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Plugging Ontario Into a Green Future a Renewable Is Doable Action Plan
Plugging Ontario Into A Green Future A Renewable is Doable Action Plan Cherise Burda, THE PEMBINA INSTITUTE and Roger Peters NOVEMBER 2008 CANADIAN ENVIRONMENTAL LAW ASSOCIATION L’ASSOCIATION CANADIENNE DU DROIT DE L’ENVIRONNEMENT Plugging Ontario Into A Green Future A RENEWABLE IS DOABLE ACTION PLAN Cherise Burda, The Pembina Institute and Roger Peters NOVEMBER 2008 CANADIAN ENVIRONMENTAL LAW ASSOCIATION L’ASSOCIATION CANADIENNE DU DROIT DE L’ENVIRONNEMENT Burda, Cherise and Peters, Roger Plugging Ontario into a Green Future 1st Edition, published November 2008 Printed in Canada Production management: Lori Chamberland Editor: Margaret Chandler Design/Layout: J & W Communications Cover Photo: National Renewable Energy Laboratory ©2008 The Pembina Foundation ISBN 1-897390-17-3 For more information about this report please contact The Pembina Institute Suite 415 - 215 Spadina Avenue Toronto, Ontario Canada, M5T 2C7 Phone: 416-644-1016 Email: [email protected] Download additional copies of this publication from the Pembina Institute website: www.pembina.org and renewableisdoable.com. About Renewable s Renewable Is Doable is a joint inititative of the Pembina Institute Is Doable and World Wildlife Fund. It has now grown to include the David Suzuki Foundation, Greenpeace, Sierra Club and the Canadian Environmental Law Association. For more information about this publication and the Renewable is Doable campaign visit www.renewableisdoable.com. CANADIAN ENVIRONMENTAL LAW ASSOCIATION L’ASSOCIATION CANADIENNE DU DROIT DE L’ENVIRONNEMENT i i P L U G G I N G ONTARIO INTO A GREEN FUTURE s About the Cherise Burda Lead Authors Cherise joined Pembina after over 14 years working on environ- mental policy and legislative solutions in British Columbia. -
The Next Frontier for Climate Action Decarbonizing Urban Freight in Canada
The next frontier for climate action Decarbonizing urban freight in Canada Maddy Ewing, Carolyn Kim, Janelle Lee, Cedric Smith February 2020 updated July 2020 The next frontier for climate action About the Pembina Institute Decarbonizing urban freight in Canada The Pembina Institute is a national non-partisan think tank that advocates for strong, effective policies to All photos by Roberta Franchuk, Pembina Institute, unless support Canada’s clean energy transition. We employ otherwise indicated. multi-faceted and highly collaborative approaches to ©2020 The Pembina Institute change. Producing credible, evidence-based research and analysis, we consult directly with organizations All rights reserved. Permission is granted to reproduce all or to design and implement clean energy solutions, and part of this publication for non-commercial purposes, as long convene diverse sets of stakeholders to identify and as you cite the source. move toward common solutions. Recommended citation: Maddy Ewing, Carolyn Kim, Janelle Lee, Cedric Smith. The next frontier for climate action: Decarbonizing urban freight in Canada, The Pembina Institute, 2020. Additional copies of this publication may be downloaded from the Pembina Institute website, www.pembina.org. ———————————————————— pembina.org ———————————————————— twitter.com/pembina facebook.com/pembina.institute Contents The next frontier for climate action. 3 Businesses, municipalities act on climate. .5 Vancouver . 7 Calgary. .8 Edmonton . 9 Greater Toronto and Hamilton Area . .10 Ottawa. 11 Montreal. .12 Halifax. .13 Benefits of better urban freight management. 14 Key challenges to improving goods movement in cities. 16 Urban freight solutions. .17 Alternative delivery modes. .17 Alternative delivery models and technologies . 18 Recommendations. .20 2 The next frontier for climate action: Urban freight in Canada The next frontier for climate action Decarbonizing urban freight in Canada The world is at a climate tipping point. -
Kern River, CA
Heavy Liquid Hydrocarbons: Their Production and the Resulting CO2 Footprint Tony Kovscek Stanford University Energy Resources Engineering email:[email protected] First, a little quiz … Where does imported oil originate? Jan - Jul 2007 1%1%1%1%0% 4% 4%1%1% Domestic Production 3% 3% 36% 6% 7% 9% 9% 12% Energy Information Administration, www.eia.doe.gov Where does imported oil originate? 0% 4% 1%1%1%1%1%1% 4% Domestic 3% Canada 3% 36% Mexico Saudi Arabia 6% Venezuela Nigeria Algeria Iraq Angola Saudi Colombia 7% Kuwait Arabia Libya Mexico United Kingdom 9% Canada Ecuador 9% Brazil Equatorial Guinea 12% Other Energy Information Administration, www.eia.doe.gov Who has large proved oil reserves? Oil and Gas J., 2003 300 250 200 150 reserves (Bbbl) 100 50 0 Reserve≠Resource Reserve is energy that you can recover economically with existing technology. reserves (Bbbl) oil reserves? large proved has Who 300 250 200 150 100 50 0 Saudi Arabia Canada Oil and Gas J., 2003 Iraq Iran Kuwait United Arab Emirates Russia Venezuela Libya Nigeria United States Today’s Presentation • What has Canada got? – What is heavy oil? – What is heavy oil? – Why do you care about heavy oil? • Heavy-oil recovery methods are energy intensive – Alberta Canada Oil Sands – Kern River, CA • CO2 foot print for heavy oil production – energy needed to produce heavy oil – implications for CO2 production • Summary USA-Alaska Middle East 80 Bbbl 1400 Bbbl conventional oil Canada 2732 Bbbl USA-Continental 137 Bbbl Venezuela Oil Resource 700-3000 Bbbl - Heavy Say that world What -
Gastech 2017 Heads to the Land of the Rising
VISIT OUR STAND C430, HALL 4 The O cial 2015 Conference Newspaper DAY FOUR Published by , and Friday, 30 October 2015 Gastech 2017 heads to the INSIDE THIS ISSUE 3 Conference Programme Land of the Rising Sun 5 CoTEs Programme Japanese and international industry leaders will examine the critical role 6 China’s gas-fired energy of gas and LNG for Japan’s future energy security at Gastech Japan 2017 in Tokyo. revolution is on the move The Gastech Conference & Exhibi- tion, Japan will be held 4–7 April 2017 in Chiba/Tokyo. This is the largest and most important business and technology event for the gas and LNG sector, creating Siemens technology is helping a global platform to address and discuss move gas through China’s vital the latest challenges faced in Asia and on and extensive WEGP system a wider international scale. 10 Observe unique design Gastech moves to Japan for the first time and is being hosted by The Japan requirements for LNG Gastech Consortium, which is made up of pumps and valves 10 of Japan’s leading energy companies, The Makuhari Messe International Convention Complex, the site of Gastech 2017, Fluor discusses the exclusive including: JERA; Mitsubishi Corporation; is located in the Chiba Prefecture along the shores of Tokyo Bay. design specifications of pumps Mitsui & Co.; Tokyo Gas; INPEX; ITO- and valves for LNG service CHU Corporation; JAPEX; JX Group— ENEOS; Marubeni Corporation; and Sum- 13 LNG projects pull itomo Corporation. big financing with Bringing the international energy eco- long-term contracts system to the world’s number one con- Special Focus discussion on sumer of LNG and leading global tech- developments and investments nology hub is an exciting and unique for emerging gas markets opportunity for the gas market. -
U.S.-Canada Cross- Border Petroleum Trade
U.S.-Canada Cross- Border Petroleum Trade: An Assessment of Energy Security and Economic Benefits March 2021 Submitted to: American Petroleum Institute 200 Massachusetts Ave NW Suite 1100, Washington, DC 20001 Submitted by: Kevin DeCorla-Souza ICF Resources L.L.C. 9300 Lee Hwy Fairfax, VA 22031 U.S.-Canada Cross-Border Petroleum Trade: An Assessment of Energy Security and Economic Benefits This report was commissioned by the American Petroleum Institute (API) 2 U.S.-Canada Cross-Border Petroleum Trade: An Assessment of Energy Security and Economic Benefits Table of Contents I. Executive Summary ...................................................................................................... 4 II. Introduction ................................................................................................................... 6 III. Overview of U.S.-Canada Petroleum Trade ................................................................. 7 U.S.-Canada Petroleum Trade Volumes Have Surged ........................................................... 7 Petroleum Is a Major Component of Total U.S.-Canada Bilateral Trade ................................. 8 IV. North American Oil Production and Refining Markets Integration ...........................10 U.S.-Canada Oil Trade Reduces North American Dependence on Overseas Crude Oil Imports ..................................................................................................................................10 Cross-Border Pipelines Facilitate U.S.-Canada Oil Market Integration...................................14 -
Syncrude Implements Operations
Connected Plant Syncrude Implement Honeywell’s Connected Plant Operations Management Suite to Formalize Work Processes Case Study “We are expecting a significant amount of return on investment over the long term, especially when we get more into the energy efficiency and optimization targets.” - Derek Hachey, Syncrude Benefits Syncrude’s implementation of Honeywell’s DynAMo® Operations Management, a software suite that includes Operations Monitoring (OM), provided help in formalizing work processes and work flows. One of the first benefits of utilizing OM, a core product within DynAMo®, was the realization and understanding of where Syncrude were not achieving critical targets. With OM, Syncrude has a consistent application of processing targets across the site and is now able to focus on moving forward with more of the energy optimization targets and building a standardized stewardship process around them. Background Challenge Syncrude is one of the largest producers of crude oil Prior to the introduction of Operations Management, Syncrude was attempting from Canada's oil sands. The company operates a large to manage the situation using Microsoft Excel spreadsheets, with varying oil sand mine, utilities plant, bitumen extraction plant inconsistent application of the information between the extraction organization and upgrading facility that processes bitumen and and the conversion/hydro-processing organization. Syncrude needed a produces value-added light, sweet crude oil called standardized way to monitor operating targets. The use of new solutions Syncrude Crude Oil (SCO) for domestic consumption presented challenges in selecting the best solution for Syncrude’s environment, and export. The corporate headquarters are located in plus the issues arising from changing existing manual processes. -
News Release – the New Suncor Energy
News Release FOR IMMEDIATE RELEASE Suncor Energy reports second quarter 2021 results Unless otherwise noted, all financial figures are unaudited, presented in Canadian dollars (Cdn$), and have been prepared in accordance with International Financial Reporting Standards (IFRS), specifically International Accounting Standard (IAS) 34 Interim Financial Reporting as issued by the International Accounting Standards Board. Production volumes are presented on a working-interest basis, before royalties, except for production values from the company's Libya operations, which are presented on an economic basis. Certain financial measures referred to in this news release (funds from operations, operating earnings (loss) and free funds flow) are not prescribed by Canadian generally accepted accounting principles (GAAP). See the Non-GAAP Financial Measures section of this news release. References to Oil Sands operations exclude Suncor Energy Inc.’s interest in Fort Hills and Syncrude. Calgary, Alberta (July 28, 2021) – “Suncor generated $2.4 billion in funds from operations in the quarter while also completing significant turnaround activities in the upstream and downstream businesses,” said Mark Little, president and chief executive officer. “The improved cash generation enabled us to increase shareholder returns to approximately $1.0 billion, representing approximately 40% of our funds from operations and we’re targeting further debt reduction in the latter half of the year in line with our previously announced capital allocation strategy.” • Funds from operations increased to $2.362 billion ($1.57 per common share) in the second quarter of 2021, compared to $488 million ($0.32 per common share) in the prior year quarter. Cash flow provided by operating activities, which includes changes in non-cash working capital, was $2.086 billion ($1.39 per common share) in the second quarter of 2021, compared to cash flow used in operating activities of $768 million ($0.50 per common share) in the prior year quarter. -
Powering Alberta's Future with Renewable Energy
FACT SHEET Powering Alberta’s Future with Renewable Energy Alberta’s sustainable electricity resources could replace coal in 20 years Clean, renewable and transitional energy resources in Alberta are more than capable of meeting future demand in the province, even if electricity consumption doubles over the next 20 years. Alberta can harness this energy with proven technologies already in use in Alberta and elsewhere. David Dodge, The Pembina Institute Although Alberta was Canada’s leading wind David Dodge, The Pembina Institute energy producer for many years, in 2008 both Will Alberta’s future Ontario and Quebec surpassed it. In spite of 15 years of wind development, Alberta still takes be green or brown? advantage of less than 1% of the estimated total wind energy potential in the province. Albertans face a choice: Do we want to build a future with clean, efficient, sustainable electricity sources or do we want to continue using the old, wasteful, polluting systems A model of efficiency that are increasingly obsolete? In 1999, Texas became one of the first Changing our electricity system will be jurisdictions to introduce mandatory energy Alberta’s electricity system, which is challenging, but renewable and transitional savings goals for utilities. As required, based primarily on coal, is the dirtiest in energy options offer a phenomenal business electric utilities there have successfully Canada and among the most polluting of opportunity for Albertans. Markets will met 10% of the annual growth in demand any jurisdiction in the world. increasingly favour renewable energy as through energy efficiency instead of society forces existing companies to bear the building new facilities. -
Strategic Direction
Strategic Direction 2019 – 2021 photo: Roberta Franchuk Pembina Institute Pembina Robertaphoto: Franchuk Our vision for Canada’s clean energy future Canada is at a crossroads. The global oil and gas sector is in the midst of profound shifts, the cost of renewables is plummeting and droughts, floods and fires are becoming more common and more severe. Amidst this change, the Pembina Institute sees a bright future for Canada. A future in which clean energy drives a prosperous, connected economy and our activities stop contributing to climate change. A future built on bold and inclusive solutions that improve the quality of life for all people living in Canada and leave no one behind. We are driving this vision forward. The challenge The conversation about Canada’s clean energy future is becoming increasingly polarized. Charged rhetoric is derailing progress and threatens to continue to pull us further apart. At the same time, the reality of climate change is calling upon us to act even more urgently. It is more critical than ever that we find ways to bridge divides, bring good, credible ideas to the table and recognize our shared values. The Pembina Institute’s role Over the past 30 years, the Pembina Institute has been working side by side with industries, governments, businesses and communities to break new ground in climate and energy policy in Canada. It’s in our DNA to build unlikely partnerships and advocate together for inclusive and equitable policy solutions. We are curious and not afraid to ask hard questions to understand different perspectives. We produce evidence-based ideas that are informed by data and experience and we hold the bar based on what is possible, but also practical. -
Annotated Bibliography of Utah Tar Sand Deposits
ANNOTATED BIBLIOGRAPHY OF UTAH TAR SAND DEPOSITS By J. Wallace Gwynn and Francis V. Hanson OPEN-FILE REPORT 503 Utah Geological Survey UTAH GEOLOGICAL SURVEY a division of Utah Department of Natural Resources 2007 updated in 2009 ANNOTATED BIBLIOGRAPHY OF UTAH TAR SAND DEPOSITS By J. Wallace Gwynn1 and Francis V. Hanson2 OPEN-FILE REPORT 503 UTAH GEOLOGICAL SURVEY Utah Geological Survey a division of Utah Department of Natural Resources 2007 updated in 2009 1 Utah Geological Survey 2 University of Utah, Department of Chemical and Fuels Engineering STATE OF UTAH Gary R. Herbert, Governor DEPARTMENT OF NATURAL RESOURCES Michael Styler, Executive Director UTAH GEOLOGICAL SURVEY Richard G. Allis, Director PUBLICATIONS contact Natural Resources Map/Bookstore 1594 W. North Temple Salt Lake City, UT 84116 telephone: 801-537-3320 toll-free: 1-888-UTAH MAP Web site: http://mapstore.utah.gov email: [email protected] THE UTAH GEOLOGICAL SURVEY contact 1594 W. North Temple, Suite 3110 Salt Lake City, UT 84116 telephone: 801-537-3300 fax: 801-537-3400 Web site: http://geology.utah.gov This publication was originally released in 2007. Additional references were added, and the publication was updated in 2009. This open-file report makes information available to the public that may not conform to UGS technical, editorial, or policy standards. Therefore it may be premature for an individual or group to take actions based on its contents. Although this product represents the work of professional scientists, the Utah Department of Natural Resources, Utah Geological Survey, makes no warranty, expressed or implied, regarding its suitability for a particular use. -
CSR Case Study: Syncrude Canada Ltd. Earning Its Social License to Operate
CSR Case Study: Syncrude Canada Ltd. Earning its Social License to Operate FINAL Prepared for: Interdepartmental Working Group on Corporate Social Responsibility (CSR) Corporate Social Responsibility: Lessons Learned Final Syncrude Case Study 1 Corporate Overview Syncrude Canada Ltd is the world’s largest producer of crude oil from oil sands. In 2001, the company produced 81.4 million barrels of sweet crude oil—the equivalent of 223 000 barrels a day—and supplied Canada with 13 percent of its petroleum needs. Syncrude’s final refined product, Syncrude Sweet Blend, is sent south by pipeline to refineries in Edmonton, the USA and the rest of Canada, where it is further refined into gasoline, diesel fuel and other derivatives. The company’s revenues in 2001 were $3.2 billion. Syncrude’s operations are located on the Athabasca oil sands deposit near the First Nations community of Fort McKay in the Regional Municipality of Wood Buffalo of north-eastern Alberta. In 1983, Syncrude moved its headquarters from Edmonton to Fort McMurray, 435 kilometres to the north, in order to be closer to its operations. Fort McMurray is a one-industry town of 50 000 people, that until recently had only two players: Syncrude and Suncor. This has begun to change as new companies have entered the oil sands business. Large new comers include Shell/Albian, EnCana Corporation, Canadian Natural Resources, Petro-Canada, True North Energy, and Nexen, among others. Despite this, Syncrude remains a large presence situated in one of the most sparsely populated regions in Canada. Syncrude was established in 1964 as a joint venture whose initial objective was to investigate the feasibility of mining oil from the Athabasca oil sands. -
Delivering Value
Delivering Value 2010 SUMMARY ANNUAL REPORT DEBT-TO-CAPITAL RATIO RETURN ON CAPITAL EMPLOYED* TOTAL RECORDABLE RATE (Percent) (Percent) (Safety incidents per 200,000 hours) 33 18 0.52 31 0.40 25 0.31 10 7 2010 2010 2010 2009 2009 2009 2008 2008 2008 *See reconciliation on page 38. 2 Letter to Shareholders Certain disclosures in this Summary Annual Report may be considered “forward-looking” statements. These are made 5 Financial and Operating Highlights pursuant to “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. The “Cautionary Statement” Our Commitments in Management’s Discussion and Analysis in Appendix B 6 Delivering Shareholder Value of ConocoPhillips’ 2011 Proxy Statement should be read in conjunction with such statements. 8 Leveraging Technology 10 Developing Our People “ConocoPhillips,” “the company,” “we,” “us” and “our” are used interchangeably in this report to refer to the businesses Operational Review of ConocoPhillips and its consolidated subsidiaries. 12 Exploration and Production Definition of resources: ConocoPhillips uses the term 22 Refining and Marketing “resources” in this document. The company estimates 28 The Extended Value Chain its total resources based on a system developed by the Society of Petroleum Engineers that classifies recoverable 33 Financial Summary hydrocarbons into six categories based on their status at the time of reporting. Three (proved, probable and possible 40 Board of Directors reserves) are deemed commercial, and three others 42 Company Officers are deemed noncommercial or contingent. The 43 Shareholder Information company’s resource estimate encompasses volumes associated with all six categories. “ We have demonstrated our ability to successfully adapt our traditional, proven business strategies to new realities.” James J.