Country Analysis Executive Summary: Azerbaijan Last Updated: September 13, 2021
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17CTCE Onsite Prog A5+TD.Indd
Conference Programme SPE Annual Caspian Technical Conference and Exhibition Chasing the Margins 1 – 3 November 2017 I Baku, Azerbaijan CELEBRATING 20 YEARS OF THE SPE BAKU SECTION 1997-2017 Host Organisation: Platinum Sponsor: In Participation With: SM Fairmont Hotel, Baku Azerbaijan I www.spe.org/go/17ctce WELCOME FROM THE EXECUTIVE COMMITTEE CO-CHAIRS ABOUT SPE TABLE OF CONTENTS Dear Colleague, Society of Petroleum Engineers Sponsors 2 The Society of Petroleum Engineers About our Partners 3 As conference co-chairs, and on behalf of the Conference Executive and Technical (SPE) is a not-for-profi t professional Venue Floor Plan 4 Programme Committees, we thank you for attending the SPE Annual Caspian Technical association whose members are Schedule of Events 5 engaged in energy resources Conference and Exhibition. Committees 7 development and production. SPE serves more than 164,000 members Opening Ceremony 8 This year’s conference theme “Chasing the Margins” will focus on the current market in 143 countries worldwide. SPE is a Conference Programme and Panel Sessions 9 conditions facing the oil and gas industry, both globally and on a local level, and the ways key resource for technical knowledge Technical Programme 11 in which our industry should respond. The velocity and magnitude of price volatility has related to the oil and gas exploration Speaker Biographies 23 pushed the industry to shift focus from “chasing barrels” towards “chasing effi ciency” to and production industry and provides General Information 28 services through its publications, events, Student Development Summit 30 enhance the value of the ultimate products. The modernisation of the industry, the training courses, and online resources at collaboration between oil and gas operators, contractors, service providers and www.spe.org. -
Endorser Statements (In Alphabetical Order)
Endorser Statements (in alphabetical order) Rovnag Abdullayev, President, SOCAR (Azerbaijan) “The growing global oil & gas industry has also brought into the global agenda the mitigation of negative effects to the environment and climate change as well as environmental protection. Azerbaijan, as an oil producing country, has undertaken bold actions and achieved significant results during the past several years. SOCAR has joined the World Bank’s initiative “Zero Routine Flaring by 2030” together with global oil giants and was the fifth company to endorse the initiative. Through joining World Bank's initiative on gas flaring, SOCAR has achieved to decrease the ratio of flared gas to 1.7% in 2013 and 1.6% in 2014 accordingly. Moreover, the captured flare gas was channeled into gas transportation network to be delivered to end consumers. This fact highlights once again the importance that Azerbaijan pays to environmental protection and mitigation of climate change risks.” Solomon Asamoah, Vice President, African Development Bank “We welcome this global Initiative to end routine flaring no later than 2030. The African Development Bank’s strategy for the period 2013 – 2022 has inclusive and green growth as the overarching objectives and this initiative is clearly aligned with our strategic focus of sustainable development.” Børge Brende, Minister of Foreign Affairs, Norway “In Norway flaring, except emergency flaring, has been forbidden from the start of our oil production, to avoid wasting resources. Later, global warming reinforced our commitment. Flaring in the Arctic is especially damaging. Carbon from the flaring falls on snow and the glacier, accelerating the melting. We have all seen the disturbing pictures of polar bears without their natural habitat of ice. -
Turkish Petroleum Corp. and Cooperations with Nocs and Iocs
NOC-IOC Forum Enhancing Global Energy Security through Cooperation and Partnership 30-31 March, 2009 - Kuwait Turkish Petroleum Corp. and Cooperations with NOCs and IOCs Mehmet UYSAL President & CEO TPAO TPAO: Turkish National Oil Company since 1954 • Reserve: ~ 1 billion boe • 2P Reserve: ~ 9 billion boe • Current Production: ~ 80.000 boe/d • E&P experience over 50 years • Recent Offshore Discoveries • Intense Deep Offshore Exploration Activities • Focus: Middle East, North Africa,Caspian Region and South America • Target: E&P Growth, Transportation & Retail Expansion • Current Cash Flow: $ 2,2 billion • 5 year E&P Investments (2004-08): $ 3.54 billion Energy Corridor and CEYHAN Ceyhan OIL GAS LNG Ceyhan Energy Hub BLUENABUCCOBTCSAMSUNTURKMENISTANWESTERNTURKEYIRANKERKTURKEY PIPELINE USTREAM–K ISTURKEY- -–GREECE INCEYHAN PIPELINECEYHAN BETWEEN - 1 PIPELINE-– ITALY THEPIPELINEPIPELINE IRANPIPELINE PRODUCERS INTERCONNECTORPIPELINE AND CONSUMERS, SCP PIPELINE BLUEARAPIRAQLNG (NIGERIA STREAM–GASTURKEYTHEREFORE PIPELINE -2ALGERIA) PROJECT PIPELINE IT IS A NATURAL BRIDGE. Bottlenecks of transportation : 1 Million b/d 3 Million b/d 17 Million b/d 1 Million b/d 12 Million b/d 4 Million b/d 3 Million b/d 6,5 – 7 Million barrel of oil will be marketed via Turkey. NOC’s and IOC’s Oil & Gas Reserves and Daily Productions Oil Reserves Oil Production Billion Barrel EI TOP 100 : 1.059,4 (%86) World Reserve: 1.237,9 2008- EI TOP 100 COMPANIES Natural Gas Reserves Natural Gas Production Tcm EI TOP 100 : 120 (%68) World Reserve: 177,4 Source: BP Statistical Review 2008 , EI Top 100 Companies (2008) Cooperations in BLACK SEA PETROBRAS %50 TPAO %50 Exploration Blocks EXXONMOBIL %50 TPAO %50 Exploration Blocks TPAO %13,5 Expl. -
RRP Risk Assessment and Risk Management Plan
Shah Deniz Gas Field Expansion Project (RRP AZE 49451-002) RISK ASSESSMENT AND RISK MANAGEMENT PLAN Risk Risk Description Assessment Mitigation Measures or Risk Management Plan Project Construction and Low Operation Complex structure of The progress report by the operator, BP (through its contracts that involve many subsidiary, BP Exploration [Azerbaijan] Limited), shows subcontractors and joint that approximately 93% of the Shah Deniz-ll-related ventures leads to delays in procurement of goods and services and 72% of project implementation supplies and construction works have been completed and/or technical or safety as of 31 August 2016, ahead of the original schedule, problems during and with a 5% savings below the budgeted amount. construction, or interruptions of gas production and/or The lender’s independent engineer has not identified technical or safety problems any incidents of major contractual disputes; ongoing during operations. litigation processes; or any health, safety or safeguards incidents in relation to implementation of Shah Deniz-II. Unanticipated technical challenges arise during The project progress has been based on BP’s drilling of wells. extensive experience and expertise in oil and gas exploration and operation. It is anticipated that Shah Pipeline projects are not Deniz-II (and the downstream pipeline projects) will be completed as planned. completed well within budget and on time. It is also anticipated that BP will successfully operate Shah Deniz-II, having been the largest international operator in Azerbaijan since 1996 and having successfully operated Shah Deniz-l over the past 10 years. Procurement Low BP’s procurement practices Project procurement is conducted in accordance with are not in line with principles BP’s procurement practices as agreed among the under ADB’s procurement parties to the joint operating agreement.2 The lenders’ guidelines.1 technical advisor confirmed that BP Azerbaijan’s procurement strategy and supply chain management are well established. -
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 -
Statement to the Special Committee on Financial Crimes, Tax Avoidance and Tax Evasion (TAX3)
Statement to the special committee on financial crimes, tax avoidance and tax evasion (TAX3) 11 February 2019 Strasbourg Matthew Caruana Galizia I am a software engineer and data journalist and worked full time for the International Consortium of Investigative Journalists, a nonprofit based in Washington, DC, from April 2014 to April 2018. I was responsible for receiving large volumes of leaked data for my employer and making them available to a large network of journalists for investigation, through a secured platform that I built for the purpose with help from my team. The leaked data came from the Luxembourg tax office, HSBC private bank in Switzerland, Singapore-based Portcullis TrustNet, BVI-based Commonwealth Trust Limited (CTL), Panama-based Mossack Fonseca and Bermuda-based Appleby. I received specialised training that allowed me to easily interpret the leaked legal and corporate documents from offshore law firms. As a software engineer I could build the tools that would allow myself and other journalists all over the world to collaborate on an investigation of hundreds of millions of these documents. My mother, Daphne Caruana Galizia, was an independent investigative journalist with thirty years of experience in journalism. She was assassinated in Malta with a bomb placed under the seat of her car on 16 October 2017, while working full time on a journalistic investigation into the illicit activities of JOSEPH MUSCAT, KEITH ALLEN SCHEMBRI, KONRAD MIZZI, KARL CINI, BRIAN TONNA, YORGEN FENECH, Electrogas Malta and the State Oil Company of the Azerbaijan Republic (SOCAR). Other individuals that she investigated are directly connected to the individuals named above but are party to what I believe to be separate violations that would take many more committee meetings to cover. -
Methane Emissions Inventory for SOCAR
Methane emissions inventory for SOCAR Initial condition: According to data reported by the Government of Azerbaijan to the UNFCCC, the country’s emission of methane from oil and gas sector installations in 2013 amounted to 528,000 tons. This represents about 21% of the total Azerbaijan’s greenhouse gas emissions (GHG).1 In contrast, the International Energy Agency (IEA) estimated in 2017 that the emissions in question were at the level of 244,00 tons.2 Then there are also 2015 estimates by the US Environmental Protection Agency (USEPA),3 which are about twice as high as the UNFCCC data and four times the IEA calculations (see Figure 1).4 Figure 1: Estimates of methane emission from the oil and gas sector in Azerbaijan. Thousand tonnes CH4. Sources: See footnotes at the botom of the page. 1 https://unfccc.int/documents/182955 2 https://www.iea.org/reports/methane-tracker/country-and-regional-estimates 3 https://www.epa.gov/global-mitigation-non-co2-greenhouse-gases 4 Although these estimates are for different years, it is unlikely that actual emissions have changed much from year to year. Discrepancies of such magnitudes are not uncommon for methane emissions from the oil and gas sector. Data for several countries shows a large variation in their methane emissions estimates depending on a source. There are also cases where estimates made by the same single source (e.g. UNFCCC data) are substantially revised from one year to another.5 The above observation notwithstanding, the differences in estimates, as illustrated in Figure 1, caused a concern within the State Oil Company of the Azerbaijan Republic (SOCAR) and other local institutions, and they motivated the company to scale up the efforts to establish a reliable inventory for its methane emissions. -
Establishing a National Oil Company in Lebanon
ا rلeمtركnزe اCل لبeنsانneي aلbلeدرLا eساThت LCPS for Policy Studies r e 6 p 1 0 Establishing a National Oil a 2 r P e b m Company in Lebanon y e t c p e i S l Valérie Marcel o P Founded in 1989, the Lebanese Center for Policy Studies is a Beirut-based independent, non-partisan think tank whose mission is to produce and advocate policies that improve good governance in fields such as oil and gas, economic development, public finance, and decentralization. This research was funded by the International Development Research Center Copyright© 2016 The Lebanese Center for Policy Studies Designed by Polypod Executed by Dolly Harouny Sadat Tower, Tenth Floor P.O.B 55-215, Leon Street, Ras Beirut, Lebanon T: + 961 1 79 93 01 F: + 961 1 79 93 02 [email protected] www.lcps-lebanon.org Establishing a National Oil Company in Lebanon Dr Valérie Marcel Valérie Marcel is an associate fellow at Chatham House and has extensive experience in the field of oil and gas and international relations. As an expert on national oil companies, petroleum sector governance, and emerging oil and gas producers, she led energy research at Chatham House from 2002 to 2007 and authored the book Oil Titans: National Oil Companies in the Middle East as well as the recent paper ‘The Cost of an Emerging National Oil Company’. Dr. Marcel also advises governments on energy sector governance, as a member of KPMG’s Global National Oil Companies (NOC) team. She previously taught international relations at Sciences Po Paris (Institut d’études politiques de Paris) and the University of Cairo. -
Petroleum Politics: China and Its National Oil Companies
MASTER IN ADVANCED EUROPEAN AND INTERNATIONAL STUDIES ANGLOPHONE BRANCH - Academic year 2012/2013 Master Thesis Petroleum Politics: China and Its National Oil Companies By Ellennor Grace M. FRANCISCO 26 June 2013 Supervised by: Dr. Laurent BAECHLER Deputy Director MAEIS To Whom I owe my willing and my running CONTENTS List of Tables and Figures v List of Abbreviations vi Chapter 1. Introduction 1 1.1 Literature Review 2 1.2 Methodologies 4 1.3 Objectives and Scope 4 Chapter 2. Historical Evolution of Chinese National Oil Companies 6 2.1 The Central Government and “Self-Reliance” (1950- 1977) 6 2.2 Breakdown and Corporatization: First Reform (1978- 1991) 7 2.3 Decentralization: Second Reform (1992- 2003) 11 2.4 Government Institutions and NOCs: A Move to Recentralization? (2003- 2010) 13 2.5 Corporate Governance, Ownership and Marketization 15 2.5.1 International Market 16 2.5.2 Domestic Market 17 Chapter 3. Chinese Politics and NOC Governance 19 3.1 CCP’s Controlling Mechanisms 19 3.1.1 State Assets Supervision and Administration Commission (SASAC) 19 3.1.2 Central Organization Department 21 3.2 Transference Between Government and Corporate Positions 23 3.3 Traditional Connections and the Guanxi 26 3.4 Convergence of NOC Politics 29 Chapter 4. The “Big Four”: Overview of the Chinese Banking Sector 30 Preferential Treatment 33 Chapter 5. Oil Security and The Going Out Policy 36 5.1 The Policy Driver: Equity Oil 36 5.2 The Going Out Policy (zou chu qu) 37 5.2.1 The Development of OFDI and NOCs 37 5.2.2 Trends of Outward Foreign Investments 39 5.3 State Financing: The Chinese Policy Banks 42 5.4 Loans for Oil 44 Chapter 6. -
Annual Sustainable Development Report 2018 2019
Annual Sustainable Development Report 2018 2019 1 Contents 2 SOCAR son illərdə öz uğurlu fəaliyyəti ilə regional və Birləşmiş Millətlər Təşkilatı tərəfdən müəyyən edilən beynəlxalq enerji bazarlarında mövqeyini gücləndi- Dayanıqlı İnkişaf Məqsədləri proqramına qoşulmuş və rir, ölkəmizin iqtisadi qüdrətinin möhkəmlənməsinə, proqramda göstərilən hədəflərə nail olmaq üçün qüv- 1.0 Message from the President 04 2.0 About this Report 07 3.0 About the Company 11 4.0 SOCAR’s Contribution to the Sustainable Development Goals 37 5.0 Corporate Governance 43 6.0 Human Resources 63 7.0 Support for Local Social Development 89 8.0 Occupational Health and Safety 97 9.0 Environmental Activities 111 10.0 SOCAR’s Performance Indicators 141 11.0 GRI Content Index and Independent Assurance Statement 168 xalqımızın maddi rifah halının yaxşılaşmasına dəyər- vələrini səfərbər etmişdir. Ölkə iqtisadiyyatının aparıcı li töhfələr verir. Azərbaycan Respublikası 2015-ci ildə qüvvəsi olan SOCAR fəaliyyət və təşəbbüslərini In reIn 3 MESSAGE FROM THE PRESIDENT In recent years, SOCAR has been reinforcing its posi- tion in both regional and global energy markets to sup- port the strengthening of the country’s economic power and improvement of the nation’s welfare. In 2015, the Republic of Azerbaijan adopted the UN Sustainable Development Goals and mobilized its forces to achieve the goals set out in the program. As one of the driving forces in the country’s economy, SOCAR seeks to align its activities and initiatives with the Sustainable Devel- opment Goals. We have already begun to set targets to achieve the Sustainable Development Goals by the year 2030. In light of the need to adapt to rapid development and changes in the world oil and gas industry and to keep pace with global competition, SOCAR began the draft- ing of “SOCAR’s Corporate Strategy to 2035” based on its “Comprehensive Strategic Development Plan to To overcome these challenges, we need to develop our 2035”2025” that was approved in 2011. -
Massive and Misunderstood Data-Driven Insights Into National Oil Companies
Massive and Misunderstood Data-Driven Insights into National Oil Companies Patrick R. P. Heller and David Mihalyi APRIL 2019 Contents EXECUTIVE SUMMARY ............................................................................................................................... 1 I. UNDER-ANALYZED BEHEMOTHS ......................................................................................................... 6 II. THE NATIONAL OIL COMPANY DATABASE .....................................................................................10 III. SIZE AND IMPACT OF NATIONAL OIL COMPANIES .....................................................................15 IV. BENCHMARKING NATIONAL OIL COMPANIES BY VALUE ADDITION .....................................29 V. TRANSPARENCY AND NATIONAL OIL COMPANY REPORTING .................................................54 VI. CONCLUSIONS AND STEPS FOR FURTHER RESEARCH ............................................................61 APPENDIX 1. NOCs IN NRGI’S NATIONAL OIL COMPANY DATABASE ..........................................62 APPENDIX 2. CHANGES IN NOC ECONOMIC DATA AS REVENUES CHANGED..........................66 Key messages • National oil companies (NOCs) produce the majority of the world’s oil and gas. They dominate the production landscape in some of the world’s most oil-rich countries, including Saudi Arabia, Mexico, Venezuela and Iran, and play a central role in the oil and gas sector in many emerging producers. In 2017, NOCs that published data on their assets reported combined assets of $3.1 trillion. -
National Oil Companies... 16/17 November 2005
Global Energy, Utilities & Mining Conference National Oil Companies... 16/17 November 2005 PwC Introducing the NOCs… 8 slides, 15 minutes The resource position… The players… The trends… The challenges and issues… 2005 Global Energy, Utilities & Mining Conference Page 2 PricewaterhouseCoopers 16/ 17 November 2005 2004 Oil Reserves…who controls them? Not the 30 countries of the Organization for Economic Co-operation and Development OECD 7% State and National Oil Companies 93% From Oil & Gas Journal 2005 Global Energy, Utilities & Mining Conference Page 3 PricewaterhouseCoopers 16/ 17 November 2005 2004 Oil Reserves of Top 20 Companies… Representing nearly 90% of the world’s proven reserves ExxonMobil 1%, ChevronTexaco 1%, BP 1% Kazakhstan 1% Sonangol 1% Sonatrach 1% Yukos 1% PetroBras 1% Qatar Petroleum 1.5% Pemex 1.5% Lukoil 2% Chinese National Petroleum Corp 2% Nigerian National Petroleum Corp 4% Saudi Aramco 26% National Oil Company of Libya 4% PdVSA 8% National Iranian Oil Company 13% Abu Dhabi National Oil Company 9% Kuwait Petroleum Corporation 10% Iraq National Oil Company 11% From Oil and Gas Journal, BP Statistical Review of World Energy, OPEC Annual Statistical Bulletin 2005 Global Energy, Utilities & Mining Conference Page 4 PricewaterhouseCoopers 16/ 17 November 2005 2004 Figures for Reserves and Production… Supermajors share…oil 3%, gas 2% production 20% # Oil Reserves Gas Reserves Oil Production Billions bbls Tcf Millions bbls/yr 1 Saudi Arabia 262 Gazprom 1008 Saudi Arabia 3247 2 Iran 132 Iran 976 Iran 1399 3 Iraq 115 Qatar