Rosneft’S Global Expansion
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"Waves" of the Russia's Presidential Reforms Break About Premier's "Energy-Rocks"
AFRICA REVIEW EURASIA REVIEW "Waves" of the Russia's Presidential Reforms Break About Premier's "Energy-Rocks" By Dr. Zurab Garakanidze* Story about the Russian President Dmitry Medvedev’s initiative to change the make-up of the boards of state-owned firms, especially energy companies. In late March of this year, Russian President Dmitry Medvedev demanded that high-ranking officials – namely, deputy prime ministers and cabinet-level ministers that co-ordinate state policy in the same sectors in which those companies are active – step down from their seats on the boards of state-run energy companies by July 1. He also said that October 1 would be the deadline for replacing these civil servants with independent directors. The deadline has now passed, but Medvedev‟s bid to diminish the government‟s influence in the energy sector has run into roadblocks. Most of the high-level government officials who have stepped down are being replaced not by independent managers, but by directors from other state companies in the same sector. Russia‟s state-owned oil and gas companies have not been quick to replace directors who also hold high-ranking government posts, despite or- ders from President Dmitry Medvedev. High-ranking Russian officials have made a show of following President Medvedev‟s order to leave the boards of state-run energy companies, but government influence over the sector remains strong. This indicates that the political will needed for the presidential administration to push eco- nomic reforms forward may be inadequate. 41 www.cesran.org/politicalreflection Political Reflection | September-October-November 2011 Russia's Presidential Reforms | By Dr. -
Testimony: the Russian Economy: More Than Just Energy?
The Russian Economy: More than Just Energy? Anders Åslund, Peterson Institute for International Economics Testimony for the Committee on Foreign Affairs of the European Parliament April 2009 1 Introduction Russia has enjoyed a decade of high economic growth because of the eventually successful market reforms of the 1990s as well as an oil boom. For the last six years, however, the Russian economy has become increasingly dysfunctional because the authorities have done nothing to impede corruption. The energy sector has been a generator of corrupt revenues, and its renationalization has concentrated these corrupt incomes in the hands of the security police elite. Russia depends on the European Union for most of its exports and imports, but no free trade agreement is even on the horizon. Investments, by contrast, are relatively well secured through international conventions. In global governance, Russia has changed its attitude from being a joiner to becoming a spoiler. The disruption of supplies of Russian gas to Europe in January 2009 displayed all the shortfalls both of the Russian and Ukrainian gas sectors and of EU policy. The European Union needs to play a more active role. It should monitor gas supplies, production, and storage. It should demand the exclusion of corrupt intermediaries in its gas trade. It should demand that Russia and Ukraine conclude a long- term transit and supply agreement. The European Union should form a proper energy policy, with energy conservation, diversification, unbundling, and increased storage. This is a good time to persuade Russia to ratify the Energy Charter. The European Union should also demand that Ukraine undertake a market-oriented and transparent energy-sector reform. -
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. -
BP Code of Conduct – English
Our Code Our responsibility Code of Conduct Guiding you to make the right decisions Our values and behaviours are the foundation of our Code What we value Safety Safety is good business. Everything we do relies upon the safety of our workforce and the communities around us. We care about the safe management of the environment. We are committed to safely delivering energy to the world. Respect We respect the world in which we operate. It begins with compliance with laws and regulations. We hold ourselves to the highest ethical standards and behave in ways that earn the trust of others. We depend on the relationships we have and respect each other and those we work with. We value diversity of people and thought. We care about the consequences of our decisions, large and small, on those around us. Excellence We are in a hazardous business and are committed to excellence through the systematic and disciplined management of our operations. We follow and uphold the rules and standards we set for our company. We commit to quality outcomes, have a thirst to learn and to improve. If something is not right, we correct it. Courage What we do is rarely easy. Achieving the best outcomes often requires the courage to face difficulty, to speak up and stand by what we believe. We always strive to do the right thing. We explore new ways of thinking and are unafraid to ask for help. We are honest with ourselves and actively seek feedback from others. We aim for an enduring legacy, despite the short-term priorities of our world. -
19-1189 BP PLC V. Mayor and City Council of Baltimore
(Slip Opinion) OCTOBER TERM, 2020 1 Syllabus NOTE: Where it is feasible, a syllabus (headnote) will be released, as is being done in connection with this case, at the time the opinion is issued. The syllabus constitutes no part of the opinion of the Court but has been prepared by the Reporter of Decisions for the convenience of the reader. See United States v. Detroit Timber & Lumber Co., 200 U. S. 321, 337. SUPREME COURT OF THE UNITED STATES Syllabus BP P. L. C. ET AL. v. MAYOR AND CITY COUNCIL OF BALTIMORE CERTIORARI TO THE UNITED STATES COURT OF APPEALS FOR THE FOURTH CIRCUIT No. 19–1189. Argued January 19, 2021—Decided May 17, 2021 Baltimore’s Mayor and City Council (collectively City) sued various en- ergy companies in Maryland state court alleging that the companies concealed the environmental impacts of the fossil fuels they promoted. The defendant companies removed the case to federal court invoking a number of grounds for federal jurisdiction, including the federal officer removal statute, 28 U. S. C. §1442. The City argued that none of the defendants’ various grounds for removal justified retaining federal ju- risdiction, and the district court agreed, issuing an order remanding the case back to state court. Although an order remanding a case to state court is ordinarily unreviewable on appeal, Congress has deter- mined that appellate review is available for those orders “remanding a case to the State court from which it was removed pursuant to section 1442 or 1443 of [Title 28].” §1447(d). The Fourth Circuit read this provision to authorize appellate review only for the part of a remand order deciding the §1442 or §1443 removal ground. -
Russia's Hardest Working Oligarch Takes Talents to Africa
Russia’s Hardest Working Oligarch Takes Talents to Africa PONARS Eurasia Policy Memo No. 672 September 2020 Matt Maldonado1 The University of Texas at Austin In September 2019, Russian oligarch Konstantin Malofeev sat down for an interview with the Russian news outlet RBC and announced the launch of the International Agency of Sovereign Development (IASD). It was to be a brand-new Russian investment group set to make its public debut at the Russia-Africa Summit in Sochi later that year. Malofeev has been sanctioned by both the United States and the EU for his role in the Russian annexation of Crimea. He is the same “God’s Oligarch” whose ultra-conservative Tsargrad news network was banned from YouTube for “violation of legislation on sanctions and trade rules.” Now, IASD is positioning itself to be instrumental in a Russian effort to “Pivot back to Africa” after withdrawing during more than a decade of internal strife and international decline in the aftermath of the fall of the Soviet Union. Moscow recognizes the importance of Africa for trade and industry, and IASD’s Soviet nostalgia, anti-Western sentiment, and development funds would find consumers on the continent. It has the potential to be an influential alternative to Western and Chinese interests while attracting significantly less attention than, for example, the African operations of Evgeni Prigozhin and the Wagner Group. Organizational Debut, Outreach, and “Unworldly Connections” IASD presents itself as a global consultancy firm, assisting both African governments and Russian -
An Overview of Boards of Directors at Russia's Largest Public Companies
An Overview Of Boards Of Directors At Russia’s Largest Public Companies Andrei Rakitin Milena Barsukova Arina Mazunova Translated from Russian August 2020 Key Results According to information disclosed by 109 of Russia’s largest public companies: “Classic” board compositions of 11, nine, and seven seats prevail The total number of persons on Boards of the companies under study is not as low as it might seem: 89% of all Directors were elected to only one such Board Female Directors account for 12% and are more often elected to the audit, nomination, and remuneration committees than to the strategy committee Among Directors, there are more “humanitarians” than “techies,” while the share of “techies” among chairs is greater than across the whole sample The average age for Directors is 53, 56 for Chairmen, and 58 for Independent Directors Generation X is the most visible on Boards, and Generation Y Directors will likely quickly increase their presence if the impetuous development of digital technologies continues The share of Independent Directors barely reaches 30%, and there is an obvious lack of independence on key committees such as audit Senior Independent Directors were elected at 17% of the companies, while 89% of Chairs are not independent The average total remuneration paid to the Board of Directors is RUR 69 million, with the difference between the maximum and minimum being 18 times Twenty-four percent of the companies disclosed information on individual payments made to their Directors. According to this, the average total remuneration is approximately RUR 9 million per annum for a Director, RUR 17 million for a Chair, and RUR 11 million for an Independent Director The comparison of 2020 findings with results of a similar study published in 2012 paints an interesting dynamic picture. -
Russi-Monitor-Monthl
MONTHLY May 2020 CONTENTS 3 17 28 POLAND AND DENMARK BEGIN BELARUS RAMPS UP RUSSIAN ECONOMY COMES CONSTRUCTION OF BALTIC DIVERSIFICATION EFFORTS BADLY BECAUSE OF PANDEMIC PIPE PROJECT TO CHALLENGE WITH U.S. AND GULF CRUDE RUSSIAN GAS DOMINANCE PURCHASES POLAND AND DENMARK BEGIN CONSTRUCTION OF BALTIC PIPE PROJECT CORONAVIRUS IN RUSSIA: BAD NEWS FOR 3 TO CHALLENGE RUSSIAN GAS DOMINANCE 20 THE COUNTRY MOSCOW: THE CAPITAL RUSSIA UNVEILS RESCUE PLAN FOR OIL 5 OF RUSSIAN CORONAVIRUS OUTBREAK 22 SECTOR VLADIMIR PUTIN SUFFERS PRESTIGIOUS 6 FAILURE IN VICTORY DAY CELEBRATIONS 23 TENSIONS RISE IN THE BLACK SEA RUSSIA EASES LOCKDOWN YET OFFERS ROSNEFT, TRANSNEFT IN NEW FEUD OVER 8 LITTLE SUPPORT TO CITIZENS 25 TRANSPORTATION TARIFFS ROSNEFT’S SECHIN ASKS OFFICIALS FOR NEW TAX RELIEFS DESPITE RECENT GAZPROM IS TURNING TOWARDS CHINA, 10 MISHAPS 27 BUT THERE ARE PROBLEMS FRADKOV REMAINS AT THE HELM OF THE RUSSIAN ECONOMY COMES BADLY 12 KREMLIN’S “INTELLIGENCE SERVICE” 28 BECAUSE OF PANDEMIC RUSSIA STEPS UP DIPLOMATIC EFFORTS AS RUSSIA AIMS TO BOOST MILITARY FACILITIES 14 KREMLIN AIDE KOZAK VISITS BERLIN 30 IN SYRIA GAZPROM’S NATURAL GAS EXPORT RUSSIA–NATO TENSIONS CONTINUE ON 16 REVENUE DECLINED DRAMATICALLY IN Q1 32 BOTH FLANKS BELARUS RAMPS UP DIVERSIFICATION RUSSIA, BELARUS SQUABBLE OVER GAS EFFORTS WITH U.S. AND GULF CRUDE DELIVERIES IN NEW CHAPTER OF ENERGY 17 PURCHASES 34 WAR RUSSIA’S ROSNEFT HAS NEW OWNERSHIP RUSSIA FACES BIGGEST MILITARY THREAT 19 STRUCTURE BUT SAME CEO 36 FROM WEST, SHOIGU SAYS 2 www.warsawinstitute.org 4 May 2020 POLAND AND DENMARK BEGIN CONSTRUCTION OF BALTIC PIPE PROJECT TO CHALLENGE RUSSIAN GAS DOMINANCE Construction of a major gas pipeline from Norway is to begin in the coming days, Polish President Andrzej Duda said in the morning of May 4. -
BP Plc Vs Royal Dutch Shell
FEBRUARY 2021 BP plc Vs Royal Dutch Shell 01872 229 000 www.atlanticmarkets.co.uk www.atlanticmarkets.co.uk BP Plc A Brief History BP is a British multinational oil and gas company headquartered in London. It is one of the world’s oil and gas supermajors. · 1908. The founding of the Anglo-Persian Oil Company, established as a subsidiary of Burmah Oil Company to take advantage of oil discoveries in Iran. · 1935. It became the Anglo-Iranian Oil Company · 1954. Adopted the name British Petroleum. · 1959. The company expanded beyond the Middle East to Alaska and it was one of the first companies to strike oil in the North Sea. · 1978. British Petroleum acquired majority control of Standard Oil of Ohio. Formerly majority state-owned. · 1979–1987. The British government privatised the company in stages between. · 1998. British Petroleum merged with Amoco, becoming BP Amoco plc, · 2000-2001. Acquired ARCO and Burmah Castrol, becoming BP plc. · 2003–2013. BP was a partner in the TNK-BP joint venture in Russia. Positioning BP is a “vertically integrated” company, meaning it’s involved in the whole supply chain – from discovering oil, producing it, refining it, shipping it, trading it and selling it at the petrol pump. BP has operations in nearly 80 countries worldwide and has around 18,700 service stations worldwide. Its largest division is BP America. In Russia, BP also own a 19.75% stake in Rosneft, the world’s largest publicly traded oil and gas company by hydrocarbon reserves and production. BP has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. -
Russia and Saudi Arabia: Old Disenchantments, New Challenges by John W
STRATEGIC PERSPECTIVES 35 Russia and Saudi Arabia: Old Disenchantments, New Challenges by John W. Parker and Thomas F. Lynch III Center for Strategic Research Institute for National Strategic Studies National Defense University Institute for National Strategic Studies National Defense University The Institute for National Strategic Studies (INSS) is National Defense University’s (NDU’s) dedicated research arm. INSS includes the Center for Strategic Research, Center for the Study of Chinese Military Affairs, and Center for the Study of Weapons of Mass Destruction. The military and civilian analysts and staff who comprise INSS and its subcomponents execute their mission by conducting research and analysis, publishing, and participating in conferences, policy support, and outreach. The mission of INSS is to conduct strategic studies for the Secretary of Defense, Chairman of the Joint Chiefs of Staff, and the unified combatant commands in support of the academic programs at NDU and to perform outreach to other U.S. Government agencies and the broader national security community. Cover: Vladimir Putin presented an artifact made of mammoth tusk to Crown Prince Mohammad bin Salman Al Saud in Riyadh, October 14–15, 2019 (President of Russia Web site) Russia and Saudi Arabia Russia and Saudia Arabia: Old Disenchantments, New Challenges By John W. Parker and Thomas F. Lynch III Institute for National Strategic Studies Strategic Perspectives, No. 35 Series Editor: Denise Natali National Defense University Press Washington, D.C. June 2021 Opinions, conclusions, and recommendations expressed or implied within are solely those of the contributors and do not necessarily represent the views of the Defense Department or any other agency of the Federal Government. -
Patronage of Vladimir Putin
LLorord of the d of the RiRigsgs RosRosnenefftt a as s a a MMiirrrror oor off Rus Russisia’sa’s Ev Evololututiionon Nina Poussenkova Carnegie Moscow Center PortPortrraiaitt of of RosneRosneft ft E&P Refining Marketing Projects Yuganskneftegas Komsomolsk Purneftegas Altainefteproduct Sakhalin 3, 4, 5 Sakhalinmorneftegas Tuapse Kurgannefteproduct Vankor block of fields Severnaya Neft Yamalnefteproduct West Kamchatka shelf Polar Lights Nakhodkanefteproduct Black and Azov Seas Sakhalin1 Vostoknefteproduct Kazakhstan Vankorneft Arkhangelsknefteproduct Algiers Krasnodarneftegas Murmansknefteproduct CPC Stavropolneftegas Smolensknefteproduct VostochnoSugdinsk block Grozneft Artag Verkhnechonsk KabardinoBalkar Fuel Co Neftegas Karachayevo Udmurtneft Cherkessknefteproduct Kubannefteproduct Tuapsenefteproduct Stavropoliye ExYuganskneftegas: 2004 oil production (21 mt) – 4.7% of Russia’s total CEO – S.Bogdanchikov BoD Chairman – I.Sechin Proved oil reserves – 4.8% of Russia’s total With Yuganskneftegas: > 75% owned by the state Rosneftegas 2006 oil production (75 mt) – 15% of Russia’s total 9.44% YUKOS >14% sold during IPO Proved oil reserves – 20% of Russia’s total RoRosnesneftft’s’s Saga Saga 1985 1990 1992 1995 2000 2005 2015 KomiTEK Sibneft LUKOIL The next ONACO target ??? Surgut TNK Udmurtneft The USSR Slavneft Ministry of Rosneftegas the Oil Rosneft Rosneft Rosneft Rosneft Rosneft Industry 12 mt 240 mt 20 mt 460 mt 75 mt 595 mt VNK 135 mt Milestones: SIDANCO 1992 – start of privatization Severnaya Neft 1998 – appointment of S.Bogdanchikov -
Global Expansion of Russian Multinationals After the Crisis: Results of 2011
Global Expansion of Russian Multinationals after the Crisis: Results of 2011 Report dated April 16, 2013 Moscow and New York, April 16, 2013 The Institute of World Economy and International Relations (IMEMO) of the Russian Academy of Sciences, Moscow, and the Vale Columbia Center on Sustainable International Investment (VCC), a joint center of Columbia Law School and the Earth Institute at Columbia University in New York, are releasing the results of their third survey of Russian multinationals today.1 The survey, conducted from November 2012 to February 2013, is part of a long-term study of the global expansion of emerging market non-financial multinational enterprises (MNEs).2 The present report covers the period 2009-2011. Highlights Russia is one of the leading emerging markets in terms of outward foreign direct investments (FDI). Such a position is supported not by several multinational giants but by dozens of Russian MNEs in various industries. Foreign assets of the top 20 Russian non-financial MNEs grew every year covered by this report and reached US$ 111 billion at the end of 2011 (Table 1). Large Russian exporters usually use FDI in support of their foreign activities. As a result, oil and gas and steel companies with considerable exports are among the leading Russian MNEs. However, representatives of other industries also have significant foreign assets. Many companies remained “regional” MNEs. As a result, more than 66% of the ranked companies’ foreign assets were in Europe and Central Asia, with 28% in former republics of the Soviet Union (Annex table 2). Due to the popularity of off-shore jurisdictions to Russian MNEs, some Caribbean islands and Cyprus attracted many Russian subsidiaries with low levels of foreign assets.