IPTC 2019 Conference Programme
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COSL Annual Report2
ANNUAL REPORT 2002 Business Review development activities offshore China. The number of exploration Drilling wells we drilled surged 137.5% to 57 wells in 2002 compared to COSL is the dominant provider of drilling services offshore China 24 wells in 2001. This significant increase reflected the fact that with a diversified fleet of nine jack-up and three semi-submersible offshore China remains relatively under-explored. rigs. Our rig fleet is capable of drilling in water depths up to 1,500 feet. The number of development wells decreased from 134 in 2001 to 66 in 2002. This is consistent with the development cycle for In 2002, we continued to experience strong demand for our drilling E&P projects. In addition, a few development projects were services, our largest business segment, primarily due to strong deferred. FULL 2002 RIG ASSIGNMENT Drilling Rig Contract Contractor Start Day Wells Location BH IV DRILLING (TURNKEY) SINOPEC GROUP 05/10/2002 4 Bohai Bay BH IV DRILLING CNOOCSES 10/04/2002 3 Indonesia Sea BH IV DRILLING CNOOC 01/01/2002 7 Bohai Bay BH V DRILLING CNOOC 03/30/2002 6 Bohai Bay BH VII DRILLING KERR-McGEE 05/05/2002 5 Bohai Bay BH VIII DRILLING (TURNKEY) AGIP 01/28/2002 1 Bohai Bay BH VIII DRILLING ConocoPhillips 03/29/2002 6 Bohai Bay BH VIII DRILLING CNOOC 08/21/2002 2 Bohai Bay BH IX DRILLING AMNI 02/26/2002 3 Nigeria BH X DRILLING & COMPLETION CNOOC 01/01/2002 12 Bohai Bay BH XII DRILLING & COMPLETION CNOOC 01/01/2002 11 Bohai Bay NH I DRILLING CHEVRON 01/17/2002 5 Bohai Bay NH I DRILLING ConocoPhillips 09/07/2002 11 Bohai -
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. -
Polletno Poročilo 2014 Krovni Sklad Triglav Vzajemni Skladi
Polletno poročilo 2014 Krovni sklad Triglav vzajemni skladi Polletno poročilo 2014 avgust 2014 1 Polletno poročilo 2014 Krovni sklad Triglav vzajemni skladi VSEBINA 1 POROČILO KROVNEGA SKLADA ......................................................................................................................... 4 1.1 SPLOŠNI PODATKI O KROVNEM SKLADU ............................................................................................................ 4 1.2 PODATKI O POSLOVANJU KROVNEGA SKLADA IN NJEGOVIH PODSKLADOV ................................................................. 6 1.3 ZBIRNI RAČUNOVODSKI IZKAZI KROVNEGA SKLADA NA DAN 30. 6. 2013 ................................................................. 8 1.4 ZBIRNA BILANCA STANJA KROVNEGA SKLADA (V EUR) ......................................................................................... 9 1.5 ZBIRNI IZKAZ POSLOVNEGA IZIDA KROVNEGA SKLADA (V EUR) ............................................................................ 10 1.6 PRILOGE S POJASNILI K RAČUNOVODSKIM IZKAZOM .......................................................................................... 10 1.7. IZJAVA UPRAVE ........................................................................................................................................ 11 2 POSEBNO POROČILO - DELNIŠKI PODSKLAD TRIGLAV STEBER GLOBAL ............................................................ 12 2.1 SPLOŠNI PODATKI IN POROČILO UPRAVLJAVCA PODSKLADA ................................................................................ -
OPERS 2020 Annual Iran/Sudan Divestment Report
11/17/2020 OPERS OPERS 2020 Annual Report on Iran/Sudan Divestiture Market value of holdings with companies with scrutinized activities, FY 20071-Present (in millions):2 FY 2007 FY 2019 Change in market value $659 $63 -90.44% Market value of holdings with companies with scrutinized activities, FY 2018-2019 (in millions): FY 2018 FY 2019 Change in market value $623 $63 2.41% Top five holdings (through active funds): Company Market Value (in millions) % of total scrutinized Schneider Electric SE $32 50.64% Siemens Gamesa Renewable $26 40.80% Energy SA4 Siemens Ag $3 4.64% Sinopec Group Overseas $1 2.05% China Oilfield Services Ltd. $1 1.88% Comments on remaining top five holdings: Schneider Electric SE o Global leader of manufacturing power distribution and automation systems with unique opportunities to invest in energy efficiency and electrification. o Growth continues to be supported by European construction demand and structural investment demand from applications such as data centers, charging networks, renewable energy infrastructure connections and electric vehicles. 1 None of the retirement boards had an active Iran/Sudan divestment policy in 2007. The year 2007 serves as the baseline to measure changes. 2 Holdings are as of 6/30 for the subsequent year reported. 3 FY2018 market value adjusted from $44 million as reported in 2019 to $62 million to account for the addition of Siemens Gamesa Renewable Energy SA to, and the removal of Gazprom from, the Corporate Governance Iran and Sudan List in July 2019. 4 Siemens Gamesa Renewable Energy SA added to the Corporate Governance Iran and Sudan List in July 2019. -
SYMPOSIUM TECHNICAL PROGRAM AGENDA.Pdf
SPWLA 62nd Annual Logging Symposium May 17-20 2021 – 4 day Virtual Event th Monday – May 17 8:00 Opening Remarks - Chairman – Paul Craddock, Schlumberger 8:10 Keynote Speaker – Nial McCollam, Lloyd’s Register 8:40 Panel Discussion – Moderator- Siddarth Misra 10:00 Introduction of Technical Sessions - Vice President of Technology – Tegwyn J. Perkins 10:10 Break (15 mins) 10:25 Session 1A – Production Logging 10:30 SPWLA-2021-0001 PRODUCTION OPTIMIZATION OF SANDING HORIZONTAL WELLS USING A DISTRIBUTED ACOUSTIC SENSING (DAS) SAND MONITORING SYSTEM: A CASE STUDY FROM THE ACG FIELD IN AZERBAIJAN Zahid Hasanov, Parviz Allahverdiyev and Fuad Ibrahimov, BP; Alberto Mendoza, Pradyumna Thiruvenkatanathan, Lilia Noble and Jonathan Stapley, LYTT Limited 10:50 SPWLA-2021-0111 UTILIZING ULTRASONIC AND PULSED-EDDY CURRENT TECHNOLOGIES TO MAP THE LOCATION OF FIBER- OPTIC CABLE AND CLAMPS: A CASE STUDY Roddy Hebert, Rojelio Medina, JC Pinkett and Tyler Costa, Halliburton 11:10 SPWLA-2021-0003 DOPPLER VS. SPINNER PLT SENSING FOR HYDROCARBON VELOCITY ESTIMATE BY DEEP-LEARNING APPROACH Klemens Katterbauer and Alberto Marsala, Saudi Aramco; Virginie Schoepf and Linda Abbassi, Openfield Technology 10:25 Session 1B – Conventional Reservoir Petrophysics- I 10:30 SPWLA-2021-0004 ADDRESSING RESERVOIR HETEROGENEITY BY INTEGRATION OF GEOCHEMISTRY AND PETROPHYSICAL LOGS IN CARBONATE PROSPECTS Kemal C. Hekimoglu, Filippo Casali and Antonio Bonetti, Geolog International 10:50 SPWLA-2021-0005 AN ADVANCED PETROPHYSICAL ORIENTED NUMERICAL METHOD FOR RELIABLE ASSESSMENT -
Foreign Investment in the Oil Sands and British Columbia Shale Gas
Canadian Energy Research Institute Foreign Investment in the Oil Sands and British Columbia Shale Gas Jon Rozhon March 2012 Relevant • Independent • Objective Foreign Investment in the Oil Sands and British Columbia Shale Gas 1 Foreign Investment in the Oil Sands There has been a steady flow of foreign investment into the oil sands industry over the past decade in terms of merger and acquisition (M&A) activity. Out of a total CDN$61.5 billion in M&A’s, approximately half – or CDN$30.3 billion – involved foreign companies taking an ownership stake. These funds were invested in in situ projects, integrated projects, and land leases. As indicated in Figure 1, US and Chinese companies made the most concerted efforts to increase their profile in the oil sands, investing 2/3 of all foreign capital. The US and China both invested in a total of seven different projects. The French company, Total SA, has also spread its capital around several projects (four in total) while Royal Dutch Shell (UK), Statoil (Norway), and PTT (Thailand) each opted to take large positions in one project each. Table 1 provides a list of all foreign investments in the oil sands since 2004. Figure 1: Total Oil Sands Foreign Investment since 2003, Country of Origin Korea 1% Thailand Norway 6% UK 7% 2% US France 33% 18% China 33% Source: Canoils. Foreign Investment in the Oil Sands and British Columbia Shale Gas 2 Table 1: Oil Sands Foreign Investment Deals Year Country Acquirer Brief Description Total Acquisition Cost (000) 2012 China PetroChina 40% interest in MacKay River 680,000 project from AOSC 2011 China China National Offshore Acquisition of OPTI Canada 1,906,461 Oil Corporation 2010 France Total SA Alliance with Suncor. -
2013 Financial and Operating Review
Financial & Operating Review 2 013 Financial & Operating Summary 1 Delivering Profitable Growth 3 Global Operations 14 Upstream 16 Downstream 58 Chemical 72 Financial Information 82 Frequently Used Terms 90 Index 94 General Information 95 COVER PHOTO: Liquefied natural gas (LNG) produced at our joint ventures with Qatar Petroleum is transported to global markets at constant temperature and pressure by dedicated carriers designed and built to meet the most rigorous safety standards. Statements of future events or conditions in this report, including projections, targets, expectations, estimates, and business plans, are forward-looking statements. Actual future results, including demand growth and energy mix; capacity growth; the impact of new technologies; capital expenditures; project plans, dates, costs, and capacities; resource additions, production rates, and resource recoveries; efficiency gains; cost savings; product sales; and financial results could differ materially due to, for example, changes in oil and gas prices or other market conditions affecting the oil and gas industry; reservoir performance; timely completion of development projects; war and other political or security disturbances; changes in law or government regulation; the actions of competitors and customers; unexpected technological developments; general economic conditions, including the occurrence and duration of economic recessions; the outcome of commercial negotiations; unforeseen technical difficulties; unanticipated operational disruptions; and other factors discussed in this report and in Item 1A of ExxonMobil’s most recent Form 10-K. Definitions of certain financial and operating measures and other terms used in this report are contained in the section titled “Frequently Used Terms” on pages 90 through 93. In the case of financial measures, the definitions also include information required by SEC Regulation G. -
Candidate Kennedy and Quemoy Quentin Spannagel Qu
______________________________________________________________________________ Candidate Kennedy and Quemoy Quentin Spannagel Quentin Spannagel, from Villa Grove, IL, wrote “Candidate Kennedy and Quemoy’ during his junior year for Dr. Edmund Wehrle's Graduate Seminar in Diplomatic History in spring 2015. He graduated with a BA in History Summa Cum Laude with Departmental Honors in May 2016. ______________________________________________________________________________ Running for president in 1960, John F. Kennedy promised to explore a “New Frontier.” -- a hybrid of challenges and opportunities that promised progress in both domestic and foreign affairs.58 In essence, Kennedy advocated for a new America not chained down by the traditional approaches of the Republican administration before him. In many way, Kennedy achieved what he desired: a new, more open-minded way of approaching international issues. Though Kennedy struggled to develop a new diplomatic approach to China, he did show a willingness to compromise with the Chinese in regards to the islands of Quemoy and Matsu.59 Kennedy remained a “cold warrior” throughout his presidency but he did begin to cautiously portray himself to the communist Chinese as more open to negotiation than the Eisenhower administration. This is best reflected in Kennedy’s stance on the islands of Quemoy and Matsu during the 1960 presidential debate. The crisis between the Republic of China (ROC)60 and the communist People’s Republic of China (PRC) was one of the great political tinderboxes for American foreign policy in the 1950s and 1960s. In 1949, during the administration of President Harry S. Truman, Mao Zedong conquered mainland China, defeating the nationalist government of Jiang Jieshi.61 The Nationalists fled to the heavily fortified island of Formosa, but Jiang’s forces managed to hold the offshore islands of Quemoy and Matsu in the Battle of Guningtou (October 1949). -
Iran and China: Dialogue on Energy Abbas Maleki
IranIran andand China:China: DialogueDialogue onon EnergyEnergy Abbas Maleki Research Seminar Repsol YPF-Harvard KSG Fellows Harvard University March 15, 2006 What is the crux of Iran-China relations? the exchange of Chinese capital goods, equipment, industrial technology, and engineering services to Iranian crude, gas and other minerals This exchange has several strategic impacts to International system. 2 Can Growth Continue for another 20 years? Human SOE/Bank Reform Social Social SOE/Bank Reform Unemployment Corruption Environment Unrest Disparity Rights Growth and Reform Effective Expansionary Foreign Social 10th Five leadership Fiscal Direct Safety Net Year Policies Investments Plan 3 China Climbing The Energy Demand Ladder GJ/capita 350 300 US Australia 250 200 EU 150 Korea Japan 100 China Mexico 50 India Brazil Thailand 0 0 5 10 15 20 25 30 35 4 GDP/capita (‘000 $) Energy Intensity in China and Iran 5 6 Basic Energy Statistics of China (Figures in million barrels of oil per day equivalent) 1994 2004 Average annual Growth 1994-2004 OIL 3 6.1 7.5% GAS 0.3 0.7 8.8 Coal 12.1 19.1 4.7 Others 0.8 1.8 8.5 Nuclear, Hydro, etc TOTAL 16.2 27.7 5.5% Source: BP 7 Outlook for Consumption and Import of Oil and Gas in China (Figures in million barrels of oil per day equivalent) Consumption 2015 Potential Import OIL 13 8.5 Gas 2 0.6 Coal 31 - Others 4 - Total 50 9.1 8 China’s Petroleum Strategy Overseas equity investments Supply diversification Reducing demand Substitution Strategic petroleum reserves Maximum domestic production 9 China’s NOCs Reorganization China National China Petrochemical petroleum (CNPC) Corporation Production (Sinopec) Working in North/West Refining PetroChina Working in the South (subsidiary) China National China Oilfield Service, Offshore Oil Ltd. -
Puolivuosi- Kertomus 2015
PUOLIVUOSI- KERTOMUS 2015 Danske Invest Rahastoyhtiö Oy:n hallinnoimat sijoitusrahastot Danske Invest Rahastoyhtiö Oy Rekisteröity kotipaikka ja osoite Helsinki, Hiililaiturinkuja 2, Helsinki PL 1554, 00075 DANSKE BANK Y-tunnus 0671602-6 Sisällysluettelo 2 Tunnuslukujen selitykset 154 Danske Invest Kulta* 3 Arvo Finland Value 158 Danske Invest Kultapossu 7 Danske Invest Arvo Venäjä 162 Danske Invest Latin America 11 Danske Invest Baltic Equity 166 Danske Invest MediLife 15 Danske Invest China 172 Danske Invest Mustameri 20 Danske Invest Emerging Asia 176 Danske Invest Navigaattori 25 Danske Invest Emerging Markets Debt* 181 Danske Invest Neutral 28 Danske Invest Euro Government Bond Index 190 Danske Invest North America Enhanced Index* 34 Danske Invest Euro High Yield 193 Danske Invest Obligaatio 42 Danske Invest Euro Yrityslaina 198 Danske Invest Pohjois-Amerikka Osake 51 Danske Invest Euroopan Pienyhtiöt 204 Danske Invest Pohjoisen Parhaat 55 Danske Invest Eurooppa Osake 209 Danske Invest Pohjoisen Pienyhtiöt 60 Danske Invest Eurooppa Osinko 213 Danske Invest Raaka-aine* 64 Danske Invest Eurooppa Yhdistelmä 217 Danske Invest Rahamarkkina 71 Danske Invest Europe Enhanced Index* 222 Danske Invest Russia 74 Danske Invest Global Tech 226 Danske Invest Russia Small Cap 80 Danske Invest High Yield* 230 Danske Invest Suomen Parhaat* 83 Danske Invest India 234 Danske Invest Suomen Pienyhtiöt 87 Danske Invest Itä-Eurooppa Konvergenssi 238 Danske Invest Suomi Osake 92 Danske Invest Japani Osake 242 Danske Invest Suomi Osinko 98 Danske Invest Kehittyvät -
Hållbara Investeringar
Hållbara investeringar Exkluderingar enligt våra utökade hållbarhetskriterier per Q1 2018 För ett antal fonder har vi, utöver exkluderingar enligt Storebrandstandarden, även utökade hållbarhetskriterier. För mer information om vår policy och vår metod, se www.sppfonder.se. Följande företag är exkluderade: Borr Drilling Limited CONSOLIDATED EDISON INC ENGIE Fossila bränslen BP PLC CONTACT ENERGY LTD ENGIE BRASIL ENERGIA SA A.P. Møller-Mærsk A/S BW LPG LTD CONTINENTAL RESOURCES INC/ Engro Corp Ltd/Pakistan OK Aboitiz Equity Ventures, Inc. BW Offshore Ltd. ENI SPA CORE LABORATORIES N.V. ABOITIZ POWER CORP CABOT OIL & GAS CORP ENN ENERGY HOLDINGS LTD COSAN SA INDUSTRIA CO- ADARO ENERGY TBK PT California Resources Corp. Ensco Plc CALPINE CORP MERCIO ENTERGY CORP AES CORP CPFL ENERGIA SA AES GENER SA CALTEX AUSTRALIA LTD EOC Ltd CAMECO CORP CRESCENT POINT ENERGY CORP EOG RESOURCES INC AF Gruppen ASA Delek Group Ltd. AFRICA OIL CORP CANADIAN NATURAL RESOUR- EQT CORP CES Delta Air Lines, Inc. AGL ENERGY LTD EQUATORIAL ENERGIA SA - ORD Canadian Tire Corp. Ltd. Denbury Resources, Inc. Air Water Inc. EVERSOURCE ENERGY CANADIAN UTILITIES LTD-A DEVON ENERGY CORP Akastor ASA EXELON CORP CENOVUS ENERGY INC Dialog Group Bhd. AKER BP ASA EXXARO RESOURCES LTD CENTERPOINT ENERGY INC Diamond Offshore Drilling, Inc. Aker Solutions ASA EXXON MOBIL CORP Centrais Eletricas Brasilier DIAMONDBACK ENERGY INC Alimentation Couche-Tard, Inc. FIRSTENERGY CORP CENTRICA PLC DMCI Holdings, Inc. ALLIANT ENERGY CORP First Pacific Co. Ltd. CEZ AS DNO ASA ALROSA PJSC FLEX LNG Ltd CHENIERE ENERGY INC DOF ASA ALTAGAS LTD FLSmidth & Co. A/S Chesapeake Energy Corp. -
Royal Dutch Shell and Its Sustainability Troubles
Royal Dutch Shell and its sustainability troubles Background report to the Erratum of Shell's Annual Report 2010 Albert ten Kate May 2011 1 Colophon Title: Royal Dutch Shell and its sustainability troubles Background report to the Erratum of Shell's Annual Report 2010 May 2011. This report is made on behalf of Milieudefensie (Friends of the Earth Netherlands) Author: Albert ten Kate, free-lance researcher corporate social responsibility Pesthuislaan 61 1054 RH Amsterdam phone: (+31)(0)20 489 29 88 mobile: (+31)(0)6 185 68 354 e-mail: [email protected] 2 Contents Introduction 4 Methodology 5 Cases: 1. Muddling through in Nigeria 6 1a) oil spills 1b) primitive gas flaring 1c) conflict and corruption 2. Denial of Brazilian pesticide diseases 14 3. Mining the Canadian tar sands 17 4. The bitter taste of Brazil's sugarcane 20 4a) sourcing sugarcane from occupiers of indigenous land 4b) bad labour conditions sugarcane harvesters 4c) massive monoculture land use 5. Fracking unconventional gas 29 6. Climate change, a business case? 35 7. Interfering with politics 38 8. Drilling plans Alaska’s Arctic Ocean 42 9. Sakhalin: the last 130 Western Gray Whales 45 10. The risky Kashagan oil field 47 11. A toxic legacy in Curaçao 49 12. Philippines: an oil depot amidst a crowd of people 52 3 Introduction Measured in revenue, Royal Dutch Shell is one of the biggest companies in the world. According to its annual report of 2010, its revenue amounted to USD 368 billion in 2010. Shell produces oil and gas in 30 countries, spread over the world.