Essar Oil – Analysts' Meet – May, 2008

Total Page:16

File Type:pdf, Size:1020Kb

Essar Oil – Analysts' Meet – May, 2008 Essar Oil – Analysts’ Meet – May, 2008 Strictly Private & Confidential Confidential Disclaimer 2 Confidential Table of Contents ¾ Essar Group Overview ¾ Essar Oil Limited Refining Business Overview Exploration & Production Business Marketing and Distribution Business ¾ Market Overview & Operation Performance ¾ Refining Expansion Rationale Project parameters Project Cost & Financing ¾ Management Team 3 Essar Group Overview Confidential Essar: Amongst the Leading Indian Business Houses Essar Global Limited Essar Essar Essar Steel Essar Energy Essar Essar Shipping & Communications Power Holdings Holdings Limited Holdings Limited Projects Limited Logistics Limited Holdings Limited Limited Essar Steel Essar Oil Vodafone Essar Essar Power / Bhander Essar Construction Essar Shipping Power Existing 45 million subscribers 4.6 MTPA Integrated Refining 1015 MW combined ▪ Engineering Fleet of 24 vessels, Steel Plant (‘ISP’) Telecom Tower & cycle ▪ Fabrication DWT of 1.3 mn Refinery Complex - 10.5 Infrastructure Expansion Essar Steel - Hazira ▪ Construction Vadinar Oil MMTPA Essar Power (MP) 3,000 towers Terminal 4 MTPA ISP * Limited – 1200 MW Expanding capacity to Fully geared to execute Terminal facility of 33 Essar Steel Orissa Essar Telecom Retail Essar Power (Gujarat) 34 MMTPA turnkey EPC jobs in MMTPA – Liquid Cargo 6 MTPA Pellet Plant* Chain of over 750 retail Limited – 1200 MW India and Overseas being expanded to 96 outlets Oil Retail Marketing Essar Power MMTPA Algoma Steel, Canada Aegis - BPO Jharkhand Limited – Global Supplies Essar Oilfields 4.0 MTPA ISP 1274 Retail Outlets 1200 MW (UAE)FZE Amongst the largest Global procurement A drilling company with Exploration & BPO’s in India, with 9 (2) 13 rigs Minnesota Steel, US Vadinar Power company •6 MTPA Pellet Plant* Production Blocks: centers in India and 9 •1.4 biliion tonnes Iron centers in USA • Power Generation Essar Logistics ▪ Ratna, India Capacity of 77MW Ore Reserves BPL Mobile Owns and operates ▪ Mehsana, India being expanded to transshipment assets P T Essar Indonesia ▪ Raniganj, India 1 Million subscribers 1200 MW in two 0.4 MTPA cold rolling ▪ Assam phases. Essar Bulk Terminal Complex (1) Kenyan Mobile ▪ Madagascar License Dry bulk port facilities (1) Essar Steelhypermart ▪ Nigeria ▪ Vietnam(1) (1) Under transfer (2) In the process of owning a majority stake of upto 74% * Projects under implementation 5 Confidential With A Long-Term Growth Vision For The Energy Sector Setup Indian retail network of 5,000 outlets and establish footprint in important export markets Significant Presence throughout hydrocarbon value-chain Crude Oil - 30% of refining capacity Gas – 100% of group feed stock requirement Target refining capacity – 1 million bpd with state of the art technology Vision to be a fully integrated energy group with global footprint 6 Confidential Essar Oil Limited – An Integrated Energy Company Essar Energy Holding Limited Essar Oil Limited Exploration & Refining Marketing & Distribution Production Network Blocks Existing (EOL) Essar Oil Vadinar Ltd. • Develop & Maintain well Essar Exploration & spread out distribution Indian Production Limited network (Mauritius)* • Presently 1274 retail • 10.5 MMTPA • Capacity Expansion outlets Refinery Train 2 – 16 to 34 • 7 Terminals & 9 Depots •Ratna • Capacity Expansion MMTPA (Train – II) •Mehsana from 10.5 to 16 EEPL - Nigeria • Madagascar MMTPA (Train-I) • Raniganj •Vietnam • Assam •Nigeria Block * Under transfer 7 Essar Oil: Refining Business Overview Confidential Strategically Located World Class Refinery Operational Highlights ● Commenced Commercial Production (from May 1, 2008) and operating at well above rated capacity of 10.5 mmtpa ● Designed as a cracking refinery utilising FCC as major conversion technology with complexity of 6.1 ● Location advantage at Vadinar, Gujarat ● Internationally acclaimed technology from process licensors (ABB- Lummus, Axens, Shaw Stone & Webster, Stork Comprimo, Merichem) ● Currently producing Euro II/III Products, processed about 67 million barrels of crude till 30/4/08 ● Significant tax benefits – Income Tax & Sales Tax ● Home market demand (PSU and private refiners) providing strong market for our products Domestic Demand Customers Vadinar Euro II / III Markets Globally Suppliers Refinery is up and running with key captive infrastructure in place 9 Confidential Existing Refinery – Configuration Commissioning S.N. UNIT MMTPA Technology Licensor Date (Trial) 1 Crude & Vaccum Distillation Unit Open Art November, 2006 (CDU)/ (VDU) 10.5 /7.2 (ABB Lummus) 2 Visbreaker Unit (VBU) Axens, France January, 2007 1.9 3 Naphtha Hydrotreating Unit (NHT) Axens, France February, 2007 1.6 4 Continuous Catalytic Reformer (CCR) Axens, France February, 2007 0.9 5 Fluid Catalytic Cracking Unit (FCCU) Shaw – Stone & Webster, December, 2007 2.9 USA 6 Diesel Hydrodesulphurisation Unit Axens, France January, 2008 (DHDS) 3.7 7 Amine Regeneration Unit ABB December, 2007 2.02 8 Sulphur Recovery Unit Jacobs February, 2008 422 tpd 10 Confidential Refinery Trial Run Operations ● Processed about 67 mln barrels of crude since inception ● Processed about 21 types of crude with a wide variety of assays: Gravity, Sulphur content & TAN ● No unplanned outages of the Crude Unit. ● Secondary Units ( FCCU, DHDS, Sulphur Block ) are operating stably beyond name plate capacity. ● Utilities have operated reliably throughout the period and have supported the increase in throughput. ● Dispatch facilities have ensured smooth evacuation of products even at higher rates ● Lost Time Injury Frequency Rate during first year was 0.2 per million hours, which is world class. Refinery currently operating at 12.5 MMTPA 11 Confidential Tax Benefits ¾ Income Tax Benefit 100% income-tax exemption on refinery profits for 7 years under section 80-IB ¾ Sales Tax/ VAT Deferral Benefit Gujarat High Court vide its Order dated April 22, 2008 has restored the benefits by extending the time limit for production to 02/04/2007 Further GHC directed that the following conditions shall be stipulated provided the final eligibility certificate is issued within one month from the date of receipt of judgment : Benefit of deferment of Sales Tax / VAT on Sales made upto 14th August, 2020 No refund of Sales Tax / VAT already paid by the petitioner Reduction of Rs. 700 crore from the total value of incentive Based on above, estimated Sale Tax Deferral is approx. USD 2 billion 12 Confidential ..And Ability to Leverage Synergies with Group Companies Essar Shipping SBM Port Handling Tank Farms Vadinar Oil Terminal Limited Refinery Essar Vadinar Power Construction Plant Township Essar Steel 13 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity 14 SBM Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity 15 COT Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Main Refinery 16 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Water Intake 17 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Captive Power Plant 18 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity CDU / VDU 19 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity VBU Treaters 20 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity NHT / CCR 21 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity FCCU 22 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Diesel Hydro Desulphurization (DHDS) 23 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Aromatics Recovery Unit / Sulphur Recovery Unit (ARU / SRU) 24 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Dispatch Area 25 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Truck Gantry 26 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Rail Loading Gantry 27 Confidential End to End Infrastructure in Place with Ability to Ramp Up Capacity Product Jetty 28 Exploration and Production Business Confidential E&P Assets Assam ● 100% interest in 2 Gujarat exploration blocks ● 70% operatorship interest in Mehsana block CB-ON/3 ● Certified 2P Reserves of 2.7 mmbbl of oil in one discovery alone West Bengal ● 100% interest in RG(East)- Nigeria * CBM-2001/1 block in Ratna Durgapur, WB ● 63% interest in offshore block OPL 226 ● 50% joint operators interest in Ratna & R series blocks Vietnam * ● Certified 2P Reserves of ● 100% interest in Offshore 161 mmboe block 114. Madagascar * ● 100% interest in 3 exploration blocks * Under transfer 30 Strong E&P footprint with plans to expand Globally Confidential E & P - Performance 180 Sqkm of 3D seismic acquired and 10 wells drilled in block CB-ON/3, Mehsana. Currently producing from one field with certified 2P of 2.7 mmbbls and 2 additional discoveries under appraisal. Produced and sold more than 17,000 bbls of crude oil. 15 core holes drilled and coal tested for permeability, gas content, etc. in CBM block in Raniganj. drilling of 15 test wells and acquisition of 120 LKM of seismic under progress. Spent about US$ 75 Mn on Exploration & Production during financial year 2007-08. Committed work programme in the current phase of existing blocks is to the tune of US$ 290 Mn of which US$ 130 Mn will be spent in current financial year. Work programme includes: G&G evaluation and seismic programmes in Assam,
Recommended publications
  • OIL COUNCIL Exploration Director, WORLD ASSEMBLY Tullow Oil
    Oil & Gas Company Executives Register Today for only £1,995! Special Industry Delegation Discounts Also Available! 70 renowed speakers including: Angus McCoss OIL COUNCIL Exploration Director, WORLD ASSEMBLY Tullow Oil The World’s Premier Meeting Ashley Heppenstall President and CEO, Point for Energy, Finance Lundin Petroleum and Investment Charles ‘Chuck’ Davidson Chairman and CEO, Noble Energy John Knight EVP, Global Strategy and Business Development, Statoil Dr Mike Watts Deputy CEO, 26 – 27 November 2012 Cairn Energy Old Billingsgate, London, UK Ian Henderson Senior Advisor, J.P Morgan Asset Management • Europe’s largest O&G business meeting with 1,200 senior executives • Global participation from international O&G companies, investors and financiers • Delegations attending from NOCs, IOCs, small-cap, mid-cap and large cap independents • Direct access to energy focussed debt providers, equity capital, private equity Ian Taylor and strategic investors President and CEO, • Focuses on E&P funding, corporate development strategies, joint ventures, Vitol Group deepwater, the future of the North Sea and NCS, the new MENA landscape and the new regulatory environment Julian Metherell Lead Partners: CFO, Genel Energy Ronald Pantin CEO, Pacific Rubiales Partners: PR OG RE SS IV E Toronto Stock TSX Venture Toronto Stock TSX Venture Toronto Stock TSX Venture Exchange Exchange Exchange Exchange Exchange Exchange Bourse de Bourse de Bourse de Bourse de Bourse de Bourse de www.oilcouncil.com/event/wecaToronto Croissance TSX Toronto Croissance TSX
    [Show full text]
  • Boards Fall Behind in the Drive to Appoint Women Alex Spence: the Times February 6 2012
    Boards fall behind in the drive to appoint women Alex Spence: The Times February 6 2012 Britain's biggest companies will miss a deadline to have a quarter of their boardroom positions filled by women unless more is done to move talented female executives up the corporate ladder, recruiters have warned. As things stand, the target of having 25 per cent of FTSE 100 directorships held by women will be met two years late, in 2017, the search firm Norman Broadbent said. Although the female composition of FTSE 100 boards has risen from 13.6 per cent at the start of last year to almost 15 per cent, the supply of women executives and senior managers remained limited, it said. According to Neil Holmes, a consultant at Norman Broadbent: "Women are appearing on short-lists but the supply on the executive side is still lower than it should be and this requires companies to invest in long-term cultural changes." In a report last year, Lord Davies of Abersoch challenged corporate leaders to cast the net wider in the search for directors and to break their dominance of their boardrooms. Twenty-six per cent of the non-executive directors appointed to FTSE 100 boards last year were women, with 24 per cent in the FTSE 250 and 17 per cent in smaller listed companies. Women still lagged well behind their male counterparts in the top executive jobs at the biggest companies, accounting for 9 per cent of FTSE 100 executive positions last year, Norman Broadbent said. There was also a vast disparity between different industries, with women making up 17 per cent of boards in the health sector at the end of the year.
    [Show full text]
  • Nayara Energy Annual Report 2016-17
    Essar Oil Limited Annual Report 2016-17 Essar Oil Limited Contents Corporate Overview Reports Financial Statement Scaling New Heights 01 Directors’ Report 11 Standalone The World of Essar Oil 02 Independent Auditor’s Report 44 Snapshot of FY 2016-17 04 Balance Sheet 50 Message from the Former Chairman 06 Statement of Profit and Loss 51 Message from the Former Managing Cash Flow Statement 52 Director & CEO 08 Notes 55 Corporate Information 10 Consolidated Independent Auditor’s Report 123 Balance Sheet 128 Statement of Profit and Loss 129 Cash Flow Statement 130 Notes 133 Form AOC-1 206 Notice AGM Notice 208 2 Annual Report 2016-17 | Scaling New Heights Corporate Overview Reports Financial Statements Scaling New Heights Crude and product storage facility at the Refinery Keeping up with its tradition of setting new records, Essar Oil Given the Company’s commitment to superior performance, continued its streak of stellar performance for yet another year we have been regularly investing in the process and technology in FY 2016-17. The Company clocked its highest-ever crude improvement. Through a slew of proactive strategies, we have throughput of 20.94 MMT in FY 2016-17, while production of been able to achieve three-fold increase in sales of petcoke to HSD and MS also stood at its best 10,053 kT and 3,498 kT, small-scale customers. As a result of these efforts, our petcoke respectively. Essar Oil’s crude receipt through SPM also hit its sales grew by 11% in FY 2016-17 while sulphur sales grew by peak at 18.8 MMT for the first time in the Company’s history.
    [Show full text]
  • 1 Modelling Oil and Gas Stock Returns Using Multi Factor Asset Pricing
    Modelling oil and gas stock returns using multi factor asset pricing model including oil price exposure Abstract Oil and gas is one of the most important sectors in every economy and the valuation of oil and gas companies becomes quite challenging due to the volatility of crude oil price. The paper investigates the determinants of the UK oil and gas stock returns using multi factor asset pricing model and the existence of asymmetric effects in the Brent crude oil price. Our results show that market risk, oil price risk, size and book-to-market related factors are all relevant in the determination of asset returns of the oil and gas companies quoted on the London stock exchange. Oil price increases and decreases decomposed separately have more effect on the oil companies’ stock returns than the normal log changes of the price which shows the presence of asymmetric effect. However, the oil price shocks in general do not seem to strongly affect stock returns in oil and gas sector possibly due to horizontal and vertical integration of bigger companies in the sector. Keywords: asset pricing models, Brent crude oil, asymmetry in oil price, size effect, book to market ratio, oil and gas sector, oil price exposure, structural breaks. JEL Classification Codes: G12 1 1. Introduction One of the biggest challenges in the field of finance is how to effectively model the risk and return of financial securities. Researchers have formulated various asset pricing models that tend to explain the determinants of asset returns. Markowitz’s (1952) mean-variance analysis provides the foundations of portfolio optimisation.
    [Show full text]
  • General Presentation
    Glencore CEO – Ivan Glasenberg Miami, 15th May, 2012 Why invest in Glencore? 1. Unique market position in global commodities 2. Strong track record of value creation driven by capital discipline and a focus on returns 3. Management are owners not renters of assets 4. Strong pipeline of high quality production growth with low capital cost 5. Marketing operations are scale-able at low incremental capital cost 6. Robust balance sheet 7. Xstrata merger and Viterra acquisition create unique natural resources group Glencore - a uniquely compelling way for investors to benefit from commodity demand growth I 2 What does Glencore do? . Position throughout the value chain allows Glencore to capture value at each stage . Producers typically solely focused on sale of own products while other marketing peers do not have Glencore’s scale and access to own supply Upstream Marketing, Processing / Marketing, production Storage and freight refining Storage and freight Zinc / copper / lead Alumina / aluminium Ferroalloys / Metals and Minerals nickel / cobalt / iron ore Oil Coal / coke n/a n/a Energy Products Energy Agricultural products Agri. Agri. Products Key: I 3 Significant presence Lesser presence How is Glencore’s business model unique? Scale Strong competitive positions in core activities Unique breadth of local presence with critical mass: more than 50 offices in more than 40 countries Largest global user of letters of credit 98 active banking relationships Diversification 54 geographies 18 major commodity groups Vertical integration Production to delivery to customer No single competitor in all markets Human capital Culture and high retention rates Long-term customer/supplier relationships 7 000 customer and supplier relationships Supplier relationships provide unique access to compelling asset deals I 4 Strong track record of value creation… 1974 1987 / 1988 .
    [Show full text]
  • Entrepreneurialism Fully Priced Target Price HKD 70.40 Starts At70.40 Closing Price HKD 67.40 May 30, 2011 Potential Upside +4.5%
    Glencore 0805.HK 805 HK BASIC MATERIALS EQUITY RESEARCH May 31, 2011 Initiating at NEUTRAL with TP of HKD70.40 Rating Starts at Neutral Entrepreneurialism fully priced Target price HKD 70.40 Starts at70.40 Closing price HKD 67.40 May 30, 2011 Potential upside +4.5% Action/Valuation: Expensive relative to mining peers; NEUTRAL Anchor themes Glencore is evolving from a trading house whose mining assets principally We expect the mining sector to served to feed its marketing business into one whose mining assets outperform in 2011, with become the key driver of group earnings. Although we find Glencore's thermal coal being our management to be the most entrepreneurial team in the sector, we think preferred commodity pick. valuations are expensive relative to mining peers. Our HKD70.40 TP represents a 10% holding company discount to our SOTP NPV valuation. Nomura vs consensus Coverage on the street is Mining assets: higher volume growth, but with higher risk and costs currently sparse. Excluding Xstrata, we estimate an attributable copper equivalent CAGR for Glencore of 7.5% over 2011-2015E (vs an average of 5.2% for the Research analysts diversified miners). Glencore’s high growth is partly offset by higher geographical risk and a higher cost profile, with average costs mostly in Singapore Basic Materials the third quartile of industry cost curves. Tanuj Shori - NSL [email protected] A high-quality and counter-cyclical marketing business +65 6433 6981 Glencore’s marketing business has dominant market shares, high barriers to entry and counter-cyclical cash generation, and we believe it should European Metals & Mining trade in line with or at a small discount to Noble (because of Noble’s Paul Cliff - NI plc [email protected] greater exposure to agriculture, which tends to be less cyclical, and its +44 20 7102 4349 faster earnings growth, offset to some extent by Glencore’s higher RoCE).
    [Show full text]
  • Opportunity and Strategy for Nocs and Their Partners
    7th annual event 19-20 June 2013 Opportunity and strategy for Grange St. Paul’s Hotel NOCs and their partners London, UK created by www.worldnationaloilcongress.com “It does not happen every day that you have access to the CEOs of some of the most important NOCs and this conference gives us that opportunity.” Oleg Shvander | Partner, Clyde & Co The World National Oil Companies Why sponsor or exhibit? If you’re a supplier or a partner with national oil Congress is now in its 7th year. companies the event will provide a great platform to: If you’re a national oil company this event will give you an unparalleled opportunity to: • Meet NOCs looking for partners It is the meeting place for national oil • Raise your profile companies and their partners. • Promote an upcoming bidding round • Position yourself as a leader • Form joint ventures • Find joint venture opportunities Over 50% of our attendees come from • Conduct M&A deals • Close deals oil & gas operators from across the • Find new partners • Generate leads • Increase market share world. • Launch your global business Our keynote led conference sessions and focus on networking makes this the must-attend event for anyone working with NOCs or looking to work with them. Contact Alex Hogg +44 (0)20 7827 5946 [email protected] The main theme of the conference is NOC/ Industry breakdown Geographical breakdown IOC partnerships with executives sharing their experience and thoughts on the future of the industry. National oil companies, other operators and solution providers will be sharing
    [Show full text]
  • Achtergrond Bedrijvenlijst Klimaatlabel
    Achtergrond bedrijvenlijst klimaatlabel Olie- en gasbedrijven We kijken naar investeringen in olie- en gasbedrijven die opgenomen zijn in de Carbon Underground ranking. Dit zijn beursgenoteerde bedrijven met de grootste koolstofinhoud in hun bewezen voorraden – die dus het sterkst bijdragen aan klimaatverandering bij ontginning van de voorraden waarop ze rekenen. Zie http://fossilfreeindexes.Com Anadarko Petroleum Antero Resources Apache ARC Resources BASF Bashneft BHP Billiton Birchcliff Energy BP Cabot Oil & Gas California Resources Canadian Natural Resources Cenovus Energy Centrica Chesapeake Energy Chevron China Petroleum & Chemical Corp Cimarex Energy CNOOC Concho Resources ConocoPhillips CONSOL Energy Continental Resources Crescent Point Energy Denbury Resources Det Norske Devon Energy DNO International Ecopetrol Encana Energen ENI EOG Resources EP Energy EQT ExxonMobil Freeport-McMoRan Galp Energia Gazprom GDF SUEZ Great Eastern Gulfport Energy Hess Husky Energy Imperial Oil Inpex JX Holdings KazMunaiGas EP Linn Energy Lukoil Lundin Petroleum Maersk Marathon Oil MEG Energy Memorial Resource Mitsui MOL Murphy Oil National Fuel Gas Newfield Exploration Noble Energy Novatek Oando Energy Occidental Oil India Oil Search OMV ONGC - Oil & Natural Gas Corp Ltd (India) Painted Pony Petroleum PDC Energy Petrobras PetroChina Peyto E&D Pioneer Natural Resources Polish Oil & Gas (Polskie Gornictwo, Gazownictwo) PTT QEP Resources Range Resources Repsol Rosneft Royal Dutch Shell SandRidge Energy Santos Sasol Seven Generations Energy SK Innovation
    [Show full text]
  • Annual Report 2019
    celebrating ANNUAL REPORT AND ACCOUNTS 2019 110 years Balfour Beatty plc Beatty Balfour Shaping the future Annual R Build to Last eport and Accounts 2019 Accounts eport and THE BEST OF BALFOUR BEATTY There are so many amazing things happening across Balfour Beatty. In our 110th birthday year, we asked our employees to help tell our story – by sharing their best photos of what we do and how we do it. Featured below are some of the entries from across our business showcasing our size and scale, our capabilities, our expert people, our incredible projects and our market-leading innovations. Discover more on instagram.com/balfourbeatty 1 4 8 5 9 2 6 3 7 10 11 14 12 celebrating 110years CREDITS 13 1 Hinkley Point C Marine Works, Bristol Patrick Brady 2 London Pride, London Jared Tiller 3 Bridges to Prosperity, Rwanda Justin Maletic 4 ElecLink, Kent Jacqueline Fowler 5 Herefordshire Public Realm Services Contract Michael Mable 6 Los Angeles Airport Automated People Mover Paul England 7 Paddington to Reading Electrification Chris Ottley 8 A76 Enterkinfoot, Scotland Chris Hodge 9 Wickford Waste Recycling Centre, Essex Tom Gillett 10 Thames Tideway Tunnel, London Li-Ming Cheung 11 Gables Station, Florida Jorge Munoz 12 Central Kowloon Route, Hong Kong Lunggy Fung 13 Drone Technology, North Carolina Kelly Simpson 14 East Slope Residences, Sussex Anas Akkawi Creating infrastructure; supporting communities; enabling growth. Five years into our Build to Last transformation programme, Balfour Beatty continues to drive a culture of transparency, risk management and relentless improvement. Leo Quinn Group Chief Executive In the following sections, discover Balfour Beatty’s approach to developing and leveraging its capabilities and how the Group is adding value for all its stakeholders through continuous improvement as well as encouraging and supporting employees to develop a positive culture.
    [Show full text]
  • FT UK 500 2012 A-Z Company UK Rank 2012 3I Group 114 888 Holdings 401 Abcam 261 Aberdeen Asset Management 93 Admiral Group 88 A
    FT UK 500 2012 A-Z UK rank Company 2012 3I Group 114 888 Holdings 401 Abcam 261 Aberdeen Asset Management 93 Admiral Group 88 Advanced Medical Solutions 458 Aegis Group 111 Afren 163 African Barrick Gold 148 African Minerals 128 Aggreko 55 Albemarle & Bond 423 Allied Gold 383 Alternative Networks 490 Amec 79 Amerisur Resources 388 Amlin 143 Andor Technology 459 Anglo American 15 Anglo Pacific Group 333 Anglo-Eastern Plantations 346 Anite 316 Antofagasta 36 Aquarius Platinum 256 Archipelago Resources 322 Arm Holdings 45 Ashley (Laura) 445 Ashmore 102 Ashtead Group 171 Asian Citrus 281 Asian Plantations 487 Asos 166 Associated British Foods 40 Assura 452 Astrazeneca 13 Atkins (WS) 244 Avanti Communications 357 Aveva 191 Aviva 41 Avocet Mining 326 AZ Electronic Materials 195 Babcock International 94 Bae Systems 39 Bahamas Petroleum 483 Balfour Beatty 120 Barclays 16 Barr (AG) 297 Barratt Developments 167 Bayfield Energy 478 BBA Aviation 206 Beazley 246 Bellway 211 Bellzone Mining 386 Berendsen 220 Berkeley 138 Betfair Group 223 BG Group 7 BHP Billiton 9 FT UK 500 2012 A-Z UK rank Company 2012 Big Yellow Group 325 Blinkx 402 Bodycote 243 Booker 169 Boot (Henry) 438 Borders & Southern Petroleum 353 Bovis Homes Group 260 Bowleven 350 BP 3 Brammer 311 Breedon Aggregates 497 Brewin Dolphin 303 British American Tobacco 6 British Land 67 British Sky Broadcasting 33 Britvic 218 Brooks Macdonald 473 Brown (N) 257 BT Group 26 BTG 196 Bumi 189 Bunzl 84 Burberry 52 Bwin Party Digital Entertainment 174 Cable & Wireless Communications 233 Cable & Wireless
    [Show full text]
  • Mitigating Climate Change Through Investments in Fossil Fuel Technologies S
    UNECE UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE Mitigating climate change through investments in fossil fuel technologies s s Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula e t e eget dolor. Aenean massa. Cum sociis natoque penatibus et magnis dis parturient i g n g montes, nascetur ridiculus mus. Donec quam felis, ultricies nec, pellentesque eu, M n e i o pretium quis, sem. Nulla consequat massa quis enim. Donec pede justo, fringilla t i l g a vel, aliquet nec, vulputate eget, arcu. In enim justo, rhoncus ut, imperdiet a, a o t m h i venenatis vitae, justo. Nullam dictum felis eu pede mollis pretium. Integer n t g n c s tincidunt. Cras dapibus. Vivamus elementum semper nisi. h l i m e c c e a t t e v Aenean vulputate eleifend tellus. Aenean leo ligula, porttitor eu, consequat vitae, e a eleifend ac, enim. Aliquam lorem ante, dapibus in, viverra quis, feugiat a, tellus. c n h l t Phasellus viverra nulla ut metus varius laoreet. Quisque rutrum. Aenean a n m e g i imperdiet. Etiam ultricies nisi vel augue. Curabitur ullamcorper ultricies nisi. Nam e h i l u t eget dui. Etiam rhoncus. Maecenas tempus, tellus eget condimentum rhoncus, h g r o l f sem quam semper libero, sit amet adipiscing sem neque sed ipsum. Nam quam u i u g c g s nunc, blandit vel, luctus pulvinar, hendrerit id, lorem. Maecenas nec odio et ante h o s n i tincidunt tempus. n r i v o e t h s t a m t Donec vitae sapien ut libero venenatis faucibus.
    [Show full text]
  • Managing Political and Investment Risk in the International Oil and Gas Industry Steven Alfred Mucci University of Missouri-St
    University of Missouri, St. Louis IRL @ UMSL Dissertations UMSL Graduate Works 5-8-2015 Managing Political and Investment Risk in the International Oil and Gas Industry Steven Alfred Mucci University of Missouri-St. Louis, [email protected] Follow this and additional works at: https://irl.umsl.edu/dissertation Part of the Political Science Commons Recommended Citation Mucci, Steven Alfred, "Managing Political and Investment Risk in the International Oil and Gas Industry" (2015). Dissertations. 187. https://irl.umsl.edu/dissertation/187 This Dissertation is brought to you for free and open access by the UMSL Graduate Works at IRL @ UMSL. It has been accepted for inclusion in Dissertations by an authorized administrator of IRL @ UMSL. For more information, please contact [email protected]. MANAGING POLITICAL AND INVESTMENT RISK IN THE INTERNATIONAL OIL AND GAS INDUSTRY Steven A. Mucci M.A. Political Science, University of Missouri - St. Louis, 2014 M.B.A., Finance and Investments, George Washington University, DC, 1976 B.S., Civil Engineering, University of Missouri-Columbia, 1973 A Dissertation Submitted to the Graduate School at The University of Missouri - St. Louis in partial fulfillment of the requirements for the degree Doctor of Philosophy in Political Science May 2015 Advisory Committee: Kenneth Thomas, Ph.D. Chairperson David Kimball, Ph.D. David Bryan Robertson, Ph.D. Martin Rochester, Ph.D. Acknowledgements I have benefited from the knowledge and experience of the entire faculty of the Department of Political Science at the University of Missouri – St. Louis, but particularly from the guidance given by Professor Kenneth Thomas, Professor David Bryan Robertson, Professor Martin Rochester and Professor David Kimball.
    [Show full text]