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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. -
Navigating the Energy Transition How Gulf Nocs Can Weigh in on the Climate Crisis Navigating the Energy Transition How Gulf Nocs Can Weigh in on the Climate Crisis
Navigating the Energy Transition How Gulf NOCs Can Weigh in on the Climate Crisis Navigating the Energy Transition How Gulf NOCs Can Weigh in on the Climate Crisis Samer Joseph Mosis Copyright © 2020 Gulf International Forum All rights reserved. No part of this publication may be reproduced, copied or distributed in any form or by any means, or stored in any database or retriev- al system, without the express prior written permission of Gulf International Forum. No part of this publication shall be reproduced, modified, transmitted, distributed, disseminated, sold, published, sub-licensed, or have derivative work created or based upon it, without the express prior written permission of Gulf International Forum. If you wish to reproduce any part of this publica- tion, please contact Gulf International Forum, at the address below, providing full details. GULF INTERNATIONAL FORUM 1275 K St NW, 8th Floor Washington, DC 20005 gulfif.org [email protected] Gulf International Forum does not take institutional positions on public policy issues; the views represented herein are the authors’ own and do not necessarily reflect the views of GIF, its staff, or board members. All materials found in this publication have been prepared for informational purposes only. The information herein is provided without any representations or warranties, express or implied, regarding the completeness, accuracy, reli- ability, suitability or availability with respect to the publication or the infor- mation, products, services, or related graphics contained in the publication for any purpose. In no event will GIF be liable for any loss or damage including without limitation, indirect or consequential loss or damage, or any loss or damage whatsoever arising from loss of data or profits arising out of, or in connection with, the use of this publication. -
Ahlibank Reports QR308.4M Net Profit for First Half of 2021
Business 13 THURSDAY 15 JULY 2021 TotalEnergies is proud of the history and strong ties between Qatar and France Our Headquarter is based in Paris but TotalEnergies is present in over 130 countries, and is one of the top five energy companies in the world. In Qatar, our employees and contractors come from more than 40 different nationalities. Matthieu Bouyer, Managing Director of TotalEnergies Business | 14 EP Qatar, and TotalEnergies Country Chair QSE 10,743.45 -38.73 (0.36%) FTSE 100 7,017.47 −135.96 (1.90%) DOW 33,427.27 −396.18 (1.17%) BRENT $73.46 (+0.39) Ahlibank reports QR308.4m net profit for first half of 2021 THE PENINSULA — DOHA Ahli Bank QPSC (ABQK) announced yesterday a net profit of QR308.4m for the first half of 2021, showing an increase of 4.7 percent over the same period last year. Commenting on the results, Hassan Ahmed AlEfrangi, Ahlibank’s CEO said: “The Bank achieved satisfactory results on the back of strong operating performance”. AlEfrangi added: “The Bank delivered another stable results with all key performance indicators showing positive trends. The Bank also success- fully completed two strategic initiatives The steady half yearly results of The Bank achieved satisfactory during the first six months of 2021. First was the Issuance of $300m Additional Ahlibank is in line with our track results on the back of strong Tier 1 Capital in the international record of delivering sustainable operating performance. The Bank markets at a coupon of 4 percent. And results. We continue to maintain delivered another stable results second was the successful completion high levels of stable and long with all key performance indicators A view of Ahli Bank head office. -
Eurasia Asia & Oceania
Segment Overview Asia & Eurasia Oceania u p. 28 u p. 20 Number of countries 7 4 1,551 ,296 1 1,245 1,218 1 16 14 Number of projects 1 3 In production 2 43 1 1 6 Under development 10 Preparation for development Under exploration (oil and gas reservoirs confirmed) Under exploration Other 466 Production/Reserves 367 Proved reserves (million boe) 214 201 195 210 207 191 Net production (thousand boed) 179 197 190 188 167 166 28 27 27 26 25 25 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 485,275 485,069 483,187 406,828 409,776 / 352,383 Net sales 299,599 281,623 Operating income 264,849 235,814 Net sales (¥ million) 191,070 178,225 Operating income (¥ million) 96,341 94,050 85,541 84,325 73,574 68,319 47,076 41,752 42,601 39,769 36,461 32,228 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 018 INPEX CORPORATION Annual Report 2015 Middle East Americas Japan & Africa u p. 32 u p. 36 u p. 30 6 7 1 Minami-Nagaoka 1 2 Gas Field 1 Naoetsu LNG 3 Terminal 9 7 1 16 10 Natural gas pipeline network (Approx. 1,400 km) etc. 783 857 636 4 Project Overview Project 583 518 505 174 168 169 158 163 155 138 135 132 130 126 117 74 68 65 40 36 30 29 30 27 28 20 25 25 21 21 21 17 18 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 524,528 520,835 500,033 621,513 421,184 357,343 354,136 350,735 333,213 303,819 243,113 205,572 129,522 120,268 118,937 ) 113,662 104,525 93,959 32,555 28,568 25,959 22,771 24,607 16,692 16,693 12,673 11,435 13,351 15,303 5,945 5,525 (7,646) (3,035) 1,028 (6,089) (5,518) ( 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 INPEX CORPORATION Annual Report 2015 019 Project Overview by Region Asia & Oceania In the Asia and Oceania region, INPEX holds participating interests in the Offshore Mahakam Block in Indonesia, which is contributing significantly to earnings, and the large-scale Ichthys and Abadi LNG projects, where development and preparatory development activities are under way. -
2019 Performance Highlights 6 Occupational Health and Safety (OH&S) Achievements
ABOUT THIS REPORT CONTENTS GRI 102-46, GRI 102-48, GRI 102-49, GRI 102-50, GRI 102-51, GRI 102-52 We are proud to present the ninth public sustainability report Development Goals (UN SDGs), the Qatar National Vision SUSTAINABILITY AT QATARGAS HEALTH AND SAFETY PERFORMANCE 48 to our stakeholders. Our sustainability report discusses 2030 and the International Petroleum Industry Environmental our corporate sustainability strategy, challenges and Conservation Association (IPIECA) guidelines to ensure 2019 Performance Highlights 6 Occupational Health and Safety (OH&S) achievements. It highlights the impacts of our operations on compatibility and completeness. 2019 Awards 7 Leadership 50 Qatar’s economic development, environment and society. By This report has successfully completed the GRI Materiality Message from the CEO 8 Safety and Occupational Health Management 54 providing a clear and transparent picture of where we are Disclosures service which is available at the end of this report. Sustainability at Qatargas 10 Qatargas OHS Performance 57 today and where we aspire to be in the future with regards to Please refer to the GRI Index on page 99 for full details. our sustainability journey, this report aims to communicate Qatargas Value Chain 14 Safety Trainings 59 and engage with all our stakeholders. At Qatargas, we strive for continuous improvement with • Stakeholder engagement 16 Heat Stress Management 61 respect to our sustainability performance. We are committed The Qatargas 2019 Sustainability Report covers the • Materiality 16 Process Safety and Asset Integrity 62 to building on our sustainability reporting system in the future sustainability performance of Qatargas for the reporting Crisis Management 65 by capturing a broader data spectrum that further reflects our period from 1 January 2019 to 31 December 2019. -
Our Activities in QATAR TOTAL in QATAR Al Fardan Towers, 61, Al Funduq Street, West Bay
Our activities in QATAR TOTAL IN QATAR Al Fardan Towers, 61, Al Funduq Street, West Bay. P.O. Box 9803, Doha, Qatar [email protected] www.total.qa TotalQatar Total_QA OUR ACTIVITIES IN QATAR 30% SHAREHOLDER SHAREHOLDER 20% SHAREHOLDER IN NORTH OIL IN QATARGAS, IN QAPCO, FORGING A PARTNERSHIP COMPANY, THE OPERATOR THE LARGEST LNG ONE OF THE OF QATAR’S LARGEST PRODUCER WORLD’S LARGEST LDPE OF OVER 80 YEARS OFFSHORE OIL FIELD IN THE WORLD PRODUCTION SITES Qatar plays an important part in Total’s Our sustainability strategy is therefore history and in our future. Our longstanding established through the active involvement presence in this country is testimony to of our stakeholders. the special partnership that we share. Total has been active in all areas of Qatar’s oil We hope to contribute to positive developments and gas sector - from exploration and in the State of Qatar, not only through our production, to refining, petrochemicals, economic activities, but also through initiatives and marketing of lubricants. that focus on the citizens and residents of the country. We work closely with all our stakeholders 2 to ensure that our activities consistently Qatar has one of the highest growth rates deliver economic growth alongside societal in the world, which has given us opportunities and environmental initiatives. We have to create and support ambitious projects, 37 placed corporate social responsibility at and this has enabled us to fulfill the commitment the heart of our business. that Total has made to the society. All our accomplishments have been achieved due to the strong dedication, and team work of our people, who embody our corporate values. -
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. -
The Pioneer – Quarter 1, 2016
THE MAGAZINE OF QATARGAS OPERATING COMPANY LIMITED THE PIONEERISSUE 151 – Quarter One 2016 QATARGAS DIRECTION STATEMENT COMMITTED TO PAVING THE BEING PREMIER WAY FORWARD A HOST OF SAFETY MILESTONES AND RECOGNITIONS QatargasADS 151 English.pdf 1 5/9/16 9:29 AM THE STATE OF QATAR IS MOVING FORWARD WITH A CLEAR STRATEGY ACHIEVING DEVELOPMENT GOALS OF QATAR NATIONAL VISION 2030 A fast-changing and energy sector, which is the largest contributor competitive world to the country’s economy, has a critical role to requires a high play in this endeavour. The Qatargas Direction degree of resilience Statement thus takes greater significance to to stay on top. The convey a message of continued commitment State of Qatar’s gas to maintain its leading position. sector has proved Over the past three decades, Qatargas has this time and again. It adopted values and principles that have stood has overcome many the company in good stead. This commitment challenges, thanks to is clearly expressed and underscored in our strong leadership, robust vision and a well- new Direction Statement. knit strategy. As we enter a new phase of As Chairman of the Board, I am confident an increasingly competitive environment for that the key messages in this document the global LNG industry, we need a renewed will be fully embraced and accepted direction to keep pace with the challenging wholeheartedly by all Qatargas staff as times ahead. clear guiding principles to uphold the The State of Qatar is moving forward highest standards of performance and retain with a clear strategy and a high degree of Qatargas’ premier global position, as it moves resoluteness to achieve the development with confidence and renewed vigour into the goals of Qatar National Vision 2030. -
Qatar's Gas Revolution
THE LNG REVIEW, 2010 2.4 – EXPORTERS Qatar’s gas revolution Having risen rapidly to become the LNG-export industry’s world leader, growing domestic gas demand has spurred a change in Qatar’s priorities. By Justin Dargin, research fellow, Dubai Initiative, Harvard University atar was a relatively late entrant to the gas in- And the benefits of Qatar’s prodigious LNG produc- Qdustry, but is now a leading producer. In recent tion have not rewarded only a few narrow industries. years, the country has positioned itself to take ad- Revenues have been invested in sectors as diverse as vantage of rising global gas demand and its huge education, infrastructure growth and international eq- natural gas reserves. uity acquisitions in large multinational corporations. The country’s proved reserves account for nearly One sour note is Iran’s repeated accusation that 14% of the world total, according to Cedigaz. Its es- Qatar is siphoning Iranian gas from its portion of timated 25.46 trillion cubic metres (cm) of gas are the North Field, known as South Pars. Iran claims the third largest in the world, behind Russia and Justin Dargin South Pars gas is migrating at an extremely fast Iran. Qatar’s reserves – mostly to be found in the rate to the Qatari side, leaving Iran with a low-qual- offshore North Field, the world’s largest non-associated gas- ity sour gas, which is more difficult to produce. field – exceed the entire reserves of the Americas, western Eu- In a significant development, Kuwait became the Middle rope and sub-Saharan Africa combined, while its reserves-to- East’s first LNG importer in 2009. -
For Global LNG in Europe: Understanding the Complexity of Access Rules for EU Import Terminals
January 2020 ‘Finding a home’ for global LNG in Europe: understanding the complexity of access rules for EU import terminals OIES PAPER: NG 157 Katja Yafimava The contents of this paper are the author’s sole responsibility. They do not necessarily represent the views of the Oxford Institute for Energy Studies or any of its members. Copyright © 2020 Oxford Institute for Energy Studies (Registered Charity, No. 286084) This publication may be reproduced in part for educational or non-profit purposes without special permission from the copyright holder, provided acknowledgment of the source is made. No use of this publication may be made for resale or for any other commercial purpose whatsoever without prior permission in writing from the Oxford Institute for Energy Studies. ISBN 978-1-78467-155-6 DOI: https://doi.org/10.26889/9781784671556 i Preface The importance and relevance of LNG for European gas balances has increased substantially in the late 2010s after several years of relatively low import levels and under-utilised regasification capacity. For some this was simply a question of the most efficient means to acquire competitive gas supplies through existing infrastructure, while others built new regasification terminals for supply diversification and security. In 2019, European LNG imports increased by more than 40% compared with the previous year and the main question for exporters had changed from whether the EU would be willing and able to compete with (principally) Asian countries for global supply, to whether they would be able to find a home for their cargoes in an over-supplied market. As the EU is the only major gas market with third party access to LNG terminals, this means that exporters can always place a cargo for which no other market can be accessed unless the owner of the terminal or the buyer agrees. -
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. -
Northern Large Marine Domain
Collation and Analysis of Oceanographic Datasets for National Marine Bioregionalisation: The Northern Large Marine Domain. A report to the Australian Government, National Oceans Office. May 2005 CSIRO Marine Research Peter Rothlisberg Scott Condie Donna Hayes Brian Griffiths Steve Edgar Jeff Dunn Cover Image designed by Vincent Lyne CSIRO Marine Researchi Cover Design Lea Crosswell and Louise Bell CSIRO Marine Research Collation and Analysis of Oceanographic Datasets – The Northern Large Marine Domain Contents Contents...........................................................................................................................................i List of Figures.................................................................................................................................ii 1. Summary................................................................................................................................1 2. Project Objectives..................................................................................................................2 3. Background............................................................................................................................2 4. Data Storage and Metadata....................................................................................................2 5 Setting for the Northern Large Marine Domain ....................................................................3 5.1 Geomorphology..............................................................................................................4