Brazil Last Updated: June 14, 2021
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
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 -
Case M.9837 — BP/Sinopec Fuel Oil Sales/BP Sinopec Marine Fuels) Candidate Case for Simplified Procedure
C 6/16 EN Offi cial Jour nal of the European Union 8.1.2021 Prior notification of a concentration (Case M.9837 — BP/Sinopec Fuel Oil Sales/BP Sinopec Marine Fuels) Candidate case for simplified procedure (Text with EEA relevance) (2021/C 6/13) 1. On 22 December 2020, the Commission received notification of a proposed concentration pursuant to Article 4 of Council Regulation (EC) No 139/2004 (1). This notification concerns the following undertakings: — BP Plc. (United Kingdom), — Sinopec Fuel Oil Sales Co. Ltd (People’s Republic of China), controlled by China Petrochemical Corporation (People’s Republic of China), — BP Sinopec Marine Fuels Pte. Ltd. BP Plc. and Sinopec Fuel Oil Sales Co. Ltd acquire within the meaning of Article 3(1)(b) and 3(4) of the Merger Regulation joint control of BP Sinopec Marine Fuels Pte. Ltd. The concentration is accomplished by way of contract. 2. The business activities of the undertakings concerned are: — for BP Plc.: exploration, production and marketing of crude oil and natural gas; refining, marketing, supply and transportation of petroleum products; production and supply of petrochemicals and related products; and supply of alternative energy, — for Sinopec Fuel Oil Sales Co. Ltd: providing oil products and service to domestic and international trading vessels, — BP Sinopec Marine Fuels Pte. Ltd: wholesale and retail supply of bunker fuels in Europe, Asia and the Middle East. 3. On preliminary examination, the Commission finds that the notified transaction could fall within the scope of the Merger Regulation. However, the final decision on this point is reserved. Pursuant to the Commission Notice on a simplified procedure for treatment of certain concentrations under the Council Regulation (EC) No 139/2004 (2) it should be noted that this case is a candidate for treatment under the procedure set out in the Notice. -
Master's Thesis
Faculty of Science and Technology MASTER’S THESIS Study Program / Specialization: Fall semester, 2012 Offshore Technology / Industrial Restricted access Economics Author: Sun, Gang (Signature author) Faculty Supervisor: Professor Jayantha P. Liyanage, PhD Title of Thesis: Choosing Appropriate Commercial Models for Overseas Business: A case study of a Chinese oil service provider towards Internationalization Credits (ECTS): 30 ETCS Key Words: Commercial Models; Internationalization; Pages: 48 Spin off; China, June 2014 Liability; Restructure; Benchmark. Acknowledgements I want to express my greatest gratitude to my supervisor Professor J.P Liyanage for his extraordinary patience and wisdom guiding me through this process. Writing the thesis was not easy, but rather challenging and time-consuming, with the help of his feedback I could find the interesting topics and look at my work more critically and improve it. I would like to thank Professor Tore Markeset, Professor O.T Gudmestad, and Mr. Frode Leidland for their kind instructions during my study in Norway. I am very thankful to Mr. Chen, Zongjiang, as the Director of PT COSL INDO, who has offered me a lot of newest updates relevant to the restructuring of PT COSL INDO. Besides, Mr. Wang, Tongyou and Mr. Wang, Jin as my Colleagues, and Mr. Peng, Guicang as my ex-coworker, have given me a hand on how bridging the gap between me and the required academic level. I would also like to take the chance to express my appreciation to Mr. Li, Yong, Mr. Zi, Silong, Mr. Li, Zhi and Mr. Zhang, Xingyun who on behalf of the company COSL to sponsor my graduate study in University of Stavanger, without their good faith and deeds for the youth of their company, I could not finish the study in good wellbeing. -
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. -
Acervo Digital UFPR
1 UNIVERSIDADE FEDERAL DO PARANÁ SETOR CIÊNCIAS DA TERRA DEPARTAMENTO DE GEOGRAFIA PROGRAMA DE PÓS-GRADUAÇÃO EM GEOGRAFIA ALEX MOTA DOS SANTOS CARTOGRAFIAS DOS POVOS E DAS TERRAS INDÍGENAS EM RONDÔNIA CURITIBA 2014 2 ALEX MOTA DOS SANTOS CARTOGRAFIAS DOS POVOS E DAS TERRAS INDÍGENAS EM RONDÔNIA Tese apresentada ao Programa de Pós- Graduação em Geografia, Setor de Ciências da Terra, Universidade Federal do Paraná, como parte dos requisitos necessários para a obtenção do grau de Doutor em Geografia. Orientação: Prof. Dra. Salete Kozel CURITIBA 2014 3 Ficha Catalográfica 4 5 DEDICO A memória do meu pai, Clarindo Bispo dos Santos pelo seu amor incondicional, dedicação e pelo sonho do filho doutor! Dele eu lembro que “É tão estranho, pois os bons morrem jovens, assim parece ser quando me lembro de você pai, que acabou indo embora cedo demais...” (adaptado do trecho da música Love in the afternoon – Legião Urbana). À minha querida e linda mãe, Eurides Miranda Mota, companheira, minha inspiração e fonte de amor incondicional que me ensina todos os dias a descoberta da nossa amizade...ela também mudou com este trabalho. Aos povos indígenas de Rondônia, pela amizade e gentilezas. A toda minha família que viveu este sonho comigo,... aos meus alunos e colegas professores que se interessam pela temática de tese! A memória da geógrafa Rosangela das Dores Reis pelo trabalho e contribuição à causa indígena em Rondônia. 6 AGRADECIMENTOS Essa pesquisa não seria possível sem os parceiros e colaboradores, em especial a orientadora de tese, professora Salete Kozel, pela paciência e apoio. Agradeço a colaboração dos colegas, professores e estudantes indígenas que frequentam a Licenciatura Básica Intercultural da UNIR, campus da cidade de Ji-Paraná, dentre eles: Ana Oro Nao’, Isael Xixina Gavião, Luiz Suruí, Carmelita Oro Eo, José Oro Mon, Carlos Aikanã, Alessandra Makurap, Francisco Oro Waram, Nelson Oro Waram, Dorival Oro Não’, Armando Jabuti, João B. -
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. -
Energy on the Move Annual Report and Accounts 2014
Energy on the move Annual Report and Accounts 2014 Energy on the move Annual Report and Accounts 2014 www.galpenergia.com This translation of the Portuguese document was made only for the convenience of non-Portuguese speaking interested parties. For all intents and purposes, the Portuguese version shall prevail. ENERGY ON THE MOVE To evolve is to become adapted to the challenges of our surroundings, it is to adjust to new realities and to find ways to overcome our goals. It is for this reason that we can today think of Galp Energia as a living organism, where concepts such as resilience, adaptation, adjustment, involvement and joint construction allow for continuous evolution. Exploration & Production Refining & Marketing Gas & Power Galp Energia + + = Annual Report and Accounts 2014 01 Galp Energia 8 1.1 Galp Energia in the world 10 1.2 Statement of the Board of Directors 12 1.3 Strategy 16 1.4 Main indicators 18 02 Activities 20 2.1 Market environment 21 2.2 Exploration & Production 25 2.3 Refining & Marketing 37 2.4 Gas & Power 41 03 Financial performance 44 3.1 Executive summary 45 3.2 Results analysis 45 3.3 Capital expenditure 47 3.4 Cash flow 47 3.5 Financial debt 48 04 Risk management 49 4.1 Risk management model 50 4.2 Internal control system 51 4.3 Main risks 52 05 Commitment to stakeholders 59 5.1 Corporate governance 60 5.2 Human capital 67 5.3 Research and technology 69 5.4 Health, safety and environment 70 5.5 Quality 72 5.6 Local community development 73 06 Appendices 74 6.1 Proposed allocation of net profit 75 6.2 Additional information 75 6.3 Consolidated financial statements 78 6.4 Reports and opinions 170 6.5 Glossary and acronyms 177 This page is intentionally left blank. -
Sinochem International 2015 Corporate Social Responsibility Report
Sinochem International 2015 Corporate Social Responsibility Report Sinochem International Plaza, NO.233 North Changqing Rd., Pudong New Area, Shanghai 200126, P.R.China Tel: 86-21-31768000 Fax: 86-21-31769199 www.sinochemintl.com This report is printed on the recycled paper. ABOUT THIS REPORT This is the fifth Sustainable Development Report of Sinochem International Table of Contents Corporation. The previous four reports were issued in 2012, 2013 ,2014 and 2015. Sinochem International Corporation also published Corporate Social Responsibility Reports for 12 years in a row from 2005. 01 05 15 19 REPORT PERIOD This report covers activities of Sinochem International Corporation between 1st Chairman’s Environmental Shareholders January and 31st December 2015. In some instances content may reflect activities Employee and data from previous years. Address Protection and Benefits and Creditors REPORT PUBLICATION CYCLE Production Safety • Fair Employment • Stable Development This is an annual report. • Strengthening Environmental to Create Value for REPORT SCOPE Management and Improving • Protection of Rights Shareholders This report includes Sinochem International Corporation and its subsidiaries. Environmental Performance and Interests • Risk Prevention to REPORT REFERENCE • Strengthening Front-Line • Occupational Health The report follows the guidance of the Guidelines for Key State-owned Enterprises Effectively Protect the to Fulfill Corporate Social Responsibility, the Inform of Strengthen the CSR Management and Improving Interests of Creditors