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The Reason Given for the UK's Decision to Float Sterling Was the Weight of International Short-Term Capital
- Issue No. 181 No. 190, July 6, 1972 The Pound Afloat: The reason given for the U.K.'s decision to float sterling was the weight of international short-term capital movements which, despite concerted intervention from the Bank of England and European central banks, had necessitated massive sup port operations. The U.K. is anxious that the rate should quickly o.s move to a "realistic" level, at or around the old parity of %2. 40 - r,/, .• representing an effective 8% devaluation against the dollar. A w formal devaluation coupled with a wage freeze was urged by the :,I' Bank of England, but this would be politically embarrassing in the }t!IJ light of the U.K. Chancellor's repeated statements that the pound was "not at an unrealistic rate." The decision to float has been taken in spite of a danger that this may provoke an international or European monetary crisis. European markets tend to consider sterling as the dollar's first line of defense and, although the U.S. Treasury reaffirmed the Smithsonian Agreement, there are fears throughout Europe that pressure on the U.S. currency could disrupt the exchange rate re lationship established last December. On the Continent, the Dutch and Belgians have put forward a scheme for a joint float of Common Market currencies against the dollar. It will not easily be implemented, since speculation in the ex change markets has pushed the various EEC countries in different directions. The Germans have been under pressure to revalue, the Italians to devalue. Total opposition to a Community float is ex pected from France (this would sever the ties between the franc and gold), and the French also are adamant that Britain should re affirm its allegiance to the European monetary agreement and return to a fixed parity. -
BP Plc Vs Royal Dutch Shell
FEBRUARY 2021 BP plc Vs Royal Dutch Shell 01872 229 000 www.atlanticmarkets.co.uk www.atlanticmarkets.co.uk BP Plc A Brief History BP is a British multinational oil and gas company headquartered in London. It is one of the world’s oil and gas supermajors. · 1908. The founding of the Anglo-Persian Oil Company, established as a subsidiary of Burmah Oil Company to take advantage of oil discoveries in Iran. · 1935. It became the Anglo-Iranian Oil Company · 1954. Adopted the name British Petroleum. · 1959. The company expanded beyond the Middle East to Alaska and it was one of the first companies to strike oil in the North Sea. · 1978. British Petroleum acquired majority control of Standard Oil of Ohio. Formerly majority state-owned. · 1979–1987. The British government privatised the company in stages between. · 1998. British Petroleum merged with Amoco, becoming BP Amoco plc, · 2000-2001. Acquired ARCO and Burmah Castrol, becoming BP plc. · 2003–2013. BP was a partner in the TNK-BP joint venture in Russia. Positioning BP is a “vertically integrated” company, meaning it’s involved in the whole supply chain – from discovering oil, producing it, refining it, shipping it, trading it and selling it at the petrol pump. BP has operations in nearly 80 countries worldwide and has around 18,700 service stations worldwide. Its largest division is BP America. In Russia, BP also own a 19.75% stake in Rosneft, the world’s largest publicly traded oil and gas company by hydrocarbon reserves and production. BP has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. -
Payandan Shareholders
PAYANDAN PAYANDAN 1. Company Background Creative Path to Growth Payandan Shareholders PAYANDAN Payandan’s shares belong to Mostazafan Foundation of Islamic Revolution. • Mostazafan Foundation owns 49% • Sina Energy Development Company owns 51% Mostazafan Foundation of Islamic Revolution Sina Energy Development Company PAYANDAN Mostazafan Foundation of Islamic Revolution PAYANDAN SEDCO Sina Financial Paya Saman Pars (Oil & Gas) & Investment Co (Road & Building) Sina Food Industries Iran Housing Group Saba Paya Sanat Sina (Power & Electricity) (Tire, Tiles, Glasswork, Textile, Etc) Ferdos Pars Sina ICT Group (Agriculture) Parsian Tourism Kaveh Pars & Transport Group (Mining) Alavi Foundation Alavi Civil (Charitable) Engineering Group Sina Energy Development Holding Company PAYANDAN SEDCO as one of subsidiaries of The Mostazafan Foundation of Islamic Revolution is considered one of pioneer holding companies in area of oil & gas which aims on huge projects in whole chains of oil and gas. Payandan (Oil & Gas General Contractor) North Drilling (Offshore Drilling) Pedex (Onshore Drilling) Behran (Oil Refinery Co) Dr Bagheri SEDCO Managing Director Coke Waste Water Refining Co Payandan in Numbers PAYANDAN +40 1974 Years ESTABLISHED +1400 +4000 EMPLOYEES CONTRACTOR +200,000,000 $ ANNUAL TURNOVER 75 COMPLETED PROJECTS Company Background PAYANDAN • 48” Zanjan-Mianeh Pipeline • 56” Saveh-Loushan • South Pars – SP No. 14 Pipeline (190KM) • South Pars – SP No. 13 • 56" Dezfoul- Kouhdasht Pipeline (160KM) 1974 1996 2003 2005 2007 2009 2011 2013 2015 2017 • Nargesi Gas • F & G Lavan • 56” Asaluyeh Gathering & • South Pars – SP Pipeline Injection No. 17 & 18 • 30” Iran- Payandan is • South Pars – SP No. 22,23,24 Armenia established (oil and • 48” Iraq Pipeline Naftkhane- Pipeline gas contractor) Baghdad (63KM) (113KM) • 56” Naeen-Tehran Gas Pipeline (133KM) • Parsian Gas Refinery • 56” Loushan-Rasht Gas Pipeline (81KM) • Pars Petrochemical Port • Arak Shazand Refinery • Kangan Gas Compressor Station • South Pars – SP No. -
Caspian Oil and Gas Complements Other IEA Studies of Major Supply Regions, Such As Middle East Oil and Gas and North African Oil and Gas
3 FOREWORD The Caspian region contains some of the largest undeveloped oil and gas reserves in the world. The intense interest shown by the major international oil and gas companies testifies to its potential. Although the area is unlikely to become “another Middle East”, it could become a major oil supplier at the margin, much as the North Sea is today. As such it could help increase world energy security by diversifying global sources of supply. Development of the region’s resources still faces considerable obstacles. These include lack of export pipelines and the fact that most new pipeline proposals face routing difficulties due to security of supply considerations,transit complications and market uncertainties. There are also questions regarding ownership of resources, as well as incomplete and often contradictory investment regimes. This study is an independent review of the major issues facing oil and gas sector developments in the countries along the southern rim of the former Soviet Union that are endowed with significant petroleum resources: Azerbaijan, Kazakstan,Turkmenistan and Uzbekistan. Caspian Oil and Gas complements other IEA studies of major supply regions, such as Middle East Oil and Gas and North African Oil and Gas. It also expands on other IEA studies of the area, including Energy Policies of the Russian Federation and Energy Policies of Ukraine. The study was undertaken with the co-operation of the Energy Charter Secretariat, for which I would like to thank its Secretary General, Mr. Peter Schütterle. Robert Priddle Executive Director 5 ACKNOWLEDGEMENTS The IEA wishes to acknowledge the very helpful co-operation of the Energy Charter Secretariat, with special thanks to Marat Malataev, Temuri Japaridze, Khamidulah Shamsiev and Galina Romanova. -
12. the Oil-Igarchy
151 12. The Oil-igarchy “Competition is a sin.” - John D. Rockefeller From farm to pharmaceutical, diesel truck to dinner plate, pipeline to plastic products, it is impossible to think of an area of our modern day lives that is not affected by the petrochemical industry. The story of oil, is the story of the modern world. Parts of that story are well known, Rockefeller and Standard Oil, the internal combustion engine and the transformation of global transport, the house of Saudi, and the oil wars in the Middle East. Other parts are more obscure, the quest for oil and the outbreak of World War I, the petrochemical interests behind modern medicine, the big oil money behind the green revolution. But that story, properly told, begins somewhere unexpected, not in Pennsylvania, with the first commercial drilling operation and the first oil boom. But in the rural backwoods of the early 19th century New York state. And it doesn't start with crude oil or its other derivatives, but a different product altogether...snake oil. Dr. Bill Livingston, celebrated cancer specialist was the very image of the traveling snake oil salesman. He was neither a doctor nor a cancer specialist. His real name was not even Livingston. More to the point, the rock oil tonic he pawned was a useless mixture of laxative and petroleum. And had no effect whatsoever on the cancer of the poor townsfolk he conned into buying it. He lived the life of a vagabond, always on the run from the last group of people he had fooled. -
In Re: BP P.L.C. Securities Litigation 10-MD-02185-Second Amended
Case 4:10-md-02185 Document 871 Filed in TXSD on 06/09/14 Page 1 of 167 UNITED STATES DISTRICT COURT FOR THE SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION IN RE: BP P.L.C. SECURITIES ) LITIGATION ) No. 4:10-MD-2185 ) THIS DOCUMENT RELATES TO: ) Honorable Keith P. Ellison Ohio Public Employees Retirement System ) No. 4:12–1837 ) OHIO PUBLIC EMPLOYEES RETIREMENT SYSTEM, SECOND AMENDED COMPLAINT 277 East Town Street, Columbus, Ohio 43215 AND JURY DEMAND ENDORSED HEREON STATE TEACHERS RETIREMENT SYSTEM OF OHIO, 275 East Broad Street, Columbus, Ohio 43215 AND SCHOOL EMPLOYEES RETIREMENT SYSTEM OF OHIO, 300 East Broad Street, Suite 100, Columbus, Ohio 43215 AND OHIO POLICE AND FIRE PENSION FUND, 140 East Town Street, Columbus, Ohio 43215 PLAINTIFFS, v. BP PLC 1 St. James Square London Case 4:10-md-02185 Document 871 Filed in TXSD on 06/09/14 Page 2 of 167 SW1Y 4PD DEFENDANT Case 4:10-md-02185 Document 871 Filed in TXSD on 06/09/14 Page 3 of 167 TABLE OF CONTENTS Page I. INTRODUCTION............................................................................ ......1 II. JURISDICTION AND VENUE....................................................................6 III. THE PARTIES........................................................................................7 A. Plaintiffs....................................................................................7 B. Defendant.............................................................................. ...8 IV. NON-PARTIES.....................................................................................9 -
May 2016,ISSN 0474–6279 4 Member Country Focus Centre for Dialogue Iran Oiliran Show Appointment Newsline Obituary
Visit our website www.opec.org The ultimate resource It has been a common response throughout the history a more creative, more dynamic and more competitive en- of human societies to look elsewhere for solutions to ergy sector. In this, the role of each country’s national oil complex challenges. When man first set out across the company, under the inspiring leadership of their respec- Tigris-Euphrates river valley, he went not only in search of tive ministries, should not be overlooked. And together, better living conditions but also knowledge and wisdom. in various ways, they have each been able to start putting It is not much different today. Developing countries together programmes of action and investment, research of the ‘global south’ — in Africa, Asia, and the Middle and development, that promises to make each country a Commentary East — often find themselves looking to other countries leader in its own right. for the newest approaches to economic development and What the Oil Show in Iran also demonstrated, as one the latest technological innovations. of our feature articles in this edition suggests, is the coun- Sometimes lost in this rush for the ‘newest’ and the try’s resilience. That is to say, even without necessarily ‘latest’ is the recognition that local communities often having access to all the inputs, materials and resources have a better understanding of local challenges, and that that companies might want or desire, they have still found the people on the ground may have some of the greatest a way to move forward — and not only move forward but insights. -
Ethecon Black Planet Award 2010
ethecon Black Planet Award 2010 On the bestowal of the International ethecon Black Planet Award 2010 on Tony Hayward, Bob Dudley, Carl-Henric Svanberg, other responsible executives and the major shareholders of the oil- and energy corporation BP/Great Britain Cover Photo The photo depicts a BP company press conference covering the oil disaster in the Gulf of Mexico in the summer of 2010 which took place in front of the seat of the US government, the White House in Wash- ington. At the microphone is chairman of the board Carl-Henric Svanberg, behind him former CEO Tony Hayward (left) and the CEO-designate Bob Dudley (second from left). Publisher Donations Account ethecon EthikBank Germany Foundation Ethics & Economics IBAN DE 58 830 944 95 000 30 45 536 Wilhelmshavener Straße 60 BIC GENODEF1ETK 10551 Berlin/Germany GLS-Bank Germany Phone +49 - 30 - 22 32 51 45 IBAN DE05 430 609 67 6002 562 100 eMail [email protected] BIC GENODEM1GLS Chairman of the Board of Directors Dipl. Kfm. Axel Köhler-Schnura (Founder) P.O.Box 15 04 35 40081 Düsseldorf/Germany Schweidnitzer Str. 41 40231 Düsseldorf/Germany Phone +49 - 211 - 26 11 210 Fax +49 - 211 - 26 11 220 eMail [email protected] Printed on 100% recycled paper / edited November 2010 ethecon Foundation Ethics & Economics ethecon Black Planet Award 2010 on Tony Hayward, Bob Dudley, Carl-Henric Svanberg and other responsibles of the BP corporation Table of contents The Blue Planet Project an the two ethecon Awards Speech by Axel Köhler-Schnura ................................................................................................................... 3 ethecon’s statement justifying the bestowal of the Black Planet Award 2010 on BP Responsibles ................................................................................ -
U.S. and Iranian Strategic Competition
Iran V: Sanctions Competition January 4, 2013 0 U.S. AND IRANIAN STRATEGIC COMPETITION Sanctions, Energy, Arms Control, and Regime Change Anthony H. Cordesman, Bryan Gold, Sam Khazai, and Bradley Bosserman April 19, 2013 Anthony H. Cordesman Arleigh A. Burke Chair in Strategy [email protected] Note: This report is will be updated. Please provide comments and suggestions to [email protected] Iran V: Sanctions Competition April, 19 2013 I Executive Summary This report analyzes four key aspects of US and Iranian strategic competition - sanctions, energy, arms control, and regime change. Its primary focus is on the ways in which the sanctions applied to Iran have changed US and Iranian competition since the fall of 2011. This escalation has been spurred by the creation of a series of far stronger US unilateral sanctions and the EU‘s imposition of equally strong sanctions – both of which affect Iran‘s ability to export, its financial system and its overall economy. It has been spurred by Iran‘s ongoing missile deployments and nuclear program, as reported in sources like the November 2011 IAEA report that highlights the probable military dimensions of Iran‘s nuclear program. And, by Iranian rhetoric, by Iranian threats to ―close‖ the Gulf to oil traffic; increased support of the Quds Force and pro-Shiite governments and non-state actors; and by incidents like the Iranian-sponsored assassination plot against the Saudi Ambassador to the US, an Iranian government instigated mob attack on the British Embassy in Tehran on November 30, 2011, and the Iranian-linked attacks against Israeli diplomats. -
Standard Oil Company Standard Oil of Ohio Standard Oil of Nebraska National Transit Company Crescent Pieline Co
Prairie Oil and Gas Co. Standard Oil of Kansas Standard Oil of Indiana Solar Refining Standard Oil Company Standard Oil of Ohio Standard Oil of Nebraska National Transit Company Crescent Pieline Co. Standard Oil Company Standard Oil Company of Kentucky Phillips Petroleum Company Chevron Marathon Oil Corportation Standard Oil Company Chevron Texaco Union Tank Car Company Standard Oil Company Atlantic Petroleum Waters-Pierce Oil Co. Sinclair Cumberland Pipe Line Co. Standard Oil Company Continental Oil Co. Borne-Scrymser Company South Penn Oil Company Colonial Oil Standard Oil Company Standard Oil Company of California SOCONY-Vacuum Mobil Vacuum Oil Company Anglo-american Oil Co. New York Transit Company Indiana Pipe Line Company Standard Oil Company Northern Pipeline Compnay Buckeye Pipe Line Company Chesebrough Manugacturing Exxon Standard Oil Company South West Pennsylvania Pipe Line Co. Marathon Oil Company Texaco Marathon Oil Corportation Standard Oil Company Royal Dutch / Shell Standard Oil Company of California Galena-Signla Oil Company Marland Oil Swan & Finch Company Standard Oil Company Eureka Pipe Line Company Gulf Oil Standard Oil Co. of New Jersey ExxonMobil Standard Oil Company Standard Oil of New Jersey Standard Oil Co. of New York Southern Pipe Line Company The Ohio Oil Company South Penn Oil Standard Oil Company Consolidated Oil Corporation Atlantic Richfield Company Sinclair Oil Corporation Chesebrough-Ponds Standard Oil Company SOHIO Amoco Borne-Scrymser Company South West Pennsylvania Pipe Line Co. Standard Oil Company Unilever Pennzoil National Transit Company Swan & Finch Company Ashland Inc. Prairie Oil and Gas Co. Standard Oil of Kansas Standard Oil of Indiana Solar Refining Standard Oil Company Standard Oil of Ohio Standard Oil of Nebraska National Transit Company Crescent Pieline Co. -
Unit 7 Business Regulation Case Study: Standard Oil
UNIT 7 BUSINESS REGULATION CASE STUDY: STANDARD OIL CHAPTER 1 THE INDUSTRIAL REVOLUTION ..................................................................................................1 CHAPTER 2 ROCKEFELLER’S MILLIONS ...........................................................................................................7 CHAPTER 3 JOHN D. ROCKEFELLER IN CLEVELAND.................................................................................12 CHAPTER 4 THE THEORY OF LAISSEZ-FAIRE................................................................................................15 CHAPTER 5 EMPIRE ʹS CHALLENGE TO STANDARD ..................................................................................19 CHAPTER 6 BUSINESS 0RGANIZATIONS.........................................................................................................23 CHAPTER 7 ROBBER BARON OR INDUSTRIAL STATESMAN ....................................................................28 CHAPTER 8 THE SHERMAN ANTI-TRUST ACT AND STANDARD OIL....................................................33 CHAPTER 9 STANDARD OIL ON TRIAL...........................................................................................................36 CHAPTER 10 THE SUPREME COURT DECIDES...............................................................................................39 by Thomas Ladenburg, copyright, 1974, 1998, 2001, 2007 100 Brantwood Road, Arlington, MA 02476 781-646-4577 [email protected] Page 1 Chapter 1 The Industrial Revolution he word ‘revolution’ implies -
BP Plc Vs Royal Dutch Shell Which One to Buy Right Now
DECEMBER 2019 ATLANTIC ADVISORY BP plc Vs Royal Dutch Shell Which one to buy right now 01872 229 000 www.atlanticmarkets.co.uk01872 229 000 www.atlanticadvisory.co.uk www.atlanticmarkets.co.uk BP Plc Ticker BP. Objective Capital growth and income Dividend Yield 6.71% A Brief History BP is a British multinational oil and gas company headquartered in London. It is one of the world’s oil and gas supermajors. · 1908. The founding of the Anglo-Persian Oil Company, established as a subsidiary of Burmah Oil Company to take advantage of oil discoveries in Iran. · 1935. It became the Anglo-Iranian Oil Company · 1954. Adopted the name British Petroleum. · 1959. The company expanded beyond the Middle East to Alaska and it was one of the first companies to strike oil in the North Sea. · 1978. British Petroleum acquired majority control of Standard Oil of Ohio. Formerly majority state- owned. · 1979–1987. The British government privatised the company in stages between. · 1998. British Petroleum merged with Amoco, becoming BP Amoco plc, · 2000-2001. Acquired ARCO and Burmah Castrol, becoming BP plc. · 2003–2013. BP was a partner in the TNK-BP joint venture in Russia. Positioning Bp is a “vertically integrated” company, meaning it’s involved in the whole supply chain – from discovering oil, producing it, refining it, shipping it, trading it and selling it at the petrol pump. BP has operations in nearly 80 countries worldwide, produced around 3.7 million barrels per day (590,000 m3/d) of oil equivalent, and had total proven reserves of 19.945 billion barrels (3.1710×109 m3) of oil equivalent.