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Case Study T15: Investigating Root Causes of Catu
43rd Turbomachinery & 30th Pump Users Symposia (Pump & Turbo 2014) September 23-25, 2014 | Houston, TX | pumpturbo.tamu.edu INVESTIGATING ROOT CAUSES OF CATU COMPRESSOR STATION SHUT-DOWN DUE TO HIGH DISCHARGE TEMPERATURE Eduardo Guimarães Merçon Ricardo de Carvalho Pinheiro Gas Control Center Manager Operations Coordinator Petrobras Transporte S.A. - TRANSPETRO Petrobras Transporte S.A. - TRANSPETRO Rio de Janeiro, RJ, Brazil Rio de Janeiro, RJ, Brazil Pablo Adolfo Batista Nogueira Rodrigo Figueira Mourão Equipment Engineer Turbomachinery Engineer Petrobras Transporte S.A. - TRANSPETRO Petrobras Transporte S.A. - TRANSPETRO Rio de Janeiro, RJ, Brazil Rio de Janeiro, RJ, Brazil Paulo Bruno Vallim Peres Senior Consultant Petrobras Transporte S.A. - TRANSPETRO Rio de Janeiro, RJ, Brazil Eduardo Merçon is TRANSPETRO's Gas Ricardo Pinheiro has worked for Petrobras Pipelines Control Center Manager, with since 2005, mainly in the Control Center of over twelve years of experience in gas Natural Gas Transportation, acting as a pipelines operations. technical operator, project analyst of gas compressor stations and training instructor in courses and technical forums promoted by Petrobras. He holds a B.Sc. degree in mechanical engineering from the University of the State of Rio Pablo Nogueira has worked for Petrobras de Janeiro, Brazil. since 2010, as the responsible mechanical engineer locally based at Catu compressor Rodrigo Mourão is a Turbomachinery station. He has participated in the Engineer at Petrobras. He has more than 12 commissioning, field test acceptance, years of experience in turbomachinery, startup and plant maintenance of the Catu having worked formerly in aeronautical compressor station since its entry into industry during half of this time. -
Natural Gas Energy
Annual Report 2006 Contents - PROFILE, MISSION, VISION 2015, VALUES AND CONDUCT - HIGHLIGHTS - MESSAGE FROM THE CEO - OIL MARKET OVERVIEW - CORPORATE STRATEGY - BUSINESSES Exploration and Production Refining and Commercialization Petrochemicals Transportation Distribution Natural Gas Energy - INTERNATIONAL ACTIVITIES - SOCIAL AND ENVIRONMENTAL RESPONSIBILITY Human Resources Health, Safety and the Environment Social, Environmental, Cultural and Sports Sponsorship - INTANGIBLE ASSETS Technological Capital Organizational Capital Human Capital Relationship Capital - BUSINESS MANAGEMENT Business Performance Capital Markets Risk Management Corporate Governance Annual Report 2006 2 Profile Petrobras is a publicly listed company that operates on an integrated and specialized basis in the following segments of the oil, gas and energy sector: exploration and production; refining, commercialization, transportation and petrochemicals; the distribution of oil products; natural gas and energy. Founded in 1953, Petrobras is now the world’s 14 th largest oil company, according to the publication Petroleum Intelligence Weekly . The leader in the Brazilian hydrocarbons sector, the company has been expanding, in order to become an integrated energy business with international operations, and the leader in Latin America. Mission To operate safely and profitably, in a socially and environmentally responsible manner, within the oil, gas and energy sector, both domestically and abroad, supplying products and services that meet the needs of the customers, thereby -
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. -
Climate and Energy Benchmark in Oil and Gas Insights Report
Climate and Energy Benchmark in Oil and Gas Insights Report Partners XxxxContents Introduction 3 Five key findings 5 Key finding 1: Staying within 1.5°C means companies must 6 keep oil and gas in the ground Key finding 2: Smoke and mirrors: companies are deflecting 8 attention from their inaction and ineffective climate strategies Key finding 3: Greatest contributors to climate change show 11 limited recognition of emissions responsibility through targets and planning Key finding 4: Empty promises: companies’ capital 12 expenditure in low-carbon technologies not nearly enough Key finding 5:National oil companies: big emissions, 16 little transparency, virtually no accountability Ranking 19 Module Summaries 25 Module 1: Targets 25 Module 2: Material Investment 28 Module 3: Intangible Investment 31 Module 4: Sold Products 32 Module 5: Management 34 Module 6: Supplier Engagement 37 Module 7: Client Engagement 39 Module 8: Policy Engagement 41 Module 9: Business Model 43 CLIMATE AND ENERGY BENCHMARK IN OIL AND GAS - INSIGHTS REPORT 2 Introduction Our world needs a major decarbonisation and energy transformation to WBA’s Climate and Energy Benchmark measures and ranks the world’s prevent the climate crisis we’re facing and meet the Paris Agreement goal 100 most influential oil and gas companies on their low-carbon transition. of limiting global warming to 1.5°C. Without urgent climate action, we will The Oil and Gas Benchmark is the first comprehensive assessment experience more extreme weather events, rising sea levels and immense of companies in the oil and gas sector using the International Energy negative impacts on ecosystems. -
National Oil Companies: Business Models, Challenges, and Emerging Trends
Corporate Ownership & Control / Volume 11, Issue 1, 2013, Continued - 8 NATIONAL OIL COMPANIES: BUSINESS MODELS, CHALLENGES, AND EMERGING TRENDS Saud M. Al-Fattah* Abstract This paper provides an assessment and a review of the national oil companies' (NOCs) business models, challenges and opportunities, their strategies and emerging trends. The role of the national oil company (NOC) continues to evolve as the global energy landscape changes to reflect variations in demand, discovery of new ultra-deep water oil deposits, and national and geopolitical developments. NOCs, traditionally viewed as the custodians of their country's natural resources, have generally owned and managed the complete national oil and gas supply chain from upstream to downstream activities. In recent years, NOCs have emerged not only as joint venture partners globally with the major oil companies, but increasingly as competitors to the International Oil Companies (IOCs). Many NOCs are now more active in mergers and acquisitions (M&A), thereby increasing the number of NOCs seeking international upstream and downstream acquisition and asset targets. Keywords: National Oil Companies, Petroleum, Business and Operating Models * Saudi Aramco, and King Abdullah Petroleum Studies and Research Center (KAPSARC) E-mail: [email protected] Introduction historically have mainly operated in their home countries, although the evolving trend is that they are National oil companies (NOCs) are defined as those going international. Examples of NOCs include Saudi oil companies that have significant shares owned by Aramco (the largest integrated oil and gas company in their parent government, and whose missions are to the world), Kuwait Petroleum Corporation (KPC), work toward the interest of their country. -
2017 Corporate Responsibility Report
2017 corporate responsibility report 2017 corporate responsibility report chevron in Nigeria human energy R chevron in Nigeria 1 2017 corporate responsibility report 2 chevron in Nigeria 2017 corporate responsibility report “We are the partner of choice not only for the goals we achieve but how we achieve them” At the heart of The Chevron Way is our vision … to be the global energy company most admired for its people, partnership and performance. We make this vision a reality by consistently putting our values into practice. The Chevron Way values distinguish us and guide our actions so that we get results the right way. Our values are diversity and inclusion, high performance, integrity and trust, partnership, protecting people and the environment. Cover photo credit: Marc Marriott Produced by: Policy, Government and Public Affairs (PGPA) Department, Chevron Nigeria Limited Design and Layout : Design and Reprographics Unit, Chevron Nigeria Limited chevron in Nigeria 3 2017 corporate responsibility report the chevron way explains who we are, what we do, what we believe and what we plan to accomplish 4 chevron in Nigeria 20172017 ccorporateorpporatee resresponsibilityponssibility reportreport table of contents message from the CMD 6 about chevron in nigeria 7 social investments 8 health 9 education 12 economic development 16 partnership initiatives in the niger delta 20 engaging stakeholders 26 our people 29 operating responsibly 35 nigerian content 41 awards 48 chevron in Nigeria 5 2017 corporate responsibility report of rapid change in the oil and gas industry, our focus remains on delivering that vision in an ethical and sustainable way. Our corporate responsibility focus areas are aligned with our business strategy of delivering industry-leading returns while developing high-value resource opportunities. -
Report on the Brazilian Power System
Report on the Brazilian Power System Version 1.0 COUNTRY PROFILE Report on the Brazilian Power System IMPRINT COUNTRY PROFILE DISCLAIMER Report on the Brazilian Power System This report has been carefully prepared by the Version 1.0 authors in November 2018. We do not, however, take legal responsibility for its validity, accuracy, STUDY BY or completeness. Moreover, data as well as regulatory aspects of Brazil's energy policy are Agora Energiewende subject to change. Anna-Louisa-Karsch-Straße 2 10178 Berlin | Germany Instituto E+ Diálogos Energéticos Rua General Dionísio, 14 Humaitá | Rio de Janeiro | Brazil RJ | 22271 050 AUTHORS Carola Griebenow Amanda Ohara Funded by the Federal Ministry for Economics and Energy following a resolution by the German WITH KIND SUPPORT FROM Parliament. Luiz Barroso Ana Toni Markus Steigenberger REVIEW Roberto Kishinami & Munir Soares (iCS), This publication is available for Philipp Hauser (Agora Energiewende) download under this QR code. Proofreading: WordSolid, Berlin Please cite as: Maps: Wolfram Lange Agora Energiewende & Instituto E+ Diálogos Layout: UKEX GRAPHIC Urs Karcher Energéticos (2019): Report on the Brazilian Power Cover image: iStock.com/VelhoJunior System 155/01-CP-2019/EN www.agora-energiewende.de Publication: September 2019 www.emaisenergia.org Preface Dear readers, The energy transition is transforming our economies government. However, the successful transition to with increasing speed: it will have profound impacts the energy system of the future in Brazil will require on communities, industries, trade and geopolitical a broad and inclusive societal dialogue. Only if all relations. Concerns about climate change and energy stakeholder interests are recognised, will it be possi- security have been at the root of new technological ble to minimize negative impacts and maximize the developments. -
Latin American State Oil Companies and Climate
LATIN AMERICAN STATE OIL COMPANIES AND CLIMATE CHANGE Decarbonization Strategies and Role in the Energy Transition Lisa Viscidi, Sarah Phillips, Paola Carvajal, and Carlos Sucre JUNE 2020 Authors • Lisa Viscidi, Director, Energy, Climate Change & Extractive Industries Program at the Inter-American Dialogue. • Sarah Phillips, Assistant, Energy, Climate Change & Extractive Industries Program at the Inter-American Dialogue. • Paola Carvajal, Consultant, Mining, Geothermal Energy and Hydrocarbons Cluster, Inter-American Development Bank. • Carlos Sucre, Extractives Specialist, Mining, Geothermal Energy and Hydrocarbons Cluster, Inter-American Development Bank. Acknowledgments We would like to thank Columbia University's Center on Global Energy Policy and Philippe Benoit, Adjunct Senior Research Scholar at the Center, for inviting us to participate in the workshop on engaging state-owned enterprises in climate action, a meeting which played an instrumental role in informing this report. We would also like to thank Nate Graham, Program Associate for the Inter-American Dialogue’s Energy, Climate Change & Extractive Industries Program, for his assistance. This report was made possible by support from the Inter-American Development Bank in collaboration with the Inter- American Dialogue’s Energy, Climate Change & Extractive Industries Program. The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Inter- American Development Bank, its Board of Directors, or the countries they represent. The views contained herein also do not necessarily reflect the consensus views of the board, staff, and members of the Inter-American Dialogue or any of its partners, donors, and/or supporting institutions. First Edition Cover photo: Pxhere / CC0 Layout: Inter-American Dialogue Copyright © 2020 Inter-American Dialogue and Inter-American Development Bank. -
BG Group's LNG Business
FACT SHEET – LIQUEFIED NATURAL GAS BG Group’s LNG business BG Group’s LNG activities are founded on a deep understanding of our target markets and customers, along with a unique combination of infrastructure, flexible supply, shipping capacity and marketing capabilities. We have a strong presence in all segments of the chain, from upstream exploration and production, through liquefaction, shipping and regasification, to the end market. In liquefaction, we have a track record of execution, having been materially involved in the delivery of six liquefaction trains at projects in Trinidad and Tobago and Egypt. In shipping, we have one of the largest LNG fleets of any international oil and gas company consisting of (as of March 2012) around 25 owned or chartered modern vessels that are able to meet BG Group LNG sales terminal equity and/or capacity BG Group LNG sales terminal short/medium term BG Group LNG long term contracted sources BG Group LNG short term sources the needs of a rapidly changing market. In regasification, we have supply rights or terminal capacity in the UK, the US and Singapore, valuable entry points for agreement for LNG exports from the LNG supply position by around 50% LNG into these markets, as well as long- US, with a purchase of 5.5 mtpa from above current levels over the next three term sales to customers in Chile, Japan the Sabine Pass LNG terminal being years, targeting 20 million tonnes per and China. developed by Cheniere Energy Partners, annum (mtpa) by 2015. In light of our L.P., and are progressing plans for export progress at QCLNG, together with the The Group has developed an industry from the Lake Charles facility, where we growth potential inherent within the leading portfolio of flexible long-term hold 100% of the import capacity. -
Foreign Corrupt Practices Act Alert Latin America Anti-Bribery Year-In-Review: 2019 Developments and Predictions for 2020
February 28, 2020 Foreign Corrupt Practices Act Alert Latin America Anti-Bribery Year-in-Review: 2019 Developments and Predictions for 2020 By Tico Almeida, Lillian Howard Potter, and John F. Walsh1 I. INTRODUCTION Foreign Corrupt Practices Act (FCPA) enforcement activity reached new heights in 2019. Corporate penalties paid to US enforcement agencies topped last year’s record levels, and individuals were charged at a pace matching last year’s near-record level.2 As discussed in detail below, Latin American citizens from Ecuador to Venezuela have recently found themselves facing criminal anti-corruption charges in federal courts in the US. These trends are critically important both to Latin American companies and to US companies doing business in Latin America. As recent enforcement trends show, foreign companies are a perennial target of US enforcement agencies. Nine of the top 10 all-time largest FCPA enforcement actions have been brought against companies based outside the US, including several Brazilian companies. Similarly, US companies with operations in Latin America have good reason to ensure that they have strong anti-corruption controls in place because, as discussed below, US enforcement agencies are investigating corruption by US companies operating across the region, from Mexico to Peru. This alert summarizes key Latin America 2019 anti-bribery enforcement developments and concludes with predictions for 2020. For a comprehensive global review of enforcement and policy developments, please refer to WilmerHale’s FCPA Alert: Global Anti-Bribery Year-in-Review for 2019. II. KEY INVESTIGATION-RELATED DEVELOPMENTS IN LATIN AMERICA A. Notable Features of 2019 Corporate Resolutions in Latin American Cases 1. -
Register of Lords' Interests
REGISTER OF LORDS’ INTERESTS _________________ The following Members of the House of Lords have registered relevant interests under the code of conduct: ABERDARE, LORD Category 10: Non-financial interests (a) Director, F.C.M. Limited (recording rights) Category 10: Non-financial interests (c) Trustee, National Library of Wales Category 10: Non-financial interests (e) Trustee, Stephen Dodgson Trust (promotes continued awareness/performance of works of composer Stephen Dodgson) Chairman and Trustee, Berlioz Sesquicentenary Committee (music) Chairman and Trustee, Berlioz Society Trustee, West Wycombe Charitable Trust ADAMS OF CRAIGIELEA, BARONESS Nil No registrable interests ADDINGTON, LORD Category 1: Directorships Chairman, Microlink PC (UK) Ltd (computing and software) Category 8: Gifts, benefits and hospitality Two tickets and hospitality provided by Football Association to Manchester City v Watford FA Cup Final, Wembley Stadium, 18 May 2019 Guest of Vitality at the Netball World Cup, 12 July 2019; three tickets and hospitality provided * Category 10: Non-financial interests (a) Director and Trustee, The Atlas Foundation (registered charity; seeks to improve lives of disadvantaged people across the world) Category 10: Non-financial interests (d) President (formerly Vice President), British Dyslexia Association Category 10: Non-financial interests (e) Vice President, UK Sports Association Vice President, Lakenham Hewitt Rugby Club ADEBOWALE, LORD Category 1: Directorships Director, Leadership in Mind Ltd (business activities; certain income from services provided personally by the member is or will be paid to this company; see category 4(a)) Director, Visionable Limited (formerly IOCOM UK Ltd) (visual business platform) Independent Non-executive Director, Co-operative Group Board of Directors (consumer co-operative) Non-executive Director, Nuffield Health (healthcare) Category 2: Remunerated employment, office, profession etc. -
Porosity Permeability Volume and Lifespan Gabriel Wimmerth
POROSITY PERMEABILITY VOLUME AND LIFESPAN GABRIEL WIMMERTH 1 THE POROSITY OF A RESERVOIR DETERMINES THE QUANTITY OF OIL AND GAS. THE MORE PORES A RESERVOIR CONTAINS THE MORE QUANTITY, VOLUME OF OIL AND GAS IS PRESENT IN A RESERVOIR. BY GABRIEL KEAFAS KUKU PLAYER WIMMERTH DISSERTATION PRESENTED FOR THE DEGREE OF DOCTORATE IN PETROLEUM ENGINEERING In the Department of Engineering and Science at the Atlantic International University, Hawaii, Honolulu, UNITED STATES OF AMERICA Promoter: Dr. Franklin Valcin President/Academic Dean at Atlantic International University October 2015 2 DECLARATION I declare by submitting this thesis, dissertation electronically that that the comprehensive, detailed and the entire piece of work is my own, original work that I am the sole owner of the copyright thereof(unless to the extent otherwise stated) and that I have not previously submitted any part of the work in obtaining any other qualification. Signature: Date: 10 October 2015 Copyright@2015 Atlantic International University All rights reserved 3 DEDICATION This work is dedicated to my wife Edla Kaiyo Wimmerth for assisting, encouraging, motivating and being a strong pillar over the years as I was completing this dissertation. It has been quite a tremendous journey, hard work and commitment for me and I would not have completed this enormous work, dissertation without her weighty, profound assistance. 4 ABSTRACT The oil and gas industry, petroleum engineering, exploration, drilling, reservoir and production engineering have taken an enormous toll since the early forties and sixties and it has predominantly reached the peak in the early eighties and nineties. The number of oil and gas companies have been using the vertical drilling approach and successfully managed to pinch the reservoir with productive oil or gas.