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Middle East Oil Pricing Systems in Flux Introduction
May 2021: ISSUE 128 MIDDLE EAST OIL PRICING SYSTEMS IN FLUX INTRODUCTION ........................................................................................................................................................................ 2 THE GULF/ASIA BENCHMARKS: SETTING THE SCENE...................................................................................................... 5 Adi Imsirovic THE SHIFT IN CRUDE AND PRODUCT FLOWS ..................................................................................................................... 8 Reid l'Anson and Kevin Wright THE DUBAI BENCHMARK: EVOLUTION AND RESILIENCE ............................................................................................... 12 Dave Ernsberger MIDDLE EAST AND ASIA OIL PRICING—BENCHMARKS AND TRADING OPPORTUNITIES......................................... 15 Paul Young THE PROSPECTS OF MURBAN AS A BENCHMARK .......................................................................................................... 18 Michael Wittner IFAD: A LURCHING START IN A SANDY ROAD .................................................................................................................. 22 Jorge Montepeque THE SECOND SPLIT: BASRAH MEDIUM AND THE CHALLENGE OF IRAQI CRUDE QUALITY...................................... 29 Ahmed Mehdi CHINA’S SHANGHAI INE CRUDE FUTURES: HAPPY ACCIDENT VERSUS OVERDESIGN ............................................. 33 Tom Reed FUJAIRAH’S RISE TO PROMINENCE .................................................................................................................................. -
Organization Sector Report Title Publication Year Report Type
GRI Reports List 2012(Japan) last updated: April 2013 Organization Sector Report Title Publication Year Report type Application Level Status Adeka Chemicals CSR Report 2012 2012 GRI - Referenced Advantest Technology Hardware Corporate Report 2012 2012 GRI - Referenced AEON Retailers Environmental and Social Report 2012 2012 GRI - Referenced Aeon Retailers Environmental & Social Initiatives 2012 2012 Non - GRI Aishin Seiki Equipment Aisin Report 2012 2012 GRI - Referenced Ajinomoto Food and Beverage Products Sustainability Report 2012 2012 Non - GRI All Nippon Airways Coompany Limited Aviation Annual Report 2012 Non - GRI Asahi Glass Company Chemicals AGC Report 2012 2012 GRI - Referenced Asahi Group Holdings Food and Beverage Products CSR Communication Report 2012 2012 GRI - Referenced Asahi Kasei Chemicals CSR Report 2012 2012 GRI - Referenced Astellas Pharma Health Care Products Annual Report 2012 2012 GRI - G3.1 B Self-declared azbil Conglomerates azbil Report 2012 2012 Non - GRI Benesse Holdings, Inc. Other Benesse Report 2012 2012 GRI - Referenced Bridgestone Chemicals CSR Report 2012 2012 GRI - Referenced Brother Technology Hardware CSR Report 2012 2012 GRI - Referenced Canon Technology Hardware Sustainability Report 2012 2012 GRI - Referenced Casio Consumer Durables Sustainability Report 2012 2012 GRI - G3.1 B Self-declared Chiyoda Corporation Construction CSR Report 2012 2012 GRI - Referenced Chubu Electric Power Energy Annual Report 2012 2012 GRI - Referenced Citizen Holdings Conglomerates CSR Report 2012 2012 GRI - Referenced -
Energy Investments in a Zero-Carbon World
Investment Management ENERGY INVESTMENTS IN A ZERO-CARBON WORLD The energy sector is controversial. It faces a perfect (usually in the single to low double digits), whereas storm due to the short-term demand shock caused by the iron-ore and copper reserves are often measured in COVID-19 pandemic and the longer-term risk from the decades or even centuries. This means that at current reduction in society’s carbon footprint to combat climate production rates, under all scenarios for future oil change. Considering this uncertainty and the collapse demand, it is impossible for upstream reserves to in valuations in the sector, we are confronted with dual become obsolete due to inadequate demand for oil. scenarios: whether the sector presents an exceptional • With respect to new competitors, US shale has investment opportunity or is destined for obsolescence. We emerged as a powerful new supply source over believe the key questions are: the past few years. But we estimate that US shale 1. What is the risk that energy companies will be left with production requires an oil price of $60 per barrel or material stranded assets in a carbon-neutral world? more to be economical, underscoring the limits as to how much disruption shale can cause. 2. How will the coming energy transition impact the sustainability of energy companies? MULTI-DECADE DEMAND FOR OIL AND GAS This note focuses on the risks and opportunities presented It bears repeating that there is no scenario under by the upcoming transition for the energy sector. We which the demand for oil and gas will disappear in address company-specific issues as part of our research the next few decades. -
Dual Class Companies List
Dual Class Companies List The following US-incorporated, Russell 3000 companies have at least two outstanding classes of common stock with unequal voting rights as of March 2017. Primary Company Name Unequal Voting Structure Ticker Class A: 1 vote per share 1-800-FLOWERS.COM FLWS Class B: 10 votes per share Class A Common: 1 A. O. Smith AOS Common: 1/10 Time-phased voting: Aflac AFL 1 vote per share until stock held for 4 years, then 10 votes per share Class A: 1 Albany International AIN Class B: 10 Class A: 1 Alphabet GOOGL Class B: 10 Class C: no votes Class A: 1 AMC Entertainment Holdings AMC Class B: 3 Class A: 1; elects 25% of board AMC Networks AMCX Class B: 10; elects 75% of board Class A: 1 Ameresco AMRC Class B: 5 Class A: 1 American Homes 4 Rent AMH Class B: 50 Class A: 1/10; elects 25% of board American Software AMSWA Class B: 1; elects 75% of board Class A: 1 AppFolio APPF Class B: 10 Primary Company Name Unequal Voting Structure Ticker Class A: 1 Apptio APTI Class B: 10 Class A: no votes Artesian Resources ARTNA Class B: 1 Class A: 1 Artisan Partners Asset Management APAM Class B: 5 Class A: 1 Ascent Capital Group ASCMA Class B: 10 Class A: 1 Associated Capital Group AC Class B: 10 Common: 1 Astronics ATRO Class B Common: 10 Class A: 1 Baldwin & Lyons BWINB Class B: no votes Class A: 1 Bel Fuse BELFB Class B: no votes Class A: 1 Berkshire Hathaway BRK.B Class B: 1/10,000 Class A: 1 BGC Partners BGCP Class B: 10 Class A: 1/10 Bio-Rad Laboratories BIO Class B: 1 Class A: 1 Box BOX Class B: 10 Class A Nonvoting: no votes Brady -
Green Hydrogen the Next Transformational Driver of the Utilities Industry
EQUITY RESEARCH | September 22, 2020 | 9:41PM BST The following is a redacted version of the original report. See inside for details. Green Hydrogen The next transformational driver of the Utilities industry In our Carbonomics report we analysed the major role of clean hydrogen in the transition towards Net Zero. Here we focus on Green hydrogen (“e-Hydrogen”), which is produced when renewable energy powers the electrolysis of water. Green hydrogen looks poised to become a once-in-a-generation opportunity: we estimate it could give rise to a €10 trn addressable market globally by 2050 for the Utilities industry alone. e-Hydrogen could become pivotal to the Utilities (and Energy) industry, with the potential by 2050 to: (i) turn into the largest electricity customer, and double power demand in Europe; (ii) double our already top-of-the-street 2050 renewables capex EU Green Deal Bull Case estimates (tripling annual wind/solar additions); (iii) imply a profound reconfiguration of the gas grid; (iv) solve the issue of seasonal power storage; and (v) provide a second life to conventional thermal power producers thanks to the conversion of gas plants into hydrogen turbines. Alberto Gandolfi Ajay Patel Michele Della Vigna, CFA Mafalda Pombeiro Mathieu Pidoux +44 20 7552-2539 +44 20 7552-1168 +44 20 7552-9383 +44 20 7552-9425 +44 20 7051-4752 alberto.gandolfi@gs.com [email protected] [email protected] [email protected] [email protected] Goldman Sachs International Goldman Sachs International Goldman Sachs International Goldman Sachs International Goldman Sachs International Goldman Sachs does and seeks to do business with companies covered in its research reports. -
List of CA100+ Non-Disclosers 142 of 167 CA100+ Target Companies (85%) Have Not Published a Review of Their Alignment with Industry Associations on Climate Change
List of CA100+ Non-Disclosers 142 of 167 CA100+ target companies (85%) have not published a review of their alignment with industry associations on climate change. A full list is below: • A.P. Moller - Maersk • CEZ, A.S. • Adbri Ltd • China National Offshore Oil Corporation (CNOOC) Limited • AES Corporation • China Petroleum & Chemical • Air France KLM S.A. Corporation (Sinopec) • Air Liquide • China Shenhua Energy • Airbus Group • China Steel Corporation • American Airlines Group Inc. • Coal India • American Electric Power Company, Inc. • Coca-Cola Company • Anhui Conch Cement • Colgate-Palmolive Company • ANTAM (Aneka Tambang) • CRH • Bayer AG • Cummins Inc. • Berkshire Hathaway • Daikin Industries, Ltd. • Bluescope Steel Limited • Daimler AG • BMW • Dangote Cement Plc • Boeing Company • Danone S.A. • Boral Limited • Delta Air Lines, Inc. • Bumi Resources • Devon Energy Corporation • Bunge Limited • Dominion Energy, Inc • Canadian Natural Resources Limited • Dow Inc • Caterpillar Inc. • E.ON SE • CEMEX S.A.B. De C.V. • Ecopetrol Sa • Centrica • EDF List of CA100+ Non-Disclosers 1 • Enbridge Inc. • LafargeHolcim Ltd • ENEL SpA • Lockheed Martin Corporation • ENEOS Holdings • Lukoil OAO • ENGIE • LyondellBasell Industries Cl A • Eni SpA • Marathon Petroleum • Eskom Holdings Soc Limited • Martin Marietta Materials, Inc. • Exelon Corporation • National Grid Plc • Fiat Chrysler Automobiles NV • Naturgy • FirstEnergy Corp. • Nestlé • Formosa Petrochemical • NextEra Energy, Inc. • Fortum Oyj • Nippon Steel Corporation • Gazprom • Nissan Motor Co., Ltd. • General Electric Company • Nornickel (MMC Norilsk Nickel OSJC) • General Motors Company • NRG Energy, Inc. • Grupo Argos • NTPC Ltd • Grupo Mexico • Occidental Petroleum Corporation • Hitachi, Ltd. • Oil & Natural Gas Corporation • Hon Hai Precision Industry • Oil Search • Honda Motor Company • Orica • Iberdrola, S.A. -
Climate and Energy Benchmark in Oil and Gas
Climate and Energy Benchmark in Oil and Gas Total score ACT rating Ranking out of 100 performance, narrative and trend 1 Neste 57.4 / 100 8.1 / 20 B 2 Engie 56.9 / 100 7.9 / 20 B 3 Naturgy Energy 44.8 / 100 6.8 / 20 C 4 Eni 43.6 / 100 7.3 / 20 C 5 bp 42.9 / 100 6.0 / 20 C 6 Total 40.7 / 100 6.1 / 20 C 7 Repsol 38.1 / 100 5.0 / 20 C 8 Equinor 37.9 / 100 4.9 / 20 C 9 Galp Energia 36.4 / 100 4.3 / 20 C 10 Royal Dutch Shell 34.3 / 100 3.4 / 20 C 11 ENEOS Holdings 32.4 / 100 2.6 / 20 C 12 Origin Energy 29.3 / 100 7.3 / 20 D 13 Marathon Petroleum Corporation 24.8 / 100 4.4 / 20 D 14 BHP Group 22.1 / 100 4.3 / 20 D 15 Hellenic Petroleum 20.7 / 100 3.7 / 20 D 15 OMV 20.7 / 100 3.7 / 20 D Total score ACT rating Ranking out of 100 performance, narrative and trend 17 MOL Magyar Olajes Gazipari Nyrt 20.2 / 100 2.5 / 20 D 18 Ampol Limited 18.8 / 100 0.9 / 20 D 19 SK Innovation 18.6 / 100 2.8 / 20 D 19 YPF 18.6 / 100 2.8 / 20 D 21 Compania Espanola de Petroleos SAU (CEPSA) 17.9 / 100 2.5 / 20 D 22 CPC Corporation, Taiwan 17.6 / 100 2.4 / 20 D 23 Ecopetrol 17.4 / 100 2.3 / 20 D 24 Formosa Petrochemical Corp 17.1 / 100 2.2 / 20 D 24 Cosmo Energy Holdings 17.1 / 100 2.2 / 20 D 26 California Resources Corporation 16.9 / 100 2.1 / 20 D 26 Polski Koncern Naftowy Orlen (PKN Orlen) 16.9 / 100 2.1 / 20 D 28 Reliance Industries 16.7 / 100 1.0 / 20 D 29 Bharat Petroleum Corporation 16.0 / 100 1.7 / 20 D 30 Santos 15.7 / 100 1.6 / 20 D 30 Inpex 15.7 / 100 1.6 / 20 D 32 Saras 15.2 / 100 1.4 / 20 D 33 Qatar Petroleum 14.5 / 100 1.1 / 20 D 34 Varo Energy 12.4 / 100 -
Negativliste. Fossil Energi
Negativliste. Fossil energi Maj 2021 Udstedende selskab 1 ABJA Investment Co Pte Ltd 2 ABM Investama Tbk PT 3 Aboitiz Equity Ventures Inc 4 Aboitiz Power Corp 5 Abraxas Petroleum Corp 6 Abu Dhabi National Energy Co PJSC 7 AC Energy Finance International Ltd 8 Adams Resources & Energy Inc 9 Adani Electricity Mumbai Ltd 10 Adani Power Ltd 11 Adani Transmission Ltd 12 Adaro Energy Tbk PT 13 Adaro Indonesia PT 14 ADES International Holding PLC 15 Advantage Oil & Gas Ltd 16 Aegis Logistics Ltd 17 Aenza SAA 18 AEP Transmission Co LLC 19 AES Alicura SA 20 AES El Salvador Trust II 21 AES Gener SA 22 AEV International Pte Ltd 23 African Rainbow Minerals Ltd 24 AGL Energy Ltd 25 Agritrade Resources Ltd 26 AI Candelaria Spain SLU 27 Air Water Inc 28 Akastor ASA 29 Aker BP ASA 30 Aker Solutions ASA 31 Aksa Akrilik Kimya Sanayii AS 32 Aksa Enerji Uretim AS 33 Alabama Power Co 34 Alarko Holding AS 35 Albioma SA 36 Alexandria Mineral Oils Co 37 Alfa Energi Investama Tbk PT 38 ALLETE Inc 1 39 Alliance Holdings GP LP 40 Alliance Resource Operating Partners LP / Alliance Resource Finance Corp 41 Alliance Resource Partners LP 42 Alliant Energy Corp 43 Alpha Metallurgical Resources Inc 44 Alpha Natural Resources Inc 45 Alta Mesa Resources Inc 46 AltaGas Ltd 47 Altera Infrastructure LP 48 Altius Minerals Corp 49 Altus Midstream Co 50 Aluminum Corp of China Ltd 51 Ameren Corp 52 American Electric Power Co Inc 53 American Shipping Co ASA 54 American Tanker Inc 55 AmeriGas Partners LP / AmeriGas Finance Corp 56 Amplify Energy Corp 57 Amplify Energy Corp/TX 58 -
Kawasaki Report 2019 Kawasaki Group Mission Statement
Kawasaki Report 2019 Kawasaki Group Mission Statement Kawasaki formulated the Kawasaki Group Mission Statement as a compass directing the activities of Contents Editorial Policy the Kawasaki Group. The statement incorporates the Group’s social mission and, to increase the Since fiscal 2013, the Kawasaki Group has published the Kawasaki Report as an inte- Introduction grated report. Kawasaki brand value, shared values, the underlying principles of management activities, and The report serves as a tool for communication with stakeholders and includes infor- mation about the Group’s efforts to create value for society and boost enterprise value, guidelines for the daily conduct of each and every member of the organization. 2 Value Creation through Technological management policies, business environment and strategy, and environmental, social and Innovation governance (ESG)-related content. 4 Our Approach to Sustainable Value For more information on many of the topics touched upon in this report, please visit Creation our website. IR information: https://global.kawasaki.com/en/corp/ir/ 6 Social Value Created through Our CSR information: https://global.kawasaki.com/en/corp/sustainability/ Businesses Environmental information: https://global.kawasaki.com/en/corp/sustainability/ environment/index.html Group Mission 8 Performance Highlights Period This report covers fiscal 2018 (April 1, 2018 to March 31, 2019), but some fiscal 2019 Management Strategy content is also included. Please note that in Kawasaki Report 2019, the Company has adopted the fiscal year notation that designates the stated fiscal by the calendar year in which it begins. The year under review in this report is thus fiscal 2018, the year from Kawasaki, working as one 10 Message from the President April 1, 2018 to March 31, 2019. -
Carbonomics the Rise of Clean Hydrogen
EQUITY RESEARCH | July 8, 2020 | 11:34PM BST Carbonomics The Rise of Clean Hydrogen Clean hydrogen has a major role to play in the path towards net zero carbon, providing de-carbonization solutions in the most challenging parts of the Carbonomics cost curve - including long-haul transport, steel, chemicals, heating and long-term power storage. Clean hydrogen cost competitiveness is also closely linked to cost deflation and large scale developments in renewable power and carbon capture (two key technologies to produce it), creating three symbiotic pillars of de-carbonization. Clean hydrogen is gaining strong political and business momentum, emerging as a major component in governments' net zero plans such as the European Green Deal. This is why we believe that the hydrogen value chain deserves serious focus after three false starts in the past 50 years. Hydrogen is very versatile, both in its production and consumption: it is light, storable, has high energy content per unit mass and can be readily produced at an industrial scale. The key challenge comes from the fact that hydrogen (in its ambient form as a gas) is the lightest element and so has a low energy density per unit of volume, making long-distance transportation and storage complex and costly. In this report we analyze the clean hydrogen company ecosystem, the cost competitiveness of green and blue hydrogen in key applications and its key role in Carbonomics: the green engine of economic recovery. Michele Della Vigna, CFA Zoe Stavrinou Alberto Gandolfi +44 20 7552-9383 +44 20 7051-2816 +44 20 7552-2539 [email protected] [email protected] alberto.gandolfi@gs.com Goldman Sachs International Goldman Sachs International Goldman Sachs International Goldman Sachs does and seeks to do business with companies covered in its research reports. -
Comcast Corporation: Acquisition of NBC Universal and the Battle for Sports Programming
Comcast Corporation: Acquisition of NBC Universal and the Battle for Sports Programming Executive Summary Comcast acquired NBC Universal on January 28th of2011. Upon this purchase, they also acquired the various networks of USA, Bravo, SyFy, CNBC, and MSNBC all being huge additives in the purchase adding to the revenue of the business venture at stake. Comcast’s resource development has been established by Comcast’s marketable assets defining themselves by product research as well as the development of the acquired technology, and the development of various systems. Comcast’s general idea is to implement the thought of a resonating concept that radiates to the general public regarding itself in a way that is marketable to all. The resources and abilities combined with Comcast’s already strong logistics, as well as their excellent marketing abilities and excellent customer service departments have created a strong infrastructure that is more than capable and prepped for expansion. The major expansions that appear on the horizon for Comcast are equally distributed by the ability to expand their corporation. As such, their acquisition of NBC will vastly expand their ability to obtain new technological and content capabilities As it is, Comcast itself is a multimedia giant, being known throughout the United States as one of the leading providers of cable television as well as a provider of internet and phone services. It is through this vast resource system that has not only allowed Comcast to grow into a multimedia giant, but create the opportunity to grow into a national leading provider and well subscriber to all. -
CCPS® ANNUAL REPORT 2020-21 Making an Impact Worldwide
CCPS® ANNUAL REPORT 2020-21 Making an Impact Worldwide VISION 20/20 Endpoint REVITALIZATION Gaps Starting Point MEMBERSHIP GLOBALIZATION EDUCATION Bringing Together the Global Community Committed to Process Safety through Learning, Membership and Collaboration. Table of Contents The CCPS Story ................................................................................................................... 2 Message from the Executive Director & CEO ............................................................. 3 Highlights from the Year ................................................................................................... 4 Get Your Company Involved ............................................................................................ 5 Resources to Explore ..................................................................................................... 6-8 Student Boot Camps .......................................................................................................... 9 SAChE ..................................................................................................................................10 Early Career Professional (ECP) ....................................................................................10 Academy..............................................................................................................................11 Faculty Workshops ...........................................................................................................12 Process Safety Boot