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SAMREF Refinery Embraces Wireless Applications, Sets Foundation for Site-Wide Onewireless Network Infrastructure
Case Study SAMREF Refinery Embraces Wireless Applications, Sets Foundation for Site-wide OneWireless Network Infrastructure “Wireless seemed like the natural answer to our immediate need for mobile video monitoring and Honeywell was the right partner because of its broad range of products and solutions and its field- proven track record in the areas of security, reliability and professional support." Mr. Azam L. Al-Hakeem, Information Technology Superintendent, SAMREF Background Benefits SAMREF is a joint venture between Saudi Arabian Oil Company The Wireless solution allows SAMREF to enhance their incident (Saudi Aramco) and Mobil Yanbu Refining Company Inc., a management procedures and rescue operations resulting in wholly owned subsidiary of Exxon Mobil Corporation. Saudi improved employee safety. Deployment of industrial video Aramco is the world’s largest oil producing and exporting cameras over the wireless network enables remote coverage of company with a history dating back more than 80 years. Exxon the refinery site from roaming vehicles. This allows SAMREF to Mobil Corporation is a global energy company which conducts record safety and security incidents, compare them with previous business in 140 countries on every continent throughout the incidents and keep a video record of near misses. By providing world. The SAMREF refinery complex in Yanbu, Saudi Arabia the refinery Incident Commander with a direct view of real-time produces approximately 400,000 barrels of product daily streaming video from the vehicle he is able to make faster including gasoline, heating oil, LPG, jet fuel and other energy decisions during crisis situations while reducing his dependency products. The Yanbu operation is said to be the most on the control room. -
23Rd WPC Announces Innovation Zone Special Feature Invites Innovators to Share Their Transformative Ideas That Will Impact the Future of Energy
FOR IMMEDIATE RELEASE 23rd WPC Announces Innovation Zone Special feature invites innovators to share their transformative ideas that will impact the future of energy HOUSTON, TX (August 4, 2021) — The 23rd World Petroleum Congress Organizing Committee has announced the launch of the Innovation Zone, a captivating new feature on the exhibition floor of the Congress, which will take place in-person in Houston from December 5-9, 2021 at the George R. Brown Convention Center. The Innovation Zone, presented by ConocoPhillips, will provide startup companies an international platform to showcase cutting-edge practices and solutions to combat the current challenges of the energy industry and bring awareness to progressive energy solutions available on the market today. “For more than a century, innovation has enabled our industry to keep pace with the growing demand for safe and reliable energy,” said W. L. (Bill) Bullock, Jr., EVP and CFO, ConocoPhillips. “ConocoPhillips is pleased to be the Innovation Zone presenting sponsor, where companies will showcase innovations that can propel our industry’s purposeful journey through the energy transition and into the future.” Thirty-two selected startup companies and individuals will have the opportunity to pitch their innovative energy tools, technologies and practices on stage to Congress delegates and participants, who will then pick one to receive the Energy Innovator Award. The Innovation Zone is open to all for-profit energy companies, private entities and individuals operating as independent -
Oil Refining in Mexico and Prospects for the Energy Reform
Articles Oil refining in Mexico and prospects for the Energy Reform Daniel Romo1 1National Polytechnic Institute, Mexico. E-mail address: [email protected] Abstract: This paper analyzes the conditions facing the oil refining industry in Mexico and the factors that shaped its overhaul in the context of the 2013 Energy Reform. To do so, the paper examines the main challenges that refining companies must tackle to stay in the market, evaluating the specific cases of the United States and Canada. Similarly, it offers a diagnosis of refining in Mexico, identifying its principal determinants in order to, finally, analyze its prospects, considering the role of private initiatives in the open market, as well as Petróleos Mexicanos (Pemex), as a placeholder in those areas where private enterprises do not participate. Key Words: Oil, refining, Energy Reform, global market, energy consumption, investment Date received: February 26, 2016 Date accepted: July 11, 2016 INTRODUCTION At the end of 2013, the refining market was one of stark contrasts. On the one hand, the supply of heavy products in the domestic market proved adequate, with excessive volumes of fuel oil. On the other, the gas and diesel oil demand could not be met with production by Petróleos Mexicanos (Pemex). The possibility to expand the infrastructure was jeopardized, as the new refinery project in Tula, Hidalgo was put on hold and the plan was made to retrofit the units in Tula, Salamanca, and Salina Cruz. This situation constrained Pemex's supply capacity in subsequent years and made the country reliant on imports to supply the domestic market. -
Climate and Energy Benchmark in Oil and Gas Insights Report
Climate and Energy Benchmark in Oil and Gas Insights Report Partners XxxxContents Introduction 3 Five key findings 5 Key finding 1: Staying within 1.5°C means companies must 6 keep oil and gas in the ground Key finding 2: Smoke and mirrors: companies are deflecting 8 attention from their inaction and ineffective climate strategies Key finding 3: Greatest contributors to climate change show 11 limited recognition of emissions responsibility through targets and planning Key finding 4: Empty promises: companies’ capital 12 expenditure in low-carbon technologies not nearly enough Key finding 5:National oil companies: big emissions, 16 little transparency, virtually no accountability Ranking 19 Module Summaries 25 Module 1: Targets 25 Module 2: Material Investment 28 Module 3: Intangible Investment 31 Module 4: Sold Products 32 Module 5: Management 34 Module 6: Supplier Engagement 37 Module 7: Client Engagement 39 Module 8: Policy Engagement 41 Module 9: Business Model 43 CLIMATE AND ENERGY BENCHMARK IN OIL AND GAS - INSIGHTS REPORT 2 Introduction Our world needs a major decarbonisation and energy transformation to WBA’s Climate and Energy Benchmark measures and ranks the world’s prevent the climate crisis we’re facing and meet the Paris Agreement goal 100 most influential oil and gas companies on their low-carbon transition. of limiting global warming to 1.5°C. Without urgent climate action, we will The Oil and Gas Benchmark is the first comprehensive assessment experience more extreme weather events, rising sea levels and immense of companies in the oil and gas sector using the International Energy negative impacts on ecosystems. -
National Oil Companies: Business Models, Challenges, and Emerging Trends
Corporate Ownership & Control / Volume 11, Issue 1, 2013, Continued - 8 NATIONAL OIL COMPANIES: BUSINESS MODELS, CHALLENGES, AND EMERGING TRENDS Saud M. Al-Fattah* Abstract This paper provides an assessment and a review of the national oil companies' (NOCs) business models, challenges and opportunities, their strategies and emerging trends. The role of the national oil company (NOC) continues to evolve as the global energy landscape changes to reflect variations in demand, discovery of new ultra-deep water oil deposits, and national and geopolitical developments. NOCs, traditionally viewed as the custodians of their country's natural resources, have generally owned and managed the complete national oil and gas supply chain from upstream to downstream activities. In recent years, NOCs have emerged not only as joint venture partners globally with the major oil companies, but increasingly as competitors to the International Oil Companies (IOCs). Many NOCs are now more active in mergers and acquisitions (M&A), thereby increasing the number of NOCs seeking international upstream and downstream acquisition and asset targets. Keywords: National Oil Companies, Petroleum, Business and Operating Models * Saudi Aramco, and King Abdullah Petroleum Studies and Research Center (KAPSARC) E-mail: [email protected] Introduction historically have mainly operated in their home countries, although the evolving trend is that they are National oil companies (NOCs) are defined as those going international. Examples of NOCs include Saudi oil companies that have significant shares owned by Aramco (the largest integrated oil and gas company in their parent government, and whose missions are to the world), Kuwait Petroleum Corporation (KPC), work toward the interest of their country. -
Statoil ASA Statoil Petroleum AS
Offering Circular A9.4.1.1 Statoil ASA (incorporated with limited liability in the Kingdom of Norway) Notes issued under the programme may be unconditionally and irrevocably guaranteed by Statoil Petroleum AS (incorporated with limited liability in the Kingdom of Norway) €20,000,000,000 Euro Medium Term Note Programme On 21 March 1997, Statoil ASA (the Issuer) entered into a Euro Medium Term Note Programme (the Programme) and issued an Offering Circular on that date describing the Programme. The Programme has been subsequently amended and updated. This Offering Circular supersedes any previous dated offering circulars. Any Notes (as defined below) issued under the Programme on or after the date of this Offering Circular are issued subject to the provisions described herein. This does not affect any Notes issued prior to the date hereof. Under this Programme, Statoil ASA may from time to time issue notes (the Notes) denominated in any currency agreed between the Issuer and the relevant Dealer (as defined below). The Notes may be issued in bearer form or in uncertificated book entry form (VPS Notes) settled through the Norwegian Central Securities Depositary, Verdipapirsentralen ASA (the VPS). The maximum aggregate nominal amount of all Notes from time to time outstanding will not exceed €20,000,000,000 (or its equivalent in other currencies calculated as described herein). The payments of all amounts due in respect of the Notes issued by the Issuer may be unconditionally and irrevocably guaranteed by Statoil A6.1 Petroleum AS (the Guarantor). The Notes may be issued on a continuing basis to one or more of the Dealers specified on page 6 and any additional Dealer appointed under the Programme from time to time, which appointment may be for a specific issue or on an ongoing basis (each a Dealer and together the Dealers). -
Integrating Into Our Strategy
INTEGRATING CLIMATE INTO OUR STRATEGY • 03 MAY 2017 Integrating Climate Into Our Strategy INTEGRATING CLIMATE INTO OUR STRATEGY • 03 CONTENTS Foreword by Patrick Pouyanné, Chairman and Chief Executive Officer, Total 05 Three Questions for Patricia Barbizet, Lead Independent Director of Total 09 _____________ SHAPING TOMORROW’S ENERGY Interview with Fatih Birol, Executive Director of the International Energy Agency 11 The 2°C Objective: Challenges Ahead for Every Form of Energy 12 Carbon Pricing, the Key to Achieving the 2°C Scenario 14 Interview with Erik Solheim, Executive Director of UN Environment 15 Oil and Gas Companies Join Forces 16 Interview with Bill Gates, Breakthrough Energy Ventures 18 _____________ TAKING ACTION TODAY Integrating Climate into Our Strategy 20 An Ambition Consistent with the 2°C Scenario 22 Greenhouse Gas Emissions Down 23% Since 2010 23 Natural Gas, the Key Energy Resource for Fast Climate Action 24 Switching to Natural Gas from Coal for Power Generation 26 Investigating and Strictly Limiting Methane Emissions 27 Providing Affordable Natural Gas 28 CCUS, Critical to Carbon Neutrality 29 A Resilient Portfolio 30 Low-Carbon Businesses to Become the Responsible Energy Major 32 Acquisitions That Exemplify Our Low-Carbon Strategy 33 Accelerating the Solar Energy Transition 34 Affordable, Reliable and Clean Energy 35 Saft, Offering Industrial Solutions to the Climate Change Challenge 36 The La Mède Biorefinery, a Responsible Transformation 37 Energy Efficiency: Optimizing Energy Consumption 38 _____________ FOCUS ON TRANSPORTATION Offering a Balanced Response to New Challenges 40 Our Initiatives 42 ______________ OUR FIGURES 45 04 • INTEGRATING CLIMATE INTO OUR STRATEGY Total at a Glance More than 98,109 4 million employees customers served in our at January 31, 2017 service stations each day after the sale of Atotech A Global Energy Leader No. -
Shell QRA Q2 2021
ROYAL DUTCH SHELL PLC 2ND QUARTER 2021 AND HALF YEAR UNAUDITED RESULTS SUMMARY OF UNAUDITED RESULTS Quarters $ million Half year Q2 2021 Q1 2021 Q2 2020 %¹ Reference 2021 2020 % 3,428 5,660 (18,131) -39 Income/(loss) attributable to shareholders 9,087 (18,155) +150 2,634 4,345 (18,377) -39 CCS earnings attributable to shareholders Note 2 6,980 (15,620) +145 5,534 3,234 638 +71 Adjusted Earnings² A 8,768 3,498 +151 13,507 11,490 8,491 Adjusted EBITDA (CCS basis) A 24,997 20,031 12,617 8,294 2,563 +52 Cash flow from operating activities 20,910 17,415 +20 (2,946) (590) (2,320) Cash flow from investing activities (3,535) (5,039) 9,671 7,704 243 Free cash flow G 17,375 12,376 4,383 3,974 3,617 Cash capital expenditure C 8,357 8,587 8,470 9,436 8,423 -10 Operating expenses F 17,905 17,042 +5 8,505 8,724 7,504 -3 Underlying operating expenses F 17,228 16,105 +7 3.2% (4.7)% (2.9)% ROACE (Net income basis) D 3.2% (2.9)% ROACE on an Adjusted Earnings plus Non- 4.9% 3.0% 5.3% controlling interest (NCI) basis D 4.9% 5.3% 65,735 71,252 77,843 Net debt E 65,735 77,843 27.7% 29.9% 32.7% Gearing E 27.7% 32.7% Total production available for sale (thousand 3,254 3,489 3,379 -7 boe/d) 3,371 3,549 -5 0.44 0.73 (2.33) -40 Basic earnings per share ($) 1.17 (2.33) +150 0.71 0.42 0.08 +69 Adjusted Earnings per share ($) B 1.13 0.45 +151 0.24 0.1735 0.16 +38 Dividend per share ($) 0.4135 0.32 +29 1. -
Saudi Aramco Q1 2021 Interim Report
2021 Saudi Aramco First quarter interim report For the period ended March 31, 2021 Saudi Aramco 1 First quarter interim report 2021 Aramco at a glance First quarter 2021 Financial highlights Net income EBIT* Free cash flow* Net cash provided by (billion) (billion) (billion) operating activities (billion) SAR 81.4 SAR 153.7 SAR 68.5 SAR 99.3 $21.7 $41.0 $18.3 $26.5 Capital expenditures Dividends paid Dividends paid ROACE* (billion) (billion) per share (%) SAR 30.8 SAR 70.33 SAR 0.35 14.2 $8.2 $18.75 $0.09 Gearing* Earnings per share Average realized (%) (basic and diluted) crude oil price ($/barrel) 23.0 SAR 0.39 60.2 $0.10 * Non-IFRS measure: refer to Non-IFRS measures reconciliations and definitions section for further details. 2 Saudi Aramco First quarter interim report 2021 Key results CEO’s statement Financial results President and CEO Amin H. Nasser First quarter ended March 31 The momentum provided by the global economic recovery has SAR USD* strengthened energy markets, and Aramco’s operational All amounts in millions unless flexibility, financial agility and the resilience of our employees otherwise stated 2021 2020 2021 2020 have contributed to a strong first quarter performance. For our Net income 81,440 62,478 21,717 16,661 customers we remain a supplier of choice, and for our EBIT 153,680 128,258 40,982 34,202 shareholders we continue to deliver an exceptional quarterly Capital expenditures 30,750 27,740 8,200 7,397 dividend. Free cash flow 68,549 56,327 18,279 15,021 We made further progress towards our strategic objectives Dividends paid 70,325 50,226 18,753 13,394 during the quarter and our portfolio optimization program ROACE1 14.2% 26.3% 14.2% 26.3% continues to identify value creation opportunities, such as the Average realized crude oil recent announcement of our landmark $12.4 billion pipeline price ($/barrel) n/a n/a 60.2 51.8 infrastructure deal. -
Annual Report on Form 20-F ANNUAL REPORT /2012 Annual Report on Form 20-F
ANNUAL REPORT /2012 Annual Report on Form 20-F ANNUAL REPORT /2012 Annual Report on Form 20-F The Annual Report on Form 20-F is our SEC filing for the fiscal year ended December 31, 2012, as submitted to the US Securities and Exchange Commission. The complete edition of our Annual Report is available online at www.statoil.com/2012 © Statoil 2013 STATOIL ASA BOX 8500 NO-4035 STAVANGER NORWAY TELEPHONE: +47 51 99 00 00 www.statoil.com Cover photo: Ole Jørgen Bratland Annual report on Form 20-F Cover Page 1 1 Introduction 3 1.1 About the report 3 1.2 Key figures and highlights 4 2 Strategy and market overview 5 2.1 Our business environment 5 2.1.1 Market overview 5 2.1.2 Oil prices and refining margins 6 2.1.3 Natural gas prices 6 2.2 Our corporate strategy 7 2.3 Our technology 9 2.4 Group outlook 10 3 Business overview 11 3.1 Our history 11 3.2 Our business 12 3.3 Our competitive position 12 3.4 Corporate structure 13 3.5 Development and Production Norway (DPN) 14 3.5.1 DPN overview 14 3.5.2 Fields in production on the NCS 15 3.5.2.1 Operations North 17 3.5.2.2 Operations North Sea West 18 3.5.2.3 Operations North Sea East 19 3.5.2.4 Operations South 19 3.5.2.5 Partner-operated fields 20 3.5.3 Exploration on the NCS 20 3.5.4 Fields under development on the NCS 22 3.5.5 Decommissioning on the NCS 23 3.6 Development and Production International (DPI) 24 3.6.1 DPI overview 24 3.6.2 International production 25 3.6.2.1 North America 27 3.6.2.2 South America and sub-Saharan Africa 28 3.6.2.3 Middle East and North Africa 29 3.6.2.4 Europe and Asia -
China and the Oil Price War: a Mixed Blessing
CHINA AND THE OIL PRICE WAR: A MIXED BLESSING BY ERICA DOWNS, ANTOINE HALFF, DAVID SANDALOW AND ERIN BLANTON MARCH 2020 The oil price war started this month by Russia and Saudi Arabia is good news for the Chinese economy, which has been reeling from the coronavirus. After all, China is the world’s largest crude oil importer. The savings in oil import costs will be significant. Yet the economic benefits to China will be limited by several factors, including lack of consumer demand due to the lingering effects of coronavirus disruptions. In addition, lower oil prices could make it more difficult for the Chinese government to meet its energy security and environmental goals, which have received considerable priority from Chinese leaders in recent years. The oil price war will also make it more difficult for China to hit the targets set out in the US-China Phase 1 trade deal signed in January. In sum, lower oil prices will deliver significant benefits for China, but are likely to be somewhat of a mixed blessing. Economic Impacts The Chinese economy sustained an enormous blow from the coronavirus in the first two months of 2020. Industrial production dropped 13.5%, retail sales dropped 20.5% and fixed asset investments dropped 24.5% as compared to the same period the prior year.1 As of this writing, official GDP figures are still pending. Against this backdrop, the oil price collapse will deliver some welcome relief to China’s economy as it recovers from the coronavirus. In 2019, China imported roughly 10.2 million barrels per day (bpd) of oil.2 At that level of imports, the plunge in the price of Brent crude from $67 per barrel in December 2019 to roughly $25 per barrel at the time of this writing would reduce China’s oil import bill by $428 million per day—about 1% of GDP—for as long as the price war lasts. -
Saudi Aramco Annual Report 2020 Has Certain Borrowings Where the Reference Rate Is Linked to LIBOR
ResilienceResilience andand agilityagility SaudiAnnual Aramco Report Annual 2020 Report 2020 Resilience and agility Aramco’s exceptional past belongs to its future. Our people define our success. Energy has been running in our DNA for generations. We are proud of what we accomplished during 2020. Once again, our resilience shone through. We delivered on our shareholder commitments. And we continued to deliver an uninterrupted supply of energy to the world. Our resilience and agility has built one of the world’s largest integrated energy and chemicals companies. And we are part of the global effort toward building a low carbon economy. Our horizon has never been clearer. This Annual Report covers financial and operational aspects of Aramco from January 1, 2020 to December 31, 2020, and is issued in both Arabic and English. The print version is identical to its PDF counterpart, which is available at aramco.com. The Arabic version prevails in the event of any discrepancy. The images in this document are representative of the services provided by Aramco. Some photos may have been taken prior to the COVID-19 pandemic. Wherever possible, sustainable printing techniques were used. 01 Contents Aramco Risk Chairman’s message ...................................06 Risk management........................................ 92 President and CEO’s foreword ...................08 Risk factors ...................................................94 History .......................................................... 10 1 2020 highlights ...........................................