ 5 2.1.3. Ordinances ............................................................................................................................. 5 2.1.4. National Standards ................................................................................................................ 5 2.2. Main stakeholders ........................................................................................................................ 6 3. Market analysis on the lubricants market in Bulgaria ..................................... 7 3.1. Methodology ................................................................................................................................ 7 3.1.1. Scope of the analysis ............................................................................................................. 7 3.1.2. Major classification bodies ................................................................................................... -
Idemitsu Sustainability Report 2019 Independent Practitioner’S Sustainability Environment Social Governance ESG Data Comparative Table Assurance Report 3
Independent Practitioner’s Sustainability Environment Social Governance ESG Data Comparative Table Assurance Report 2 Management Vision CONTENTS We are an energy co-creation company that values diversity and inclusion, 2 Management Vision, Action Mindset, Contents GOVERNANCE creates new values with customers and stakeholders, and seeks harmony 3 Editorial Policy 49 Message from Outside Directors 4 Message from President 50 Directors, Audit & Supervisory Board Members with the environment and society. 7 Medium-term Management Plan and Executive Officers 10 Review of Operations 52 Corporate Governance 11 Idemitsu Group’s Sustainability 56 Compliance ■ We will deliver various forms of energy and materials in a sustainable manner. 57 Risk Management ENVIRONMENT 59 Intellectual Property ■ We will expand and share our problem-solving capabilities with the world. 15 Environmental Management / Environmental Policy 17 Overview of Environmental Impacts Through Our ESG Data ■ We will grow stronger by anticipating change and responding flexibly. Business Activities 61 Environment 18 Response to Climate Change 70 Social 23 Response to Circular Economy 75 Governance 24 Waste Reduction 76 Environmental Data of Refineries and Complexes Action Mindset 25 Water Management Independence and autonomy 26 Conservation of Biodiversity Comparative Table 27 Land Use Change 78 Comparative Table with GRI Standards We think and act initiatively 28 Management of Chemical Substances and 88 Comparative Table with ISO 26000 Reduction of Hazardous Substances Co-creation -
Notice Regarding Execution of Share Exchange Agreement for Idemitsu Kosan Co., Ltd
May 11, 2021 Press Release Company Name: Idemitsu Kosan Co.,Ltd. Representative Director & Chief Executive Officer: Shunichi Kito (Company Code: 5019, TSE, First Sect.) Contact person: Munehiro Sekine, General Manager, Investor Relations Office, Treasury Department (TEL: +81-3-3213-9307) Company Name: SDS Biotech K.K. President and Representative Director: Mitsuhiro Sagae (Company Code: 4952, TSE, Second Sect.) Contact person: Toshio Otsuka, Corporate Officer, General Manager, Corporate Service Division (TEL: +81-3-5825-5511) Notice Regarding Execution of Share Exchange Agreement for Idemitsu Kosan Co., Ltd. to Make SDS Biotech K.K. its Wholly-Owned Subsidiary (Simplified Share Exchange) Idemitsu Kosan Co., Ltd. (“Idemitsu Kosan”) and SDS Biotech K.K., a consolidated subsidiary of Idemitsu Kosan (“SDS Biotech”; together with Idemitsu Kosan, the “Companies”), hereby announce that the Companies adopted a resolution at their respective board of directors meetings held today to execute a share exchange for cash consideration through which Idemitsu Kosan will become the wholly-owning parent company in the share exchange and SDS Biotech will become a wholly-owned subsidiary in the share exchange (the “Share Exchange”) and that the Companies entered into a share exchange agreement (the “Share Exchange Agreement”) today, as stated below. The Share Exchange is planned to take effect on August 2, 2021; pursuant to the procedures for a simplified share exchange set forth in the main text of Article 796, paragraph (2) of the Companies Act (Act No. 86 of 2005, as amended; the same applies hereinafter), Idemitsu Kosan will not obtain approval via a resolution of its shareholders meeting, whereas SDS Biotech will obtain the approval of its annual shareholders meeting to be held on June 23, 2021. -
Final Attendee List
2008 International Lubricants Waxes Attendee List Prefix First Name Last Name Company City State Province Country Mr. Michael Ackerson Process Dynamics, Inc. Fayetteville AR Gabriel Aguirre Hong Chang International Monterrey Mexico Roy Allen Baker Petrolite Sugar Land TX Mr. Giuseppe Ambroggio SER SPA Turin Santena Italy Mr. Bill Anderson Calumet Specialty Products Indianapolis IN Mr. Rajesh Anjaria Raj Petro Specialities P. Ltd. Mumbai India Ing. Carlos Ares YPF S.A. Buenos Aires AR Buenos Aires Argentina Mr. George Arndt ExxonMobil Lubricants and Specialties Fairfax VA Vijay Arora Infineum USA L.P. Linden NJ Mr. Joseph Avolio Shell Canada Ltd. Toronto Ontario Canada Mr. Edward Bailey Nuova Univers SRL Seveso Milan Italy Mr. Justus Ball ConocoPhillips Houston TX Mr. John Banach Calumet Lubricants Chicago IL Ms. Soma Banerjee Sobit International Inc. Carrollton TX Mr Claude Bareel Asteria Brussels Belgium Lindsey Barnes CITGO Petroleum Corporation Houston TX Mr. Williams Barnes PM Group Intl., Inc. Ft. Myers FL Rocco Battagliag Norjohnj Ltd Burlinggton Ontario Canada Mr. Douglas Bea Chevron Global Lubricants San Ramon CA Mr. Chester Beeput National Petroleum Port of Spain Trinidad and Tobago Mr. Jim Borthwick Ergon, Inc Jackson MS Mr Michel Bouillerce-Mirassou TOTAL Lubricants Paris France David Boyes Lubrizol Ltd Derbyshire United Kingdom Arjan Brouwer Kuwait Petroleum International Lubricants Rotterdam Netherlands Dr. Mike Brown SK E&P Company Flemington NJ Mr. Tim Brown American Refining Group Bradford PA James Brunk Solomon Associates Dallas TX Mr. David Bucci Exxon Mobil Corporation Houston TX Mr. Larry Buck Calumet Specialty Products Indianapolis IN Miranda Buckley Shell Lubricants Houston TX Mr. Max Budwick Globalwax LLC Hazlet NJ Mr. -
Integrated Oil & Gas Sector Report
EXCERPT ONLY THIS IS NOT A FULL REPORT KEY ISSUES FOR STRATEGIC INVESTORS: Integrated Oil & Gas Securing Access to New Sector Report Reserves Major oil and gas reserves are located in emerging markets, often in politically November 2006 volatile regions or conflict zones. There are associated environmental and social Report prepared by: Christian Meade, Analyst, [email protected]; Doug issues particularly regarding human Morrow, Senior Analyst, [email protected]; Dana Sasarean, Analyst, rights, transparency and the [email protected]; Susan Viets, Director, Research, environment. Failure to manage these [email protected]. For more information on this report or other Innovest reports, issues with upfront risk analysis can please contact Peter Wilkes, Managing Director, [email protected]. result in sunk investments that are either unrecoverable or fail to generate growth Developed Countries Emerging Market Countries 400 at anticipated rates. Similar issues exist in developed countries for growth 350 through the expansion of reserves in 300 ecologically sensitive regions like the Arctic, and growth through non- 250 conventional oil, such as oil sands 200 operations, where the environmental impact is high. Return (%) 150 100 Climate Change Strategies Companies are increasingly operating in 50 a carbon-constrained world owing to 0 tightening regulatory regimes. Exposure AAA AA A BBB BB B CCC to emissions and associated costs varies Rating depending on volume of emissions and the geographic base for operations and Innovest Rating vs. Three Year Total Returns as of September 2006. Innovest sales. For proactive companies energy- believes that as these companies in emerging markets increasingly compete in efficiency and cogeneration lower international markets for access to capital that over the long term they will be at a operating costs; a focus on natural gas disadvantage in comparison with sector leaders, unless they substantially improve as well as renewable fuels and energy their sustainability performance. -
The Cosmo Energy Group Is Making a New and Vigorous Step Forward
COSMO REPORT 2019 About the Cosmo Energy Group Long-Term Vision The Cosmo Energy Group is making a new and vigorous step forward. Enhancing the earnings strength of the petroleum related businesses and growing the renewable energy business into a new main business segment. What have not changed What to be changed Stable supply of energy Growing the renewable “Customer First” mindset energy business into a new Energy-related business domains main business segment Composition of ordinary income (excluding the impact of inventory valuation) Renewable energy Petroleum Others Petroleum Renewable energy and others Petroleum and others (Mainly wind power generation) (Mainly wind power generation) Petrochemical Petrochemical Future FY2018 FY2022 business Consolidated Medium- portfolio Term Management Oil E&P* Plan Image Oil E&P* Oil E&P* Petrochemical * Oil exploration & production 1997 Petroleum 1989 Launched IPP (Independent Power 1986 Asian Oil was merged Producer) operations. into Cosmo Oil. Oil E&P Cosmo Oil was established through Qatar Petroleum tripartite merger of Daikyo Oil, Maruzen Oil, Development and the former Cosmo Oil (Cosmo Refining). was established. 1933 : Maruzen Oil was established. 1939 : Daikyo Oil was established. 1952 : Asian Oil was established. 1968 : Abu Dhabi Oil was established2. 1970 : United Petroleum Development was established. FY 1986 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 1. See pages 41 and 42 on the impact of inventory valuation. 2. Daikyo Oil and Maruzen Oil (Cosmo Energy Group, currently) and Nippon Mining (JXTG Group, currently) made joint investments to establish Abu Dhabi Oil. 3. GC: Global Compact 4. International Petroleum Investment Company (IPIC) merged with Mubadala Development Company (MDC), an energy-related investment management company fully owned by the Emirate of Abu Dhabi, to become Mubadala Investment Company (MIC) at present. -
Energizing the Future
Corporate Report 2016 [Year ended December 31, 2015] ENERGIZING THE FUTURE Showa Shell Sekiyu K.K. Business Model Business Model Procurement Refi ning Oil Business Gasoline, kerosene, In the oil business, we refi ne imported diesel oil, heavy fuel oil, petrochemicals,emicals, crude oil at our Group refi neries and sell and LPG oil products. Our highly competitive Group refi neries, local contract dealers, and business partners including transportation companies are all playing critical roles to Synergies provide the oil products that customers between assets Management need in a safe and stable manner. Strategies Byproduct fuel Former business facility sites Corporate Procurement Governance Energy Solutions Business Solar Business In the solar business, we produce and sell our proprietary CIS thin-fi lm solar modules. At the same time, we also construct and sell The wholly owned subsidiary Solar Frontier K.K. operates solar power plants that use these modules. the solar business. In the electric power business, we leverage synergies with our other businesses Electric Power Business to construct and operate power stations as well as sell electricity. Allocation of Resources Management Resources and Stakeholders Technologies and expertise Networks of the Shell Manufacturing facilities Business partners Group and Saudi Aramco CONTENTS 2 Our History 20 Business Activities 4 Group CEO Interview 20 Special Feature: 12 Corporate Governance TO THE NEXT GROWTH STAGE 22 Oil Business 28 Energy Solutions Business Customers Export Storagee Sales Oil product -
Climate and Energy Benchmark in Oil and Gas
Climate and Energy Benchmark in Oil and Gas Total score ACT rating Ranking out of 100 performance, narrative and trend 1 Neste 57.4 / 100 8.1 / 20 B 2 Engie 56.9 / 100 7.9 / 20 B 3 Naturgy Energy 44.8 / 100 6.8 / 20 C 4 Eni 43.6 / 100 7.3 / 20 C 5 bp 42.9 / 100 6.0 / 20 C 6 Total 40.7 / 100 6.1 / 20 C 7 Repsol 38.1 / 100 5.0 / 20 C 8 Equinor 37.9 / 100 4.9 / 20 C 9 Galp Energia 36.4 / 100 4.3 / 20 C 10 Royal Dutch Shell 34.3 / 100 3.4 / 20 C 11 ENEOS Holdings 32.4 / 100 2.6 / 20 C 12 Origin Energy 29.3 / 100 7.3 / 20 D 13 Marathon Petroleum Corporation 24.8 / 100 4.4 / 20 D 14 BHP Group 22.1 / 100 4.3 / 20 D 15 Hellenic Petroleum 20.7 / 100 3.7 / 20 D 15 OMV 20.7 / 100 3.7 / 20 D Total score ACT rating Ranking out of 100 performance, narrative and trend 17 MOL Magyar Olajes Gazipari Nyrt 20.2 / 100 2.5 / 20 D 18 Ampol Limited 18.8 / 100 0.9 / 20 D 19 SK Innovation 18.6 / 100 2.8 / 20 D 19 YPF 18.6 / 100 2.8 / 20 D 21 Compania Espanola de Petroleos SAU (CEPSA) 17.9 / 100 2.5 / 20 D 22 CPC Corporation, Taiwan 17.6 / 100 2.4 / 20 D 23 Ecopetrol 17.4 / 100 2.3 / 20 D 24 Formosa Petrochemical Corp 17.1 / 100 2.2 / 20 D 24 Cosmo Energy Holdings 17.1 / 100 2.2 / 20 D 26 California Resources Corporation 16.9 / 100 2.1 / 20 D 26 Polski Koncern Naftowy Orlen (PKN Orlen) 16.9 / 100 2.1 / 20 D 28 Reliance Industries 16.7 / 100 1.0 / 20 D 29 Bharat Petroleum Corporation 16.0 / 100 1.7 / 20 D 30 Santos 15.7 / 100 1.6 / 20 D 30 Inpex 15.7 / 100 1.6 / 20 D 32 Saras 15.2 / 100 1.4 / 20 D 33 Qatar Petroleum 14.5 / 100 1.1 / 20 D 34 Varo Energy 12.4 / 100 -
Cosmo Report 2020 04
Cosmo Energy Group’s Value Creation Strategy and Achievements Message Financial Analysis Business activity Sustainability Data History of Value Creation Thirty-four years have passed since the establishment of Cosmo Oil and the start of the Cosmo Energy Group. Amid a variety of environmental changes, the Cosmo Energy Group’s mission of a safe and stable energy supply remains unchanged and the Group aims to contribute to society. Related to all businesses Related to the Petroleum Business Related to the Renewable Energy and Other Businesses Related to the Oil E&P Business Related to the Petrochemical Business 1933 1985 1986 2006 2007 2012 2013 2020 Birth of a new Cosmo Oil toward a Prospects for a New journey as the Prologue to Cosmo Oil new development stage new growth path Cosmo Energy Group Became unwaveringly competitive despite rough waves of Damage and reconstruction from the March 2011 Striving to grow based on the Group’s established business Daikyo Oil and Maruzen Oil started operation. liberalization. Earthquake. base and contributing to a sustainable society. Corporate Origin Corporate 1933 Maruzen Oil established. 1984 “Cosmo Oil” (Refining) 1986 Cosmo Oil established. 2015 Cosmo Energy Holdings established. established. 1939 Daikyo Oil established. 1989 Asian Oil merged into Cosmo Oil to form an organization of four refineries. 1933 Maruzen Oil established. 1986 Cosmo Oil established through tripartite merger 2007 Business alliance formed with IPIC (currently MIC). 2013 Sakaide Refinery closed, becoming an organization of of Daikyo Oil, Maruzen Oil and former Cosmo Oil three refineries. 1939 Daikyo Oil established. 2007 Japanese education program launched in the UAE.