Case No COMP/M.7579 - ROYAL DUTCH SHELL / KEELE OY / AVIATION FUEL SERVICES NORWAY
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The MOL Group Mitsui O.S.K
Annual Report 2003 52 Mitsui O.S.K. Lines The MOL Group Mitsui O.S.K. Lines, Ltd. As of March 31, 2003 ■ Consolidated Subsidiaries ● Subsidiaries Accounted for by the Equity Method ▲ Affiliated Companies Accounted for by the Equity Method Registered MOL’s Paid-in Capital Office Ownership (%)* (Thousands) Overseas Ship Operation/ ■ BGT related 11 companies Shipping Chartering ■ International Energy Transport Co., Ltd. Japan 56.23 ¥1,224,000 ■ International Marine Transport Co., Ltd. Japan 65.56 ¥500,000 ■ Mitsui O.S.K. Kinkai, Ltd. Japan 99.04 ¥660,000 ■ MCGC International Ltd. Bahamas 80.10 US$1 ■ Mitsui Kinkai Kisen Co., Ltd. Japan 74.83 ¥350,000 ■ Shipowner companies (170 companies) in Panama, Liberia, Cyprus, Malta, Hong Kong, Singapore ■ Tokyo Marine Co., Ltd. Japan 71.74 ¥617,500 ■ Tokyo Marine Asia Pte. Ltd. Singapore 100.00 S$500 ■ Unix Line Pte. Ltd. Singapore 100.00 S$500 ▲ Act Maritime Co., Ltd. Japan 49.00 ¥90,000 ▲ Aramo Shipping (Singapore) Pte. Ltd. Singapore 50.00 US$17,047 ▲ Arun LNG Transport, Inc. Japan 35.00 ¥400,000 ▲ Asahi Tanker Co., Ltd. Japan 24.75 ¥400,272 ▲ Badak LNG Transport, Inc. Japan 25.00 ¥400,000 ▲ Belo Maritime Transport S.A. Panama 50.00 US$2 ▲ Daiichi Chuo Kisen Kaisha Japan 20.97 ¥13,258,410 ▲ Faship Maritime Carriers Inc. Panama 50.00 US$1,200 ▲ Gearbulk Holding Ltd. Bermuda 40.00 US$260,000 ▲ Global Alliance K B.V. Netherlands 25.00 DGL8,000 ▲ Golden Sea Carrier Inc. Liberia 50.00 US$2,420 ▲ Interasia Lines, Ltd. Japan 43.81 ¥400,000 ▲ Jasmin Shipping (Tokyo) Corporation Japan 50.00 ¥10,000 ▲ Liquimarine Gandria Chartering Co., Ltd. -
Equinor Environmental Plan in Brief
Our EP in brief Exploring safely for oil and gas in the Great Australian Bight A guide to Equinor’s draft Environment Plan for Stromlo-1 Exploration Drilling Program Published by Equinor Australia B.V. www.equinor.com.au/gabproject February 2019 Our EP in brief This booklet is a guide to our draft EP for the Stromlo-1 Exploration Program in the Great Australian Bight. The full draft EP is 1,500 pages and has taken two years to prepare, with extensive dialogue and engagement with stakeholders shaping its development. We are committed to transparency and have published this guide as a tool to facilitate the public comment period. For more information, please visit our website. www.equinor.com.au/gabproject What are we planning to do? Can it be done safely? We are planning to drill one exploration well in the Over decades, we have drilled and produced safely Great Australian Bight in accordance with our work from similar conditions around the world. In the EP, we program for exploration permit EPP39. See page 7. demonstrate how this well can also be drilled safely. See page 14. Who are we? How will it be approved? We are Equinor, a global energy company producing oil, gas and renewable energy and are among the world’s largest We abide by the rules set by the regulator, NOPSEMA. We offshore operators. See page 15. are required to submit draft environmental management plans for assessment and acceptance before we can begin any activities offshore. See page 20. CONTENTS 8 12 What’s in it for Australia? How we’re shaping the future of energy If oil or gas is found in the Great Australian Bight, it could How can an oil and gas producer be highly significant for South be part of a sustainable energy Australia. -
1884 1973∼1985 1995 1945∼1970 1984 2016 Mid 2000S~2015
MOL’s History: “Spirit of Challenge and Innovation” 1984 Launched the SENSHU MARU, an LNG Carrier Demand, mainly from electric power companies, increased for imports of liquefied natural gas (LNG), an energy source with a low environmental burden. Requiring transport at minus 162 degrees Celsius, LNG is technically challenging to transport. MOL rose to the challenge, entering the LNG transport field in 1983. Since then, MOL’s fleet of LNG carriers has expanded to a world-leading 92 (including outstanding orders) as of March 31, 2017. 2016 World’s first large ethane carrier ETHANE Throughout its more than 130 years of history, MOL has grown into one of the world’s largest full-line CRYSTAL completed marine transport groups by anticipating the needs of its customers and the demands of the future, while overcoming various challenges along the way. What has supported us has been our “spirit of challenge and 2012 Photo: MODEC, Inc. The world’s first hybrid car carrier, innovation.” Going forward, we will nurture this spirit and maintain course into the next 130 years. the EMERALD ACE, is launched. 2013 Japan’s first participation in FSRU project 2010 The first participation in 1989 FPSO Navix Line is established by the merger of 1973~1985 Japan Line and Yamashita-Shinnihon 1884 Competitiveness of Japanese Flagged Vessels Challenged Steamship. The Birth of Osaka Shosen Kaisha by the Yen’s Sharp Appreciation Following the Plaza (OSK Line) Accord and Floating Exchange Rates The founding of MOL can be traced back to Osaka Shosen In 1973, Japan switched from a fixed exchange rate system where one U.S. -
Integrated Annual Report
MOL GROUP INTEGRATED ANNUAL REPORT 2019 Introduction 2 CONTENTS INTRODUCTION …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………3 MOL GROUP INTEGRATED REPORTING ......................................................................................................................................................................................... 3 LETTER FROM THE CHAIRMAN CEO AND THE GROUP CEO ................................................................................................................................................ 4 MATERIALITY ASSESSMENTS .................................................................................................................................................................................................................... 5 MANAGEMENT DISCUSSION AND ANALYSIS OF 2019 BUSINESS OPERATIONS.…..…………………………………………………………………………………………………….…….6 OVERVIEW OF THE MACROECONOMIC AND INDUSTRY ENVIRONMENT ..................................................................................................................... 7 INTEGRATED CORPORATE RISK MANAGEMENT ........................................................................................................................................................................ 9 FINANCIAL AND OPERATIONAL REVIEW OF 2019 .......................................................................................................................................................................11 KEY ACHIEVEMENTS AND SUMMARY OF 2019 -
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 -
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. -
Advancement in Predictive Modeling of Mild Steel Corrosion in CO2- and H2S-Containing Environments
CORROSION SCIENCE SECTION Advancement in Predictive Modeling of Mild Steel Corrosion in CO2- and H2S-Containing Environments Yougui Zheng,* Jing Ning,* Bruce Brown,* and Srdjan Neši´c‡,* ABSTRACT predictions of facilities’ remaining life, and provide guidance in corrosion management. When it comes to Over the past decade, the knowledge related to predicting internal corrosion of mild steel in the oil and gas internal pipeline corrosion for sweet and particularly sour industry, the mechanism of CO2 corrosion is well un- environments has dramatically improved. Advancement in derstood through laboratory investigations.1-2 Hence, understanding of the corrosion mechanisms related to H S 2 models for CO corrosion developed in the past range corrosion environments enabled the development of an inte- 2 from those based on empirical correlations to mech- grated electrochemical model for CO2/H2S uniform corrosion, anistic models describing the different processes involved including the effect of H2S on the protective corrosion product in CO corrosion of carbon steel. In 2002, Nyborg3 formation on mild steel. The latest model of uniform CO2/H2S 2 corrosion of carbon steel accounts for the key processes published a performance-based review of several CO2 underlying of corrosion: chemical reactions in the bulk solution, corrosion models focusing on the ability to account for electrochemical reactions at the steel surface, the mass effects of pH, protective iron carbonate layers, oil wetting, transport between the bulk solution to the steel surface, and the fluid flow, H2S, top-of-the-line corrosion, and acetic corrosion product formation and growth (iron carbonate and acid. Some five years later, Neši´c published a compre- fi iron sul de). -
Business As Usual and Nuclear Power
BUSINESS AS USUAL AND NUCLEAR POWER 1974 .1999 OECD, 2000. Software: 1987-1996, Acrobat is a trademark of ADOBE. All rights reserved. OECD grants you the right to use one copy of this Program for your personal use only. Unauthorised reproduction, lending, hiring, transmission or distribution of any data or software is prohibited. You must treat the Program and associated materials and any elements thereof like any other copyrighted material. All requests should be made to: Head of Publications Service, OECD Publications Service, 2, rue Andr´e-Pascal, 75775 Paris Cedex 16, France. OECD PROCEEDINGS BUSINESS AS USUAL AND NUCLEAR POWER Joint IEA/NEA Meeting Paris, France 14-15 October 1999 NUCLEAR ENERGY AGENCY INTERNATIONAL ENERGY AGENCY ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: − to achieve the highest sustainable economic growth and employment and a rising standard of living in Member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; − to contribute to sound economic expansion in Member as well as non-member countries in the process of economic development; and − to contribute to the expansion of world trade on a multilateral, non-discriminatory basis in accordance with international obligations. The original Member countries of the OECD are Austria, Belgium, Canada, Denmark, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. -
Oil & Gas Upstream & Integrated
Oil & Gas Upstream & Integrated Driving forces Highlighted criteria & Among upstream and integrated oil and gas companies, there is a dimension weights need to develop corporate strategies that consider the transition to Environmental Dimension..26% low-carbon economies. Climate strategy and its link to corporate – Climate Strategy governance is, thus, increasing in importance for investors in this – Operational Eco-Efficiency sector. At the same time, companies need to make sure that their – Water Related Risks current businesses can generate cash flows to cover investment and dividend requirements, and weather significant near-term Social Dimension ............. 32% demand fluctuations as consumer behavior adjusts to COVID-19. – Human Rights In the upstream segment, this requires diversifying to new growth – Occupational Health and opportunities in natural gas and renewable energies, such as wind Safety and solar. In downstream operations, cost competitiveness is – Social Impacts on closely linked to environmental and health and safety excellence. In Communities this context, the industry’s top performers are those able to manage a broad set of environmental, health and safety, ethical conduct, Governance & Economic and stakeholder risks. Taking these risks into account also goes Dimension ........................ 42% hand-in-hand with diversifying the fuel mix and discerning the – Corporate Governance pathway to a low-carbon future. – Energy Mix – Risk & Crisis Management Sustainability leaders 2021 Industry statistics S&P Global Gold Class Number of companies assessed 114 PTT Exploration and Production Market capitalization of assessed companies Public Company Limited Thailand (in USD billion) 3681.6 PTT Public Company Limited Thailand Number of companies in Yearbook 17 S&P Global Bronze Class Market capitalization of companies in Yearbook Galp Energia, SGPS, S.A. -
Corporation Info
PRESS RELEASE 7.4.2017 St1 partnered with Digia to have its fully cloud-based ERP solution provided as a service in Finland, Sweden and Norway Thanks to the Dynamics 365 update Microsoft published at the end of last year, companies can now buy their ERP system as a service. St1 is one of the early adopters of this new operating model. St1’s refinery in Gothenburg, Sweden, will also use Dynamics 365 for spare part and maintenance procurement. In Finland and Norway, St1 will upgrade the Microsoft Dynamics AX 2012 ERP system to the new Dynamics 365 solution, while in Sweden this is a completely new ERP implementation project. In late 2016, Microsoft announced its intention to combine the different systems in the Dynamics product range into a single D365 solution provided as a service. Buying business-critical systems as a service is a major step and a change that very few companies have opted for so far. “Considering the scale of this change, we want to build on a technology platform that will stand the test of time by partly evolving itself, and not become obsolete overnight. A cloud-based business application solutions offer great foundation for a growing business. Digia has been a valuable partner for us in our controlled cloud transition first to Azure and now to D365,” says Marko Korhonen, CIO of St1. D365 facilitates maintenance procurement at the Gothenburg refinery As St1’s long-term partner, Digia has previously helped St1 to adopt Microsoft’s Azure cloud computing platform for its Dynamics AX ERP system in Finland and Norway. -
NATIONAL HYDROGEN ROADMAP for Finland
1 NATIONAL HYDROGEN ROADMAP for Finland Juhani Laurikko, Jari Ihonen, Jari Kiviaho, Olli Himanen, Robert Weiss, Ville Saarinen, Janne Kärki, Markus Hurskainen November 2020 2 ISSN 1797-7339 ISBN 978-952-457-657-4 Business Finland is an accelerator of global growth. We create new growth by helping businesses go global and by supporting and funding innovations. Our top experts and the latest research data enable companies to seize market opportunities and turn them into success stories. Copyright Business Finland 2020. All rights reserved. This publication includes materials protected under copyright law, the copyright for which is held by Business Finland or a third party. The materials appearing in publications may not be used for commercial purposes. The contents of publications are the opinion of the writers and do not represent the official position of Business Finland or the Finnish Government. Business Finland bears no responsibility for any possible damages arising from their use. The original source must be mentioned when quoting from the materials. 3 TABLE OF CONTENTS A Short Preface .......................................................................................4 Mapping of current hydrogen production and use ..............................23 Reasons for high interest in low-carbon hydrogen .............................. 6 Cost-estimates for low-carbon hydrogen production .................... 24-25 Global and EU hydrogen market and selected national cases ..............7 Storage and transport of hydrogen ......................................................26 -
Helsinki, 12 June 2017 to the Noteholders In: ISIN FI4000097191
Helsinki, 12 June 2017 To the Noteholders in: ISIN FI4000097191 - St1 Nordic Corporation EUR 100,000,000 senior unsecured fixed rate notes due 4 June 2019 NOTICE OF WRITTEN PROCEDURE - REQUEST FOR A WAIVER IN RESPECT OF CLAUSE 11.6.1 AND CLAUSE 11.7.1 OF THE TERMS AND CONDITIONS This voting request for Written Procedure has been sent on 12 June 2017 to the Noteholders registered on 5 June 2017 in the register maintained by Euroclear Finland Ltd (the CSD" ") pursuant to paragraph 2 of Section 3 of Chapter 6 of the Book-Entry System Act as direct registered owner (Fin: omistaja) or nominee (Fin:hallintarekisteroinnin hoitaja) with respect to one or several Notes. If you are an authorised nominee under the Book-Entry System Act or if you otherwise are holding Notes on behalf of someone else on a securities account, please forward this notice to the Noteholder you represent as soon as possible. For further information, please see below under Section 5.3 (Voting rights and authorisation). Nordic Trustee Oy acts as agent (the " Agent") for the holders of the notes (the Noteholders" ") in the above mentioned note issue ISIN FI4000097191 (with an aggregate nominal amount of EUR 100,000,000) (the "Notes") issued by St1 Nordic Corporation (theIssuer " "). In its capacity as the Agent, and as requested by the Issuer, the Agent hereby convenes the Noteholders to a Written Procedure, whereby Noteholders can vote for or against the Request (as defined below). All capitalised terms used herein and not otherwise defined in this notice (theNotice " ") shall have the meanings assigned to them in the terms and conditions for the Notes (the "Terms and Conditions").