Integrated Reservoir Modelling in Carbonates

Total Page:16

File Type:pdf, Size:1020Kb

Integrated Reservoir Modelling in Carbonates Primary funding is provided by The SPE Foundation through member donations and a contribution from Offshore Europe The Society is grateful to those companies that allow their professionals to serve as lecturers Additional support provided by AIME Society of Petroleum Engineers Distinguished Lecturer Program www.spe.org/dl Integrated Reservoir Modelling for Carbonates Quo Vadis? Dr. Jürgen Grötsch Shell Global Solutions International B.V. Society of Petroleum Engineers Distinguished Lecturer Program www.spe.org/dl 2 Outline • Integrated Reservoir Modelling (IRM) in Carbonates • Carbonate versus clastic reservoirs • Past - A brief history of IRM in Carbonates – 1990’s – Example: Malampaya Buildup – 2000’s – Example: Jurassic Arab Formation – 2010’s – Example: North Sea Chalk • Present – Current challenges • Future – Where are we going? Grötsch, 2016 3 Why Do We Build Reservoir Models? • To facilitate exploration, development and reservoir management decisions: – Support of exploration and appraisal activities – Field development planning – Field development – additional phases – Volumes in-place and Reserves reporting – Uncertainty estimation and management – Well Planning and Operations support – Equity determinations (re-determinations) – Farm in opportunities – Joint venture or governance obligations – Visualisation Grötsch, 2016 4 Integrated Reservoir Modelling • What is Integrated Reservoir Modelling? – Structural Model – Facies Model – Property Model – Fluid Model – Flow Model • What else do we need from IRM? Grötsch, 2016 5 IRM – Input Data Field Analogue Survey Outcrop Analogue Studies Core Measurements Seismic Interpretation ? Natih E Channel Cut/Fill Field Performance Review Integrated Core Review Field Correlation Ekulama F1000 Production History 20000 900 Oil Rate bbl/d 18000 BHP psia 800 Water Cut % 16000 GOR scf/bbl 700 14000 600 12000 500 10000 400 8000 300 GOR scf/bbl, Watercut % Watercut scf/bbl, GOR Oil Rate bbls/d, BHP psia BHP bbls/d, RateOil 6000 200 4000 2000 100 0 0 Well Review Time Recovery Mechanism Conceptual Geological Model Sor og 15?% Current state Vertical Equilibrium Sor wog 15?% WI Gascap High Sweep? Rim volume Y mil bbl ROS WF 30 -50% WOGD and viscous (fracflow) Sor wo 25 -30% Current RF 35%, Ult. RF 45%? Grötsch, 2016 6 Carbonate Reservoirs • What controls reservoir • Modelling workflow architecture? commonly includes: – Depositional facies – Discrimination of depositional and diagenetic controls – Diagenetic overprint(s) – Pore typing and rock typing – Fracturing to model permeability and saturation THE RESERVOIR Well A Well B – No simple N/G cut-off criteria – Fracture models (Dual porosity: Dual permeability) Grötsch, 2016 7 Porosity-Permeability Relationships • Clastic Reservoirs – Porosity-permeability relationships are usually consistent in a reservoir (mostly intergranular pores) • Carbonate Reservoirs – Complex pore systems: Often more than one porosity-permeability relationship – ‘Mega-fabrics’ (fractures and karst) are poorly characterized from core data – Correlations between core-based and well-test-derived permeability are complicated – Permeability heterogeneity is complex , varies between scales – Permeability upscaling and averaging can be important Grötsch, 2016 8 Bi- and Multi-Modal Pore Networks • Clastic Reservoirs • Carbonate Reservoirs – Unimodal pore systems are most common – Bi- and multi-modal pore – Correlation between storage (oil column) networks are common in and productivity is present. carbonates – Oil transition zones are usually short – Big differences in production behaviour between the pore systems that provide storage (volumetrics) and the pore systems that provide productivity – Microporous reservoirs have long transition zones Grötsch, 2016 9 Fracturing Influences Flow Behaviour • Clastic Reservoirs • Carbonate Reservoirs – Fractured reservoirs are – Most reservoirs are fractured. Intensity uncommon and character widely varies. (exception: tight gas) – Tiny pore volume has potential for Darcy – Faults commonly act as seals: permeability. clay smear, cataclasis and – Fractures can dominate productivity and cementation effects. Fault form high permeability pathways through compartments are common. the reservoir: Water and gas breakthrough. – Faults and fractures create permeability LS4 LS3 anisotropy. LS2 LS1 – Faults are more often associated with fractures and less often act as seals. Grötsch, 2016 10 Past: A brief history of IRM – 1990’s • Advent of 3D graphics computing • Focus on tools – everybody made his own – Subsurface disciplines (GPs, GGs, PPs, REs, PTs) – Tool proliferation, limited integration • Focus on reducing uncertainty – Linking reservoir parameters – 3D seismic Close-the-Loop – industry first • Example: Malampaya, Philippines (appraisal & development) Grötsch, 2016 11 Example: Malampaya, Philippines • Conceptual geological model Seismic constrained reservoir modelling • 3D Seismic constrained reservoir models • Multiple realisations • Rock type based • 3D Seismic Close-the-Loop Real vs. synthetic seismic Ref.: Grötsch & Mercadier, 1999: AAPG Bulletin Grötsch, 2016 12 Example: Malampaya, Philippines • Velocity = f (POR, Rock type) • 3D Time/Depth conversion • Reduce Uncertainty RRT-1 RRT-2 RRT-3 RRT-4 RRT-5 Pessimistic Most Likely Optimistic Ref.: Grötsch & Mercadier, 1999: AAPG Bulletin Grötsch, 2016 13 Past: A brief history of IRM – 2000’s • Hardware gets more powerful – bigger models, more detail or area • Focus on adding functionality – Integration via using common 3D visualisation tools – Geostatistics – how can it help? – Carbonates require rock typing – how can we model this? • Example: Arab Formation, UAE (brown field) Grötsch, 2016 14 Example: Arab Formation, UAE • From conceptual geological models ..… Depositional facies distribution Ref.: Grötsch et al, 2003, Geoarabia Grötsch, 2016 15 Example: Arab Formation, UAE … to regional 3D reservoir models: Static full-field model Dynamic full-field model Facies Year 2 • Complex architecture Porosity Year 7 • Complex fluids • Rock type Perm Year 17 based model Pressure • Dynamic simulation Rock Type Year 40 Ref.: Grötsch et al, 2003, Geoarabia Grötsch, 2016 16 Past: A brief history of IRM – 2010’s • Major steps forward in technology • Tools get more complex and cumbersome – Advent of “Frankenstein” models – one model fits all – Anchoring on best guess models – Modelling for comfort rather than analytical rigor – Carbonates require “grain scale” models (i.e. pore networks) – Unconventionals cannot be handled • Conclusion: IRM did not address root cause challenges • Example: North Sea Chalk (unconventionals, subtle traps) Grötsch, 2016 17 Example: Unconventional Carbonates • Emmons (1921): Not all hydrocarbons are in anticlinal structures … • Paradigm shift: In last ten years proven by production: IRM rules do not apply. Thick source rock potential shale gas opportunity Modified after Schenk & Pollastro, 2001 • “Unconventionals” are not new: Not followed up – until recently – Example: “Tiroler Steinöl” in Austria: Triassic Seefeld Fm., Achensee National Park, carbonates mined >100 years – Example: North Sea Chalk: Discovered after many years of conventional development Grötsch, 2016 18 Example: North Sea Chalk, Denmark • HC accumulations in Chalk 1 • Originally: 4-Way closures only... • Study 1999: Halfdan discovery – no closure Area • HC distribution in low K Carbonates: Poorly understood 2 A 3 A B B Ref.: S. Back, H. van Gent, L. Reuning, J. Grötsch, J. Niederau, P. Kukla (2011) Ref.: Fabricius et al., 2007 Grötsch, 2016 19 Example: North Sea Chalk, Denmark Mass-transport Complex Northern Valley Channel 3 2 Bo-Jens Ridge Halfdan: Mound 1 linked to slumping Iso-surface 2: Chaos attribute 0 0.5 1.0 1.5 2.0 2.5 km Ref.: S. Back, H. van Gent, L. Reuning, J. Grötsch, J. Niederau, P. Kukla (2011) Grötsch, 2016 20 IRM – Where are we now? • Base case assumption persists: We build on it with ever increasing detail • Narrow range of production forecasts • Model does not address key development decisions: Ill-defined decision criteria • Perception of realism from model complexity Single Make subsurface Complex linear Base case with Narrow range investment concept workflow perturbations Dynamic of forecasts decision STOIIP based Uncertainty only $ Grötsch, 2016 21 Present – Current Challenges • Personal biases: Geological concepts & RE multipliers • Making the right models: Scaling • Uncertainty management: Parameterization, end-to-end • Linear versus iterative workflows: Enabler for integration • Technical data management: Manage models, audit trails • (T)ECOP: Neglecting more important value drivers and risks – Non-technical risks (Economic, Commercial, Operational, Political) – Access to reserves – Short-term gains versus long-term success Grötsch, 2016 22 The Challenges of the Future • Carbonate technology development IRM building blocks – Model scaling – Unconventional & subtle traps Scaled, – Grain scale & pore network modelling Integrated – End-to-end Uncertainty handling and management Workflows • Process development Decision – Focus on business decisions Driven – End-to-end integration Modelling Strategy – Scenario management • Collaboration platform Iterative – Decision Framework Tool (DFT) Model Testing – Decision Framework Model (DFM) – Technical Data Management (TDM) Grötsch, 2016 24 Unconventionals & Subtle Traps Eocene carbonate slope, Browse Basin, NWS, Australia • Carbonate Slope Geometries Map view 3D view (x5 vertical) • Reservoir property Cross section along channel axis
Recommended publications
  • 2021 Annual General Meeting and Proxy Statement 2020 Annual Report
    2020 Annual Report and Proxyand Statement 2021 Annual General Meeting Meeting General Annual 2021 Transocean Ltd. • 2021 ANNUAL GENERAL MEETING AND PROXY STATEMENT • 2020 ANNUAL REPORT CONTENTS LETTER TO SHAREHOLDERS NOTICE OF 2021 ANNUAL GENERAL MEETING AND PROXY STATEMENT COMPENSATION REPORT 2020 ANNUAL REPORT TO SHAREHOLDERS ABOUT TRANSOCEAN LTD. Transocean is a leading international provider of offshore contract drilling services for oil and gas wells. The company specializes in technically demanding sectors of the global offshore drilling business with a particular focus on ultra-deepwater and harsh environment drilling services, and operates one of the most versatile offshore drilling fleets in the world. Transocean owns or has partial ownership interests in, and operates a fleet of 37 mobile offshore drilling units consisting of 27 ultra-deepwater floaters and 10 harsh environment floaters. In addition, Transocean is constructing two ultra-deepwater drillships. Our shares are traded on the New York Stock Exchange under the symbol RIG. OUR GLOBAL MARKET PRESENCE Ultra-Deepwater 27 Harsh Environment 10 The symbols in the map above represent the company’s global market presence as of the February 12, 2021 Fleet Status Report. ABOUT THE COVER The front cover features two of our crewmembers onboard the Deepwater Conqueror in the Gulf of Mexico and was taken prior to the COVID-19 pandemic. During the pandemic, our priorities remain keeping our employees, customers, contractors and their families healthy and safe, and delivering incident-free operations to our customers worldwide. FORWARD-LOOKING STATEMENTS Any statements included in this Proxy Statement and 2020 Annual Report that are not historical facts, including, without limitation, statements regarding future market trends and results of operations are forward-looking statements within the meaning of applicable securities law.
    [Show full text]
  • Empirical Inference of Related Trading Between Two Securities: Detecting Pairs Trading, Merger Arbitrage, and Strategy Rules*
    Empirical inference of related trading between two securities: Detecting pairs trading, merger arbitrage, and strategy rules* Keith Godfrey The University of Western Australia Working paper: 5 September 2013 The traditional approach to studying pairs trading is to simulate profitability using ex-post historical prices. I study the actual trades reported anonymously in security pairs and build statistical inferences of related trading. The approach is based on the time differences between trades. It can distinguish intrinsically related securities from pseudo-random sets, find stocks involved in merger arbitrage in massive sets of paired index constituents, and infer dominant trading rules of mean reversion algorithms. Empirical inference of related trading can enable further studies into pairs trading, strategy rules, merger arbitrage, and insider trading. Keywords: Inferred trading, empirical inference, pairs trading, merger arbitrage. JEL Classification Codes: G00, G10, C10, C40, C60 The availability of intraday trading or “tick” data with time resolution of a millisecond or finer is opening many avenues of research into financial markets. Analysis of two or more streams of tick data concurrently is becoming increasingly important in the study of multiple-security trading including index tracking, pairs trading, merger arbitrage, and market-neutral strategies. One of the greatest challenges in empirical trading research is the anonymity of reported trades. Securities exchanges report the dates, times, prices, and volumes traded, without identifying the traders. In studies of a single security, this introduces uncertainty of whether each market order that caused a trade was the buy or sell order, and there are documented approaches of inference such as Lee and Ready (1991).
    [Show full text]
  • To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
    BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade.
    [Show full text]
  • Preparing for Carbon Pricing: Case Studies from Company Experience
    TECHNICAL NOTE 9 | JANUARY 2015 Preparing for Carbon Pricing Case Studies from Company Experience: Royal Dutch Shell, Rio Tinto, and Pacific Gas and Electric Company Acknowledgments and Methodology This Technical Note was prepared for the PMR Secretariat by Janet Peace, Tim Juliani, Anthony Mansell, and Jason Ye (Center for Climate and Energy Solutions—C2ES), with input and supervision from Pierre Guigon and Sarah Moyer (PMR Secretariat). The note comprises case studies with three companies: Royal Dutch Shell, Rio Tinto, and Pacific Gas and Electric Company (PG&E). All three have operated in jurisdictions where carbon emissions are regulated. This note captures their experiences and lessons learned preparing for and operating under policies that price carbon emissions. The following information sources were used during the research for these case studies: 1. Interviews conducted between February and October 2014 with current and former employees who had first-hand knowledge of these companies’ activities related to preparing for and operating under carbon pricing regulation. 2. Publicly available resources, including corporate sustainability reports, annual reports, and Carbon Disclosure Project responses. 3. Internal company review of the draft case studies. 4. C2ES’s history of engagement with corporations on carbon pricing policies. Early insights from this research were presented at a business-government dialogue co-hosted by the PMR, the International Finance Corporation, and the Business-PMR of the International Emissions Trading Association (IETA) in Cologne, Germany, in May 2014. Feedback from that event has also been incorporated into the final version. We would like to acknowledge experts at Royal Dutch Shell, Rio Tinto, and Pacific Gas and Electric Company (PG&E)—among whom Laurel Green, David Hone, Sue Lacey and Neil Marshman—for their collaboration and for sharing insights during the preparation of the report.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Chapter 11 ) VALARIS PLC, Et Al.,1 ) Case No
    Case 20-34114 Document 105 Filed in TXSB on 08/23/20 Page 1 of 4 UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION ) In re: ) Chapter 11 ) VALARIS PLC, et al.,1 ) Case No. 20-34114 (MI) ) Debtors. ) (Jointly Administered) ) (Emergency Hearing Requested) DEBTORS’ AMENDED WITNESS LIST AND EXHIBIT LIST FOR MATTERS SET FOR AUGUST 24, 2020 The above-captioned debtors and debtors in possession (collectively, the “Debtors”) file their Amended Witness and Exhibit List for the hearing to be held on August 24, 2020, at 10:00 a.m. (prevailing Central Time) (the “Hearing”) as follows.2 Witnesses The Debtors may call the following witnesses at the Hearing:3 1. Jonathan Baksht, Executive Vice President and Chief Financial Officer of Valaris PLC; 2. James Sean McGuire, Director, Stretto; 3. any witness listed by any other party; and 4. rebuttal witnesses as necessary. 1 A complete list of each of the Debtors in these chapter 11 cases may be obtained on the website of the Debtors’ proposed claims and noticing agent at http://cases.stretto.com/Valaris. The location of Debtor Ensco Incorporated’s principal place of business and the Debtors’ service address in these chapter 11 cases is 5847 San Felipe Street, Suite 3300, Houston, Texas 77057. 2 The Debtors reserve the right to amend this Witness and Exhibit List after reviewing any objections. 3 The Debtors reserve the right to cross-examine any witness called by any other party at the Hearing. 1 Case 20-34114 Document 105 Filed in TXSB on 08/23/20 Page 2 of 4 Exhibits4 Object Admit Mark Offer Disposition No.
    [Show full text]
  • How Do Extractive Companies Measure and Report Their Social Performance? Review of Approaches to Impact Assessment
    ECONOMIC AND PRIVATE SECTOR PROFESSIONAL EVIDENCE AND APPLIED KNOWLEDGE SERVICES HELPDESK REQUEST How do extractive companies measure and report their social performance? Review of approaches to impact assessment Carolin Williams ODI April 2014 How do extractive companies measure and report their social performance? EPS-PEAKS is a consortium of organisations that provides Economics and Private Sector Professional Evidence and Applied Knowledge Services to the DfID. The core services include: 1) Helpdesk 2) Document library 3) Information on training and e-learning opportunities 4) Topic guides 5) Structured professional development sessions 6) E-Bulletin To find out more or access EPS-PEAKS services or feedback on this or other output, visit the EPS- PEAKS community on http://partnerplatform.org/eps-peaks or contact Yurendra Basnett, Knowledge Manager, EPS-PEAKS core services at [email protected]. Disclaimer Statement: The views presented in this paper are those of the authors and do not necessarily represent the views of Consortium partner organisations, DFID or the UK Government. The authors take full responsibility for any errors or omissions contained in this report. 2 How do extractive companies measure and report their social performance? Table of Contents 1 Query and approach 4 2 Individual company level reviews of social performance reporting 6 2.1 Anglo American 6 2.2 BG Group 11 2.3 BHP Billiton 13 2.4 BP 17 2.5 Newmont 19 2.6 Rio Tinto 21 2.7 Royal Dutch Shell 24 2.8 Tullow Oil 27 3 Headlines from reviews of companies’ social performance reporting 30 3 How do extractive companies measure and report their social performance? 1 Query and approach Extractive companies tend to spend significant amounts on community based development projects to improve their social performance.
    [Show full text]
  • 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.
    [Show full text]
  • FTSE Factsheet
    FTSE COMPANY REPORT Share price analysis relative to sector and index performance Argos Resources ARG Oil Gas and Coal — GBP 0.031 at close 14 May 2021 Absolute Relative to FTSE UK All-Share Sector Relative to FTSE UK All-Share Index PERFORMANCE 14-May-2021 14-May-2021 14-May-2021 0.05 190 160 1D WTD MTD YTD 180 0.045 150 Absolute 0.0 0.0 0.0 44.2 Rel.Sector -2.2 0.4 -3.8 26.9 0.04 170 140 Rel.Market -1.1 1.3 -0.7 32.0 160 0.035 130 150 0.03 VALUATION 140 120 0.025 130 110 Trailing Relative Price Relative 0.02 Price Relative 120 100 PE -ve 0.015 Absolute Price (local (local currency) AbsolutePrice 110 EV/EBITDA -ve 90 0.01 100 PB 0.3 80 0.005 90 PCF +ve 0 80 70 Div Yield 0.0 May-2020 Aug-2020 Nov-2020 Feb-2021 May-2021 May-2020 Aug-2020 Nov-2020 Feb-2021 May-2021 May-2020 Aug-2020 Nov-2020 Feb-2021 May-2021 Price/Sales - Absolute Price Relative Price 4-wk mov.avg. 13-wk mov.avg. Relative Price 4-wk mov.avg. 13-wk mov.avg. Net Debt/Equity -ve 100 90 100 Div Payout 0.0 90 80 90 ROE -ve 80 70 80 70 Index) Share Share Sector) Share - - 70 60 60 DESCRIPTION 60 50 50 50 The principal activity of the Group is that of oil and 40 40 RSI RSI (Absolute) gas exploration.
    [Show full text]
  • 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.
    [Show full text]
  • Royal Dutch Shell and the Nazis
    Royal Dutch Shell and the Nazis By John Donovan In the "Fortune Global 500 Ranking by Revenue 2010", Royal Dutch Shell Pic is ranked as the second largest company in the world, after Wal-Mart Stores. Many people know something about the oil giants' controversial track record in Nigeria. It includes decades long plunder and pollution, with involvement in espionage, corruption, torture, murder, and other human rights abuses. Some people are aware of Shell's unscrupulous dealings with despotic regimes in Iraq, Iran, and Libya. Shell deliberately disguised shipping movements of Iraqi and Iranian oil during UN sanctions. Very few people have any inkling of Shell's pivotal support for Hitler and the Nazi Party. Basically, Shell saved the Nazi Party when it was in danger of financial collapse and continued, for over a decade, to pump funds into the Nazi project. As a consequence, Shell was arguably indirectly responsible for over 30 million deaths in World War 2. I have already published a series of articles on this explosive subject, the most recent major article under the headline: "Royal Dutch Shell Nazi Secrets" The Dutch oil baron Sir Henri Deterding drove Shell's support for the Nazis. He was the dictatorial founder of Royal Dutch Shell publicly described as the "Napoleon of Petroleum" and "The Most Powerful Man in the World". Sir Henri was infatuated with Hitler and the Nazis. An official account of the history of the oil giant - "A History of Royal Dutch Shell" - authored by eminent historians associated with Utrecht University, provided invaluable information during my research.
    [Show full text]