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UNITED STATES SECURITIES and EXCHANGE COMMISSION Washington, D.C
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 8-K CURRENT REPORT Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 Date of Report (Date of earliest event reported): May 5, 2020 IMPERIAL OIL LIMITED (Exact name of registrant as specified in its charter) Canada 0-12014 98-0017682 (State or other jurisdiction (Commission File Number) (IRS Employer Identification No.) of incorporation) 505 Quarry Park Boulevard S.E., Calgary, Alberta T2C 5N1 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: 1-800-567-3776 ____________________________________________________________________ (Former name or former address, if changed since last report) Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below): [ ] Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) [ ] Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) [ ] Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) [ ] Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) Securities registered pursuant to Section 12(b) of the Act: Name of each exchange on Title of each class Trading symbol which registered None None Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter). -
Article the 90-Year Evolution of Japan's Academic Interest in Iran
Article 29 The 90-year Evolution of Japan’s Academic Interest in Iran Keiko Sakurai Professor, Faculty of International Research and Education, Waseda University Director, Organization for Islamic Area Studies, Waseda University I. Introduction War II broke out. Despite Iran’s declared neutrality, Britain and the Soviet Union jointly invaded Iran in 1929 1941 marked the beginning of official diplomatic , believing Rez‥ā Shāh to have closer ties to the relations between Japan and Iran. The countries signed Axis powers, particularly Germany. Iran remained a “Japan-Persia Temporary Trade Agreement” that under Anglo-Soviet control until 1946. year, and Japan opened a diplomatic office in Tehran Under the Anglo-Soviet Occupation, Iran broke that August. A Persian diplomatic office was later off relations with Japan in April 1942, and in 1945 opened in Tokyo in July 1930. Diplomatic contacts declared war against the Axis powers, including Japan. between two countries, however, actually started as After the San Francisco Peace Treaty came into effect early as 1878, when Japan’s special envoy to Russia in 1952, diplomatic ties between the countries were Takeaki Enomoto met with Persian monarch Nās4 er al- reestablished in November 1953 and have continued 2 Dīn Shāh in Saint Petersburg. Two years later, Japan uninterrupted since then. sent its first official delegation to Tehran, headed by Iran’s oil boom in 1973 accelerated economic 1 Masaharu Yoshida. Yoshida was granted an audience interactions with Japan. Nonetheless, personal contact with Nās4 er al-Dīn Shāh in 1880, and brought an between Japanese and Iranian citizens was mostly official communiqué back to Japan from the Persian limited to diplomacy and business interactions, with Empire. -
2016 EITI Report
Contents List of Abbreviations ......................................................................................................................6 Executive Summary........................................................................................................................8 1. EITI in Iraq .............................................................................................................................. 14 1.1. About the Extractive Industries Transparency Initiative (EITI) ................................... 14 1.2. EITI Implementation in Iraq .................................................................................................. 14 1.3. EITI Governance and leadership in Iraq (Requirement 1.1 – 1.3) ................................ 16 1.4. MSG Governance (Requirement 1.4) .................................................................................. 17 1.5. MSG Workplan (Requirement 1.5) ....................................................................................... 18 2. Legal Framework and Fiscal Regime for the Extractive Industries (Requirement 2.1) . 20 2.1. National Governance Structures ......................................................................................... 20 2.2. Overview of the regulations applicable to extractive industries ................................. 21 2.2.1. Extractive sector regulations in federal Iraq ........................................................................ 21 2.2.2. Overview of the corporate income tax and withholding tax regimes applicable -
Development of the Energy Sector in the State of Qatar 1995-2010.Pdf
2 HIS HIGHNESS HIS HIGHNESS SHEIKH HAMAD BIN KHALIFA AL-THANI SHEIKH TAMIM BIN HAMAD AL-THANI Emir of the State of Qatar The Heir Apparent 3 “It is significant that the stages which appear to be modest, are part of a long term comprehensive plan comprising goals less modest and more ambitious. And it’s enough to compare 1995 with 2010 to know where Qatar was and where it is now. Our people will see how Qatar will be after implementing our plans for 2030”. His Highness Sheikh Hamad Bin Khalifa Al-Thani Emir of the State of Qatar 4 Introduction Since 1995, His Highness the Emir Sheikh Hamad Bin Khalifa Al-Thani took upon himself the immense responsibility to establish the modern State of Qatar. He carried out this enormous task with the help of Allah’s blessing on Qatar with its natural resources, mainly in natural gas and oil, and he rallied the country’s establishments and its patriotic citizens to achieve his vision. Thus, the energy and industry sector as well as its related industries became the field of challenge and ambition, and so Qatar became a pioneer among the main international leaders in this field. This book chronicles the rapid developments and major achievements in Qatar’s oil, natural gas and petrochemical industries from 1995 to 2010. This period had been marked with headlines of sustainable development and was replete with many challenges. The priorities during this period included creating the ideal mechanism in managing the available oil and gas resources, introducing appropriate strategic plans for developing the country’s energy industry, and optimizing investments in manufacturing and mining. -
Structuring Petroleum-Sector Institutions
Briefing October 2014 Considerations for Indonesia’s Universitas New Government: Structuring Gadjah Mada Petroleum-Sector Institutions Patrick Heller and Poppy Ismalina As Indonesia’s new government seeks to maximize the country’s benefits from the petroleum sector, one of its most important tasks will be to resolve the longstanding uncertainty surrounding the roles and responsibilities of the public institutions responsible for managing the sector. This briefing offers a perspective based on global experience in oil and gas as well as Indonesia’s own history. WHY PETROLEUM-SECTOR INSTITUTIONAL STRUCTURE MATTERS Effectively allocating roles and responsibilities among ministries, Pertamina, and other government agencies is crucial if Indonesia is to tackle the challenge of reinvigorating its petroleum sector. Indonesia faces declining petroleum reserves and production, rising consumption, costly fuel subsidies and a desire to boost the performance of Pertamina. The country therefore requires an institutional structure that will enable it to execute a coherent strategy and that empowers the assigned entities to manage exploration, production, relationships with contractors, tax collection and the enforcement of Indonesia’s laws and contracts. Most importantly, the government must decide whether to house regulatory (i.e., monitoring and oversight) responsibilities within Pertamina or in another body. The new government has an opportunity to reconcile the Constitutional Court’s decision on BP Migas and build a coherent, effective, forward-looking structure. In the aftermath of the 2012 Constitutional Court decision—which invalidated the role of independent regulator BP Migas as established in 2001 on the grounds that it did not meet the state’s responsibilities under Article 33 of the constitution—there has been confusion about the present and the future of government responsibility for the petroleum sector. -
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. -
Mobil Oil Australia Pty Ltd Submission to the House of Representatives
SUBMISSION 17 House Economics Committee Inquiry into Australia’s oil refinery industry - Submission by Mobil Oil Australia Pty Ltd Mobil Oil Australia Pty Ltd Submission to the House of Representatives Standing Committee on Economics Inquiry into Australia’s oil refinery industry November 2012 November 2012 Page 1 of 6 SUBMISSION 17 House Economics Committee Inquiry into Australia’s oil refinery industry - Submission by Mobil Oil Australia Pty Ltd INTRODUCTION Mobil Oil Australia Pty Ltd ("Mobil") is pleased to have the opportunity to provide input to the House of Representatives Standing Committee on Economics Inquiry into Australia’s oil refinery industry. The terms of reference for the Inquiry cover matters which are important to Mobil and to the Australian economy and have been the subject of much discussion with and input from Mobil and other parties in the development of the Government’s recent Energy White Paper (“EWP”) and related reports such as the 2011 National Energy Security Assessment (“NESA”) and Liquid Fuels Vulnerability Assessment “”LFVA”).. Mobil’s wholly owned subsidiary, Mobil Refining Australia Pty Ltd (“MRA”), owns and operates the Altona refinery in Melbourne, which is a key part of Victoria’s energy supply chain, providing around 50% of the State’s petroleum fuel needs. Mobil is a major supplier of petroleum fuels to resellers, other wholesalers and end users, including aviation customers, around Australia. Mobil has operated in Australia for over 115 years, including through predecessor companies. In addition to the Altona refinery, Mobil operates major bulk petroleum terminals in Melbourne (Yarraville), Sydney (Silverwater) and Adelaide (Birkenhead) and aviation fuel facilities at Melbourne (Tullamarine) and Adelaide airports, and has ownership interests in or long term throughput arrangements at other fuel terminals around the country. -
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. -
Saudi Aramco Rabigh Refinery Control System
SUCCESS STORY Saudi Aramco Rabigh Refi nery Control System Replacement (Hot Cutover) Location: Rabigh, Kingdom of Saudi Arabia Order Date: October 2003 Completion Date: May 2006 Industry: Refi ning About Saudi Aramco and the Rabigh Refi nery Saudi Aramco’s operations span the globe and the energy industry. The world leader in crude oil production, Saudi Aramco also owns and operates an extensive network of refi ning and distribution facilities, and is responsible for gas processing and transportation installations that fuel Saudi Arabia’s industrial sector. An array of international subsidiaries and joint ventures deliver crude oil and refi ned products to customers worldwide. World-class refi neries located across the country, from the Arabian Gulf to the Red Sea, reliably supply more than a million barrels of products each day to meet the needs of the Saudi Arabian and international markets. The Rabigh Refi nery, located 160 kilometers north of Jeddah on the Rea Sea coast, is one such refi nery operated by Saudi Aramco. The Rabigh refi nery has a 400,000 BPD crude topping facility. Crude is delivered by tankers through the Saudi Aramco Rabigh port. The main products are fuel oil, naphtha, and jet fuel. LPG and oil are used as fuel for the refi nery while recovered sulphur is bagged and shipped. Background of This Project As part of an upgrade project to reap the benefi ts of the latest technology, Saudi Aramco Rabigh Refi nery awarded Yokogawa this project to replace the existing control system with a state-of-the-art distributed control system (DCS). -
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. -
Idemitsu Sustainability Report 2019 Independent Practitioner’S Sustainability Environment Social Governance ESG Data Comparative Table Assurance Report 3
Independent Practitioner’s Sustainability Environment Social Governance ESG Data Comparative Table Assurance Report 2 Management Vision CONTENTS We are an energy co-creation company that values diversity and inclusion, 2 Management Vision, Action Mindset, Contents GOVERNANCE creates new values with customers and stakeholders, and seeks harmony 3 Editorial Policy 49 Message from Outside Directors 4 Message from President 50 Directors, Audit & Supervisory Board Members with the environment and society. 7 Medium-term Management Plan and Executive Officers 10 Review of Operations 52 Corporate Governance 11 Idemitsu Group’s Sustainability 56 Compliance ■ We will deliver various forms of energy and materials in a sustainable manner. 57 Risk Management ENVIRONMENT 59 Intellectual Property ■ We will expand and share our problem-solving capabilities with the world. 15 Environmental Management / Environmental Policy 17 Overview of Environmental Impacts Through Our ESG Data ■ We will grow stronger by anticipating change and responding flexibly. Business Activities 61 Environment 18 Response to Climate Change 70 Social 23 Response to Circular Economy 75 Governance 24 Waste Reduction 76 Environmental Data of Refineries and Complexes Action Mindset 25 Water Management Independence and autonomy 26 Conservation of Biodiversity Comparative Table 27 Land Use Change 78 Comparative Table with GRI Standards We think and act initiatively 28 Management of Chemical Substances and 88 Comparative Table with ISO 26000 Reduction of Hazardous Substances Co-creation -
Governing the Arctic
Arctic Review on Law and Politics Peer-reviewed article Vol. 10, 2019, pp. 190–216 Governing the Arctic: The Russian State Commission for Arctic Development and the Forging of a New Domestic Arctic Policy Agenda Helge Blakkisrud Norwegian Institute of International Affairs (NUPI) Abstract After a period of relative neglect in the 1990s and early 2000s, the Arctic is back on the agenda of the Russian authorities. To ensure efficient coordination and implementation of its Arctic strategy, the government in 2015 established a State Commission for Arctic Development. It was to serve as a platform for coordinating the implementation of the government’s ambitious plans for the Arctic, for exchange of information among Arctic actors, and for ironing out interagency and interregional conflicts. Based on a case study of the State Commission for Arctic Devel- opment, this article has a twofold goal. First, it explores the current Russian domestic Arctic agenda, mapping key actors and priorities and examining the results achieved so far. Second, it discusses what this case study may tell us the about policy formulation and implementation in Russia today. We find that while the government’s renewed focus on the Arctic Zone has yielded some impressive results, the State Commission has been at best a mixed success. The case study demonstrates how, in the context of authoritarian modernization, the Russian government strug- gles to come up with effective and efficient institutions for Arctic governance. Moreover, the widespread image of a Russian governance model based on a strictly hierarchic “power vertical” must be modified. Russia’s Arctic policy agenda is characterized by infighting and bureaucratic obstructionism: even when Putin intervenes personally, achieving the desired goals can prove difficult.