Essar Energy Sustainability Report FY 2014

Total Page:16

File Type:pdf, Size:1020Kb

Essar Energy Sustainability Report FY 2014 Delivering a sustainable energy business Essar Energy Limited Sustainability Report 2014 Contents Company overview 01 Sustainability performance highlights FY2014 Sustainability strategy 02 Message from the CEO 04 About the report A key element of Essar Energy’s strategy 06 Essar Energy at a glance is a strong commitment to being a good 08 Awards and recognition received during the reporting period corporate citizen. In order to build and 08 Significant changes during the reporting period operate oil, gas and power assets over 09 Our stakeholders 11 Materiality their lifespans of several decades, it is 12 Corporate governance critical that we take into account the 15 Our people 19 Health, safety and environment needs of all stakeholders, particularly the 31 Product responsibility people and communities in neighbouring 35 Community 42 Memberships areas. Within this, we have a particular 43 Performance indicators focus on environment, education and 53 GRI G3.1 OGSS, IPIECA/API/ OGP and UNGC index entrepreneurship. We believe that this is 68 Assurance statement 70 Glossary the best way for us to create value in a sustainable, long‑term way. Report application level Standard disclosures C C+ B B+ A A+ G3 Profile Disclosures Report on 1.1, 2.1‑2.10, 3.1‑3.8, Report on all criteria listed for Same requirement for Level B 3.10‑3.12, 4.1‑4.4, 4.14‑4.15 Level C plus: 1.2, 3.9, 3.13, 4.5‑4.13, 4.16‑4.17 G3 Management Not required Management Approach Management Approach Approach Disclosures Disclosures for each Disclosures for each Indicator Category Indicator Category G3 Performance Indicators Report on a minimum of Report on a minimum of Report on each core G3 and & Sector Supplement 10 Performance Indicators, 20 Performance Indicators, Sector Supplement* Indicator Performance Indicators including at least one at least one from each of with due regard to the Materiality from each of: Economic, Economic, Environmental, Principle by either: Social and Environmental Human rights, Labour, Society, Report Externally Assured Product Responsibility Report Externally Assured a) reporting on the Indicator or Report Externally Assured b) explaining the reason for its omission *Sector supplement in final version Essar Energy Limited Sustainability Report 2014 01 Sustainability performance highlights FY2014 Governance • Vadinar refinery saves • Essar Oil and Essar Power 95 million kWh of energy; established Safety and over five times increase in Sustainability Committees the energy saved last year at Board level • 20% reduction in hazardous Safety waste generation at • Zero lost time injury frequency Vadinar refinery rate achieved by power plants • Zero oil spills reported by at Hazira and Vadinar with all sites Bhander Power completing 10 years without lost time • E&P Durgapur certified to incident on 1 April 2014 ISO 14001:2004 • E&P Durgapur certified to CSR OHSAS 18001:2007 • Nearly 127,400 beneficiaries of healthcare initiatives • E&P Durgapur achieves undertaken at various sites; 4.55 million LTI free hours 33% increase from last year on 31 March 2014 • Nearly 90,000 beneficiaries • 62% reduction in overall of community care initiatives process safety event undertaken at various sites; frequency rate marginal increase of 1% • 48% increase in number from last year of contractors trained • Over 28,000 beneficiaries in health and safety by of educational initiatives Power Business Group undertaken at various sites; • 52% increase in contractor 58% increase from last year toolbox talks delivered • Over 157 million INR spent across sites on various initiatives during • Zero occupational disease the year rate achieved at all sites Environment • Essar Oil ranked second in India looking across all sectors and industries in Carbon Disclosure Leadership Index in CDP India Climate Change Report 2013 • Essar Oil recommended by Det Norske Veritas for certification to Energy Management System – ISO 50001:2011 • Essar Oil’s fuel switch project Top to bottom Reverse osmosis plant at registered for carbon credits E&P Durgapur Petcoke catcher pond at Vadinar Educational initiative at Vadinar 02 Essar Energy Limited Sustainability Report 2014 Message from the CEO “ We are committed to minimising pollution, reducing our environmental footprint and optimising resource consumption by planning and carrying out operations through environmentally responsible processes and practices”. Sushil Maroo Chief Executive Officer Introduction We operate oil and gas and power As a signatory to the United Nations assets which have lifespans of Global Compact principles, we are I am pleased to present several decades. Therefore, it is committed to following a clearly to you Essar Energy’s critical that these assets can operate defined way of operating across third Sustainability sustainably for a very long period, all our businesses, with a focus on taking into account the needs of all environment, labour, anti‑corruption Report covering FY2014. stakeholders, particularly the people and human rights. We believe that Essar Energy and communities in the neighbouring acting ethically and responsibly is the areas. Despite continued challenges key to creating long‑term value for all believes that to create in the Oil and Gas, and Power sector, of our stakeholders. This report is our a successful long‑term we continue to optimise and enhance second Communication on Progress business, a strong focus our operations. on the actions taken during the year One of the key elements of the to integrate the Global Compact on sustainability is Company’s strategy is a strong Principles in our business. vital, with a particular commitment to be a good corporate Our employees are our biggest asset emphasis on the citizen. As such, sustainability is a without whom we cannot achieve our boardroom priority and issues are business objectives. Our priorities last communities in discussed and reviewed on a regular year included employee retention, which we operate. basis by the Safety and Sustainability succession planning and nurturing Committee. In addition, the Boards of and growing internal talent. Various our subsidiary companies Essar Oil employee engagement initiatives, and Essar Power have established coupled with an enhanced focus on Safety and Sustainability Committees individual training, helped us to meet to ensure that the welfare of our people our objectives. and their communities sit at the very Managing the health and safety of the heart of our business. people who work for us, both directly and indirectly, continued to be our top priority last year. The focus at most of our sites was to enhance safety culture, contractor safety management, risk assessment and training. Essar Energy Limited Sustainability Report 2014 03 LPG and hydrogen spheres at Vadinar refinery Although our overall safety Leadership Index (‘CDLI’), Essar Oil dedicated jet fuel testing laboratory performance was good and various achieved a score of 92 out of 100, approved by the Directorate General sites won external recognition for and was the only energy company in of Aeronautical Quality Assurance. their safety efforts, there were also India to be featured in the Top 20 list. The laboratory has been designed to key learnings from the incidents that Overall, Essar Oil came second in the cater to the jet fuel demands complying occurred at our sites which we will CDLI list cutting across all sectors. with BIS and DEF STAN 91. use to further improve our safety This score was achieved in spite of the Community engagement projects processes. Regretfully, this included the Vadinar refinery’s enhanced complexity have continued to be a key priority fatalities of two contractual workers at and increase in output, as well as the for us over the past year and these our power plant at Salaya. additional emissions from coal‑based are undertaken through the Essar We are committed to minimising power generation and higher emissions Foundation. We continually strive to pollution, reducing our environmental from the Exploration and Production improve the lives of our communities footprint and optimising resource division’s increased coal bed around our operational sites by consumption by planning and carrying methane production. focusing on activities in the areas of out operations through environmentally During the year, our sites also made healthcare, education, environment, responsible processes and practices. progress in terms of certification to infrastructure and creating sustainable We continually assess environmental international standards. Our refinery livelihoods. In FY2014 there were risks in our operations through risk and at Vadinar was recommended for 245,400 beneficiaries of our initiatives impact assessments, and audits. All certification to energy management across various sites. of our operations have environmental system ISO 50001 and E&P Durgapur We are committed to continuing our management plans which are specific was certified to integrated health and focus on making a positive contribution to each site. safety, and environment management to society and the environment As a responsible global energy systems (OHSAS 18001 and and demonstrating the progress company, Essar Energy recognises ISO 14001). we make each year in our future its obligations with regard to climate As an ISO 9001 certified organisation, sustainability reports. change mitigation and adaptation. Our we deploy stringent measures to approach continues to aim at providing ensure the quality of our products. clean solutions to our customers
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]