DOCSLIB.ORG

A World Leader in Natural Gas 8

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

B G G r o u p A n n u a l R e p o r t a n d A c c o u n t s 2 0 0 A world leader in natural gas 8 BG Group plc This Annual Report and Accounts is printed 100 Thames Valley Park Drive on think 4 bright. This paper is produced from Reading, Berkshire RG6 1PT 100% ECF (Elemental Chlorine Free) pulp that www.bg-group.com is fully recyclable. It has FSC (Forest Stewardship Council) certi fication and has been manufactured Registered in England & Wales No. 3690065 within a mill which is registered under the Annual Report and British and international quality standard of Designed and produced by Black Sun Plc. BS EN ISO 9001-2000 and the environmental Accounts 2008 Printed by St Ives Westerham Press. standard of BS EN ISO 14001-1996. Our vision Natural gas is our business. Directions to the AGM We are a rapidly growing company, with expertise throughout the gas chain. The 2009 AGM will be A 4 0 held at the Royal Berkshire 7 4 We are a leading natural gas company 5 4 3 Conference Centre, Madejski 3 Va B Stadium, Reading RG2 0FL at READING stern Road in the global energy market – operating CENTRAL READING 2.00 pm on Monday 18 May STATION TOWN CENTRE 2009. The map shows the Station Hill responsibly and delivering value to B479 location of the conference MUSEUM TOWN HALL d centre and details of how to oa s R our shareholders. ing Oxford Road K reach it are set out below. A329 et Stre ORACLE Kin ter gs R ins SHOPPING oad M CENTRE By Train d We do this by connecting competitively 5 oa 15 R A4 ns ee There will be a free bus service between Qu L Reading Central Station (bus stop SI) o A n 3 priced resources to high-value markets. 3 d A4 2 3 and the Madejski Stadium (journey o 7 A B n 3 time approximately 15 minutes). S 0 t ROYAL 3 r READING e 1 BERKSHIRE e UNIVERSITY Alternatively taxis are available from t HOSPITAL the rank outside the main entrance of Reading Central Station (journey time approximately 10-15 minutes). ROYAL A327 By Car From the M4 Junction 11, take the BERKSHIRE Rose Kiln A33 to Reading and follow the signs CONFERENCE Lane Operational highlights to the Madejski Stadium. Approximate d distance 1.9 miles. CENTRE a o 3 3 R A e From Reading Town Centre, take the k o t s A33 and follow signs to the Madejski g n net Road i Ben s Stadium and M4. Approximate distance a 3.0 miles. B MADEJSKI d Har Roa tland Road Free parking is available at the STADIUM Acre conference centre. ay l W eria The telephone number of the mp d I a o conference centre is 0118 968 1333. R e k o t s A g 3 n 3 i s M4 THE WEST a B & BRISTOL M4 SLOUGH M25 & LONDON M4 Exploration and Production Exploration and Production Lique fied Natural Gas M4 Success in the Santos Basin Acquisition of QGC Continued LNG success J.11 Offshore Brazil, the exploration success In 2008, BG Group acquired Queensland BG Group’s LNG business continued its success 3 Map not to scale 3 and scale of resources discovered have been Gas Company Limited (QGC), a leading coal in 2008, with total operating pro fit increasing A outstanding. BG Group and partners have seam gas player in Australia. This acquisition by 204%. Since 2005, BG Group has supplied now achieved a sequence of five discoveries enhances BG Group’s LNG strategy in a LNG to 18 of the 19 importing countries, with BG Group is a global natural gas BG Group was formed following the in the Santos Basin pre-salt play, with Tupi, stable and attractive investment setting. first-time supplies to Argentina, Brazil, China, business – we find, develop and demergers of British Gas and BG plc. BG Group is not British Gas Iara, Guará, Carioca and Parati. BG Group The Group’s aim is to grow production to Greece, Portugal and Turkey in 2008/09. The BG Group is not British Gas , the UK supplier of currently estimates its net share of reserves 225 000 boed by 2015, for both domestic Group has further developed its Paci fic Basin connect gas to markets. BG Group is Two other companies operate as a result gas, electricity and home services. The British Gas and resources from these discoveries at over and LNG markets, adding around 7.4 mtpa of LNG strategy with the QGC acquisition and one of the UK’s leading businesses of the demergers: Centrica plc and business in the UK is owned and operated by three billion boe. BG Group-operated Paci fic Basin LNG supply. an agreement to supply LNG to Singapore. and a leader in the field of natural National Grid plc. More information on Centrica plc. Any British Gas service or shareholder gas exploration and production. the demerger of British Gas, including enquiries must be directed to Centrica plc, not contact information for Centrica and BG Group. BG Group cannot answer any questions regarding the British Gas business in the UK at National Grid can be found at: the BG Group Annual General Meeting. For more information visit www.bg-group.com/demerger www.bg-group.com/investors BG Group Annual Report and Accounts 2008 BG078_IFC-p01_vAW1.qxp:Layout 1 16/3/09 22:12 Page 1 1 Contents Directors’ Report – Our business 2 BUSINESS REVIEW REPORT DIRECTORS’ Business Review The Companies Act 2006 requires the Board Business Review Our performance for 2008 4 of Directors to produce a Directors’ Report Chairman’s statement 6 and a Business Review. The Disclosure and Transparency Rules require the Board of Chief Executive’s statement 8 Directors to produce a Management Report. Our strategy 11 On pages 2 to 39 we refer to the Business Review which incorporates the Management Principal risks and uncertainties 17 Report. The Directors’ Report sets out the matters required to be addressed by the Operating review 20 Directors by the Companies Act and is set Financial review 28 out on pages 2 to 63. The Board is required to provide certain information, including a The way we work 35 fair review of the business of the Group, a CORPORATE GOVERNANCECORPORATE REPORT DIRECTORS’ F discussion of the main trends and factors Directors’ Report – Board of Directors 40 likely to affect the future performance of the Group and a description of the principal risks Corporate Governance Group Executive Committee 42 and uncertainties it faces. Particular care Governance 44 should be taken when assessing elements of the Business Review that relate to future Other statutory information 50 developments and the principal risks and Remuneration report 54 uncertainties facing the Group. Whilst the Board has made every effort to identify, disclose and explain such matters, it cannot predict all events or circumstances that will actually affect the Group in the future. Where we refer in this report to other reports or material, such as a website address, this has been done to direct the reader to other sources of BG Group information which may Financial Statements Independent Auditors’ report 64 INANCIAL STATEMENTS be of interest to the reader. Such additional materials do not form part of this Report. Principal accounting policies 65 BG Group has interests in 27 countries. Primary statements 68 However, not all operations have been detailed in this Report. In the interest of Notes to the accounts 73 producing a concise Business Review certain Supplementary information 115 operations have been detailed for their particular relevance to the year under review. Five year financial summary 123 Information on each of BG Group’s assets is set out in the Company’s Data Book, which is updated annually and available on the BG Group website, www.bg-group.com Shareholder Information Shareholder information 125 INFORMATION SHAREHOLDER Notice of tenth Annual General Meeting 127 Index 134 Presentation of non-GAAP measures 135 Glossary of terms 136 Performance highlights Revenue and other operating income Total Results Business Performance* £12 759m £12 602m +51% 2007 £8 158m 2007 £8 330m Total operating profit* Total Results Business Performance* £5 488m £5 355m +65% 2007 £3 095m 2007 £3 248m Earnings per share Total Results Business Performance* 93.4p 91.6p +74% 2007 51.6p 2007 52.7p Dividend per share 11.23p +20% 2007 9.36p * Business Performance excludes disposals, certain re-measurements and impairments as exclusion of these items provides readers with a clear and consistent presentation of the underlying operating performance of the Group’s ongoing business. Unless otherwise stated, financial information for the Group and its business segments presented in the Business Review is based on BG Group’s Business Performance. Total operating profit includes BG Group’s share of pre-tax results from joint ventures and associates. See presentation of non-GAAP measures, page 135. See also Segmental analysis and results presentation, note 2, page 75, and Earnings per ordinary share, note 9, page 88, for a reconciliation of the differences between Business Performance and Total Results. BG078_p02-03_vAW1.qxp:13245_BG_ARA 18/3/09 12:34 Page 2 2 Directors’ Report – Business Review Our business Alaska Canada USA Trinidad and Tobago BG Group is engaged in the exploration, development, production, transmission, distribution and supply of natural gas and oil. The Group also has a number of power generation interests. BG Group’s operations are organised on a regional basis and BG Advance supports the Brazil regions in achieving technical excellence and building long-term competitive advantage.
Recommended publications
  • The Interconnector Pipeline a Key Link in Europe's Gas Network

    The Interconnector Pipeline a Key Link in Europe's Gas Network

    The Interconnector Pipeline A Key Link in Europe’s Gas Network Mark Futyan Oxford Institute of Energy Studies March 2006 Mark Futyan is a postgraduate student at Columbia Business School in New York. He previously worked for Interconnector (UK) Limited between 2001 and 2005. During this period, he was involved in a variety of engineering and commercial projects. For information or questions on this research, please contact: [email protected]. Copyright © 2006 Mark Futyan The contents of and views expressed in this paper are the author’s sole responsibility. They do not necessarily represent the Oxford Institute for Energy Studies or any of its members, nor do they represent the views of Interconnector (UK) Limited. ISBN 1-901795-44-6 ii Preface The Interconnector pipeline has rarely been out of the news since it was first proposed in the early 1990s. It is probably not too much of an exaggeration to say that it has transformed short term trading in north west Europe, causing companies to enter into commercial behaviour that they had not previously considered possible or, in some cases, desirable. Equally interesting were predictions (before it was built) that the project was likely to be a waste of time, followed by periodic claims that: gas was flowing in the wrong direction; that larger or smaller volumes of gas should be flowing; and that shippers on one side or the other were responding inappropriately to price signals. For a gas research programme this made the Interconnector a particularly suitable research project which fits perfectly into our work on European gas issues.
  • Western Downs

    Western Downs

    Image courtesy of Shell's QGC business “We have a strong and diverse economy that is enhanced by the resource sector through employment, Traditional Resources - infrastructure and Western Downs improved services." The Western Downs is known as the “Queensland has the youngest coal- Paul McVeigh, Mayor Energy Capital of Queensland and is fired power fleet in Australia including Western Downs now emerging as the Energy Capital of the Kogan Creek Power Station, and an Regional Council. Australia. abundance of gas which will ensure the State has a reliable source of base load This reputation is due to strong energy for decades to come.” investment over the past 15 years by the Energy Production Industry - Ian Macfarlane, CEO, Mining is the second most productive (EPI) into large scale resource sector Queensland Resources Council industry in the Western Downs after developments in coal seam gas (CSG) As at June 2018, the Gross Regional construction, generating an output of 2 and coal. Product (GRP) of the Western Downs 2.23 billion in 2017/18. Gas and coal-fired power stations region has grown by 26.3% over a In 2017/18, the total value of local sales 2 feature prominently in the region with twelve-month period to reach $4 billion. was $759.2 million. Of these sales, oil a total of six active thermal power The resource industry paid $58 million and gas extraction was the highest, at 2 stations. in wages to 412 full time jobs (2017-18). 3 $615.7 million. Kogan Creek Power Station is one of The industry spent $136 million on In 2017/18 mining had the largest Australia's most efficient and technically goods and services purchased locally total exports by industry, generating advanced coal-fired power stations.
  • 17CTCE Onsite Prog A5+TD.Indd

    17CTCE Onsite Prog A5+TD.Indd

    Conference Programme SPE Annual Caspian Technical Conference and Exhibition Chasing the Margins 1 – 3 November 2017 I Baku, Azerbaijan CELEBRATING 20 YEARS OF THE SPE BAKU SECTION 1997-2017 Host Organisation: Platinum Sponsor: In Participation With: SM Fairmont Hotel, Baku Azerbaijan I www.spe.org/go/17ctce WELCOME FROM THE EXECUTIVE COMMITTEE CO-CHAIRS ABOUT SPE TABLE OF CONTENTS Dear Colleague, Society of Petroleum Engineers Sponsors 2 The Society of Petroleum Engineers About our Partners 3 As conference co-chairs, and on behalf of the Conference Executive and Technical (SPE) is a not-for-profi t professional Venue Floor Plan 4 Programme Committees, we thank you for attending the SPE Annual Caspian Technical association whose members are Schedule of Events 5 engaged in energy resources Conference and Exhibition. Committees 7 development and production. SPE serves more than 164,000 members Opening Ceremony 8 This year’s conference theme “Chasing the Margins” will focus on the current market in 143 countries worldwide. SPE is a Conference Programme and Panel Sessions 9 conditions facing the oil and gas industry, both globally and on a local level, and the ways key resource for technical knowledge Technical Programme 11 in which our industry should respond. The velocity and magnitude of price volatility has related to the oil and gas exploration Speaker Biographies 23 pushed the industry to shift focus from “chasing barrels” towards “chasing effi ciency” to and production industry and provides General Information 28 services through its publications, events, Student Development Summit 30 enhance the value of the ultimate products. The modernisation of the industry, the training courses, and online resources at collaboration between oil and gas operators, contractors, service providers and www.spe.org.
  • 2008 Corporate Responsibility Report Centrica Plc Corporate Responsibility Report 2008

    2008 Corporate Responsibility Report Centrica Plc Corporate Responsibility Report 2008

    2008 Corporate responsibility report Centrica plc Corporate responsibility report 2008 www.centrica.com/cr08 Contents 3 Chief Executive’s introduction 4 Assurance and scope 5 Excerpt from Corporate Citizenship’s Assurance Statement 6 2008 Highlights 7 Business overview 8 Our approach 14 CR Committee and Governance 17 Business principles 22 Key Performance Indicators 25 Key impact areas 26 Climate change and the environment 44 Customer service 56 Securing future energy supplies 64 Health and safety 72 Employees 83 Supply chain 87 Local impact 92 Our stakeholders 94 Customers 97 Investors 99 Employees 101 Suppliers and business partners 103 Governments and regulators 105 Communities 107 NGOs and consumer organisations 109 Media 110 Trade unions 111 Appendix – Memberships 2 Centrica plc Corporate responsibility report 2008 www.centrica.com/cr08 Chief Executive’s introduction Introduction from Sam Laidlaw 2008 was my first full year as a member of the Corporate Responsibility Committee. Throughout the year, the Committee challenged our current performance and debated areas of future activity across a range of critical business issues. Through this continual process of improvement, I have confidence that we are making good progress in developing the necessary structures and processes, allied to a management commitment that will build a sustainable and environmentally aware business for the future. In this report, you can read about our initiatives and performance over the year, as well as our forward- looking plans for 2009 and beyond. As our CR programmes mature, there is an increasing amount of available information to present to our internal and external audiences. As in previous years, we have chosen to use the online environment to report.
  • UK Innovation Systems for New and Renewable Energy Technologies

    UK Innovation Systems for New and Renewable Energy Technologies

    The UK Innovation Systems for New and Renewable Energy Technologies Final Report A report to the DTI Renewable Energy Development & Deployment Team June 2003 Imperial College London Centre for Energy Policy and Technology & E4tech Consulting ii Executive summary Background and approach This report considers how innovation systems in the UK work for a range of new and renewable energy technologies. It uses a broad definition of 'innovation' - to include all the stages and activities required to exploit new ideas, develop new and improved products, and deliver them to end users. The study assesses the diversity of influences that affect innovation, and the extent to which they support or inhibit the development and commercialisation of innovative new technologies in the UK. The innovation process for six new and renewable energy sectors is analysed: • Wind (onshore and offshore) • Marine (wave and tidal stream) • Solar PV • Biomass • Hydrogen from renewables • District and micro-CHP In order to understand innovation better, the report takes a systems approach, and a generic model of the innovation system is developed and used to explore each case. The systems approach has its origins in the international literature on innovation. The organising principles are twofold: • The stages of innovation. Innovation proceeds through a series of stages, from basic R&D to commercialisation – but these are interlinked, and there is no necessity for all innovations to go through each and every stage. The stages are defined as follows: Basic and applied R&D includes both ‘blue skies’ science and engineering/application focused research respectively; Demonstration from prototypes to the point where full scale working devices are installed in small numbers; Pre-commercial captures the move from the first few multiples of units to much larger scale installation for the first time; Supported commercial is the stage where technologies are rolled out in large numbers, given generic support measures; Commercial technologies can compete unsupported within the broad regulatory framework.
  • Kazmunaygas National Company JCS - Climate Change 2019

    Kazmunaygas National Company JCS - Climate Change 2019

    KazMunayGas National Company JCS - Climate Change 2019 C0. Introduction C0.1 (C0.1) Give a general description and introduction to your organization. JSC National Company “KazMunayGas” (KMG) is a vertically integrated national oil and gas company that operates across upstream, midstream and downstream segments, representing the interests of the state in the oil and gas industry of Kazakhstan. Outside of Kazakhstan, KMG has more than a thousand fuel sales points in Romania, Moldova, Bulgaria, and Georgia. KMG International N.V. is a strategic enterprise for oil refining and marketing in Romania and the countries of the Black Sea and Mediterranean basins with the access to the end-user market with a population of more than 300 million people. The company accounts for 26% of the total oil and gas condensate and 15% of natural and associated gas production in Kazakhstan, 56% of oil transportation via oil pipelines and tankers from the port of Aktau, as well as 79% of natural gas transportation via main gas pipelines and 82% of oil refining in Kazakhstan with a share of oil products retail market amounting to 17%. KMG also contributes to the economic growth of Kazakhstan and Romania by employing over 83 thousand people. We recognise that our long-term success depends on how effectively, transparently and responsibly we conduct our business. We are committed to support and develop the expertise and knowledge of our human capital as well as to work closely with the communities to ensure operational excellence in regions where we operate. We also understand that the company holds the responsibility to continuously improve its environmental performance by reducing its environmental footprint, improving the products and introducing innovative green technologies.
  • Compliance and Operation of the NSW Greenhouse Gas Reduction Scheme During 2010 Report to Minister

    Compliance and Operation of the NSW Greenhouse Gas Reduction Scheme During 2010 Report to Minister

    Compliance and Operation of the NSW Greenhouse Gas Reduction Scheme during 2010 Report to Minister NSW Greenhouse Gas Reduction Scheme July 2011 © Independent Pricing and Regulatory Tribunal of New South Wales 2011 This work is copyright. The Copyright Act 1968 permits fair dealing for study, research, news reporting, criticism and review. Selected passages, tables or diagrams may be reproduced for such purposes provided acknowledgement of the source is included. ISBN 978-1-921929-27-4 CP61 Inquiries regarding this document should be directed to a staff member: Margaret Sniffin (02) 9290 8486 Independent Pricing and Regulatory Tribunal of New South Wales PO Box Q290, QVB Post Office NSW 1230 Level 8, 1 Market Street, Sydney NSW 2000 T (02) 9290 8400 F (02) 9290 2061 www.ipart.nsw.gov.au ii IPART Compliance and Operation of the NSW Greenhouse Gas Reduction Scheme during 2010 Contents Contents Foreword 1 1 Executive summary 3 1.1 What is GGAS? 3 1.2 What is IPART’s role? 4 1.3 NSW Benchmark Participants’ compliance 5 1.4 Abatement Certificate Providers’ compliance 5 1.5 Audit activities 6 1.6 Registration, ownership and surrender of certificates 6 1.7 Projected supply of and demand for certificates in coming years 7 1.8 What does the rest of this report cover? 7 2 Developments in GGAS during 2010 8 2.1 Changes to the GGAS Rules 8 2.2 Closure of GGAS to new participants 9 2.3 Cessation of Category A Generating systems 10 2.4 IPART internal review of GGAS 10 2.5 Inter-department review of GGAS 10 2.6 GGAS in the national climate policy context
  • Making a Difference Investing in the Communities Where We Live and Work Making a Difference: Investing in the Communities Where We Live and Work

    Making a Difference Investing in the Communities Where We Live and Work Making a Difference: Investing in the Communities Where We Live and Work

    Making a difference Investing in the communities where we live and work Making a difference: Investing in the communities where we live and work As Britain’s leading supplier of energy and related services, it’s essential we act responsibly in everything we do. Our commitment to doing what’s right in the communities we serve is at the heart of our business. With our resources and nearly 30,000 people, we’re uniquely placed to help tackle some of the challenges that face the 11 million homes we supply with energy and services. For example, almost a third of privately rented homes do not meet the Government’s Decent Homes Standard. Over 4 million UK households are in fuel poverty. And at the same time, the UK is short on the skills needed to power the homes of the future. Many organisations across the country are doing a fantastic job in addressing some of these challenges. This brochure outlines the ways in which we aim to make a difference, through collaborating with some of these expert partners. A helping hand We want to help people who need extra support to keep their homes warm and working. In 2015, we invested £8.5 million in energy grants through the British Gas Energy Trust to help people living in fuel poverty. In 2016 we’re continuing to build on our successful partnership with Shelter. In their 50th anniversary year, we are working together to help shape new standards for homes in the 21st century. Building Britain’s skills The UK is facing a real skills shortage, and youth unemployment remains a challenge.
  • Maintaining a Reliable Electricity Supply to Southern (South West and South East) Queensland

    Maintaining a Reliable Electricity Supply to Southern (South West and South East) Queensland

    FINAL REPORT 5 June 2009 Maintaining a reliable electricity supply to Southern (South West and South East) Queensland Disclaimer While care was taken in preparation of the information in this document, and it is provided in good faith, Powerlink accepts no responsibility or liability (including without limitation, liability to any person by reason of negligence or negligent misstatement) for any loss or damage that may be incurred by any person acting in reliance on this information or assumptions drawn from it, except to the extent that liability under any applicable Queensland or Commonwealth of Australia statute cannot be excluded. This document has been prepared for the purpose of inviting information, comment and discussion from interested parties. The document has been prepared using information provided by a number of third parties. It contains assumptions regarding, among other things, economic growth and load forecasts which may or may not prove to be correct. Powerlink makes no representation or warranty as to the accuracy, reliability, completeness or suitability for particular purposes, of the information in this document. All information should be independently verified before assessing any investment proposals. DOCUMENT PURPOSE For the benefit of those not familiar with the National Electricity Rules (Rules) and the National Electricity Market (NEM), Powerlink offers the following clarifications on the purpose and intent of this document: 1. The Rules require Powerlink to carry out forward planning to identify future reliability of supply requirements and to issue this type of document for “proposed new large network assets”. 2. The Rules require Powerlink to identify, evaluate and compare both network and non-network options (including generation and demand side management) to determine which can address the future supply requirements at the lowest cost to the market and hence to electricity consumers.
  • Massive and Misunderstood Data-Driven Insights Into National Oil Companies

    Massive and Misunderstood Data-Driven Insights Into National Oil Companies

    Massive and Misunderstood Data-Driven Insights into National Oil Companies Patrick R. P. Heller and David Mihalyi APRIL 2019 Contents EXECUTIVE SUMMARY ............................................................................................................................... 1 I. UNDER-ANALYZED BEHEMOTHS ......................................................................................................... 6 II. THE NATIONAL OIL COMPANY DATABASE .....................................................................................10 III. SIZE AND IMPACT OF NATIONAL OIL COMPANIES .....................................................................15 IV. BENCHMARKING NATIONAL OIL COMPANIES BY VALUE ADDITION .....................................29 V. TRANSPARENCY AND NATIONAL OIL COMPANY REPORTING .................................................54 VI. CONCLUSIONS AND STEPS FOR FURTHER RESEARCH ............................................................61 APPENDIX 1. NOCs IN NRGI’S NATIONAL OIL COMPANY DATABASE ..........................................62 APPENDIX 2. CHANGES IN NOC ECONOMIC DATA AS REVENUES CHANGED..........................66 Key messages • National oil companies (NOCs) produce the majority of the world’s oil and gas. They dominate the production landscape in some of the world’s most oil-rich countries, including Saudi Arabia, Mexico, Venezuela and Iran, and play a central role in the oil and gas sector in many emerging producers. In 2017, NOCs that published data on their assets reported combined assets of $3.1 trillion.
  • The Evolution of the Gas Industry in the UK: Providing Pictures

    The Evolution of the Gas Industry in the UK: Providing Pictures

    spective from the gas monopoly years to the fully the evolution of the Gas liberated market today through three lenses of Industry in the uk policy frameworks. It poses the challenges and outlook for the future given the infrastructure and By Calliope Webber price linkages that are currently in play. The rise of the United Kingdom’s gas market and ● The monopoly years: launching British Gas its regional integration within the north-western Originally, gas used in the UK was synthetic gas European gas market over the course of more manufactured from coal (or “town”) gas, and the than a century is a gas market integration success market was run primarily by county councils and story. It is characterised by important energy policy small private firms. After World War II that changes and changing market circumstances both changed with the Gas Act of 1948, which in Europe generally as well as at an intra- nationalised the UK gas industry. When it came regional level. into effect in May 1949, over 1,000 privately The objective of this paper is to use the GMI owned and municipal gas companies were model as a framework to describe the evolution of merged into 12 area Gas Boards – geographically the UK gas market. It provides a descriptive retro- organised and collectively known as British Gas. The world’s first commercial LNG delivery was made from Algeria to the UK by the Methane Princess with the shipment arriving at Canvey Island on October 12, 1964. 198 t h e e V o l u t I on of the G A s Industry I n t h e u k This was the beginning of the publicly owned, Similarly, the electricity supply monopoly was vertically integrated monopoly for the downstream run by the Central Electricity Generating Board supply of gas in the UK.
  • Materials for the Extraordinary General Meeting of Shareholders of Kazmunaigas Exploration Production JSC (“Company”) 14 April 2014

    Materials for the Extraordinary General Meeting of Shareholders of Kazmunaigas Exploration Production JSC (“Company”) 14 April 2014

    Materials for the Extraordinary General Meeting of Shareholders of KazMunaiGas Exploration Production JSC (“Company”) 14 April 2014 An extraordinary general meeting of shareholders (“EGM”) has been called pursuant to resolution adopted on 28 January 2014 by the Board of Directors of KazMunaiGas Exploration Production JSC (“KMG EP” or “Company”). The EGM is to be held on 14 April 2014 at: 17 Kabanbay Batyr, Astana at 10:30AM with the following agenda: On 28 January 2014 the Board of Directors of KazMunaiGas Exploration Production JSC (“KMG EP” or “Company”) called an extraordinary general meeting of shareholders (“EGM”) for 14 April 2014 to be held at: 17 Kabanbay Batyr, Astana at 10:30AM with the following agenda: 1. Appointment of members to the Board of Directors; 2. Amount and terms of compensation package for the members of the Board of Directors of KMG EP. Pursuant to Article 10.16 of the Company’s Charter, the notice of the EGM was published in the Kazakhstanskaya Pravda and Yegemen Kazakhstan newspapers on 8 February 2014. 1. Appointment of members to the Board of Directors Pursuant to the resolution adopted by the extraordinary general meeting of Company’s shareholders adopted on 16 April 2013, the term of the Board was set at three years, i.e. through 15 April 2014. The EGM is held following a resolution adopted by the Company’s Board on 28 January 2014. The notice of the EGM was published in the Kazakhstanskaya Pravda and Yegemen Kazakstan newspapers on 8 February 2014 (pursuant to Article 10.16 of the Company’s Charter).