Middle East Oil and Gas

Total Page:16

File Type:pdf, Size:1020Kb

Middle East Oil and Gas . .' !• fr{]£[ffi~£o§@£@@@ 0 Susitna Joint Venture Document Number Please Returr To EXXON BACKGROUND SERIES DOCUMENT CONTROL Middle East Oil and Gas -I I i t::, /} •,} (') (",)\.1 .::., .; ()''-'c -~~ i) "'' ~~ J - DECEMBER 1984 L L Middle East Oil and Gas List Gf Figurres, Tables a11d Map~ Table of Contents 1 Figure.~ Page Chapter Title Page 1 World Distribution of Proved Oil Reserves 2 :;;- ---~--~--------~--------------------------------- 2 Proved Oil Reserves of Middle East and Other Nations 4 1 A Position llf Preeminence 2 3 Changes in the Oil Imports Dependence of Principal Industrialized Nations 7 2 His tor)' of Area's Oil Operations--- 5 4 Rates of Discovery 'ilnd Production of Total World Oil Reserves 8 Iran 5 Principal Oil Movements by Sea 14 Iraq 9 6 Major Events which Changed Middle East Bahrain 13 Crude Oil Selling Prices-1970-83 28 Kuwait 1il 'I 7 Middle East Oil Production and Significant Related Events-1950-83 31 Saudi Arabia 13 8 World Crude Oil Production-1945-83 32 Neutral Zone ;· 15 9 International Oil Companies' Equity Interest if Qa-.tar 16 in Middle East Crude Oil Production-1965-82 35 TJ nited Arab Emirates 16 10 Middle East Government Receipts from Oi! 36 Oman 17 '• .'" Egypt 18 Tuble$ 3 Gas Operathms 19 1 Middle East Oil Discoveries: Cumulative Production Saudi Arabia 22 and Remaining Reserves 3 Iran 22 2 Middle East Gas Reserves 5 Kuwait 22 I, 3 Middle East Crude Oil Production 5 Qatar 22 4 Middle East Gas Production and Utilization 19 Iraq 23 ,, 5 Middle East Natural Gas Liquids (NGL) Capacity 22 United Arab Emirates ?..3 6 OPEC Crude Oil Production-1960-83 25 7 Changes in Selling Price of Arabian Light Crude Oil 27 t! The Changing Relationships With Producing Countries 23 8 Middle East Crude Oil Refining Capacity 33 The Early Years 23 9 Middle East Oil/Energy Demand 34 Fifty-Fffiy 23 10 Comparison of Middle East Countries' Domestic The Bitth elf OPEC 24 Petroleum Product Demand 37 Jlt!aintainin{J Gorernment Take 2A 11 Middle East!ndustrializ.ation Projects 38-39 Higha Government Take 26 12 Middle East Nations Compared: People, Area and Revenue from Oil 40 Gol'ernmeutParticipation 26 Maps 5 A New Oil Pricing Environment 27 Unilateral Action 1 The Head of the Gulf 27 10 Tu.,o-Tier Pricing 2 The Middle East 29 10-11 Iran in Crz'sis 3 The Gulf 29 20~21 A "Cushion"jor Consumers 29 The Second "Price Shock" 30 1bw.ard Complr,te Ownership 30 UniformP}'lcing 30 Prii·e Sqften'ing 30 w ·-··- --·-----·---~ 6 Refining and Other Industrial Activities 33 ·--------- ~-----·-------· -~- 7 Change and Progress 37 © 1984 Exxon Corpomtion Maps® 198/; by westernwnn clruck 1 A Position of Preeminence 2 The most impressive measure of the economic Figure 1 importance of the 1\cfiddle East* is the size of its leum E:-q>Orting Countries (OPEC). This led to a Iraq exceeded 10,000 b/d. By1983, after three 3 petroleum reserves.l\Iore than half of the wodds World Distribution significant expansion of non-OPEC oil production years of declining world demand, this had fallen proved oil resenes and about a quarter of its nat­ .t!f Proved Oi! Reserves and to an offsetting drop in demand for OPEC to 6,500 and 3,000 b/ d, respectively. (See Table 3.) ural gas are judged to be in the re!,>ion (Tables 1 In Blll10ns of Barrels, as of January 1, 1.984 oil-particularly from the six nations in the In comparison, the overall average well rate in and2, and Figures 1 and 2). Middle East that accounted for aboui ;1'0 to 70 the United States in 1980 was about 16 b/d (and pel'cent of OPECs total production. By 1983, 14 b/d iP 1983). Oil was discovered in Iran as early as 1908, but it Middle East cmde oil production was down to ·was not until after \Vorld War II that sufficient just over 12 million b/ d, or 2 million b/d less than Because of the economies of scale, as well as the resen·es had been found and de\·eloped in the the area had produced in 1970. It is unlikely, how­ proximity of fields to marine loading terminals, area as a whole J~Jr the .Middle East to become a ever, that production at such a low level will con­ pre-tax costs per barrel of Middle East cmde significant factor in world ener!-,1)~ Thereafter the tinue indefinite})~ The world's need for energy is have been and continue to be lo\v. This vvas the regions production rose rapidlj~ from 1/2 million too great, and the regions reserves are too primary factor in the rg.pid increase in free world barrels a day (b/d) in 1945 to more than 1 million prolific. dependence on oil from this source in the years h/d in 19-18 and 2 million bt d four vears latet: By following World War II. It is a dependence that 1952, it accounted f·H' over one nf e~·erv six • By ordinary standards, Middle East oil fields are remains strong despite the manyfold increase in l·arrels produced worldwid<>. • especially large and productive. At least 20 of oil prices imposed by the members of OPEC since them are expected ultimately to yield more than the winter of 1973-74 (Figure 3). Moreove1; in the The ~·Dpid po.stwar growth in .Jliddle East oil pro­ 5 billion barrels each. Deven had produced this long mn, it seems destined to grow: ductiOn was m response to surging demand in amount by 1983. We~t<:rn 1'urope and Japan, induced by the resto­ The prospects for Middle East natural gas are ration and subsequpnt expansion of war-shat­ High well productivity in the Middle East is less clear. Although the reserves are large, they tered economies. Resen·oirs that had been attributable, principally, to two characterisiics of have as yet not played a major role in world ~i::;covered h:fore the war were quickly brought its reservoir rocks: continuous thick (200 feet and energy supply. Gross production in re~entyears mto produt'tton, and intensive exploration soon more) intervals containing petroleum and unusu­ has averaged only 10 to 11 billion cubic feet per led to ?ewdiscm:tlries:..induding Ghawm~ the ally high permeability which permits the oil (and day (cf/ d), about 10 percent of total free world worlds large~;t ml fielrl, in Saudi Arabia. gas) to flow at high rates. gas output. During this period, because of limited local demand and the high costs of moving nat­ ~r ~H65!.the ~\liddle gast had displaced the Actual production rates, however, have depended ural gas over great distauces to foreign markets, l: n:ted ~tates as ~he wor-lds largest em de oil pro­ on market conditions. In 1980, for instance, a half or more of Middle East gas productive duct~g area, and Its output continued to increa ..'>e. ayerage production per well in Saudi Arabia and capacity has gone unutilized (page 19). Dul'lng the lH'iO$, it accounted for 30 pereent of ~otal world produ~tion. The dramatic oil priee Table 1 mcreasPs of 1~>73-74, incident to the Arab oil Middle East Oil Discoveries: Cumulative Production and Remaining Reserves embm~o •.an~ the global recPssion of 1974-75 onlv (Billions of Barrels) temp~rart~~- mtermpted thl' pattern of growth. · 7htctl D i scm·c·· 1·iu:: Cumulat it•c: Estimated Prul'ed Rc·st'l"t'C'/1 (Rc.~crl'tll +Cum. By 19 i7 I\liddle Ea..;;t production had reached a Pmtludion Axot'Jan.; Prud11.1 highof221/2 million b/d. Count 111 A.~qt'Jf};!J~ J[l;;o JliUS 1/IXIJ 1!. '1.} A~< '!f,Jan.J,l.'/8!, Bahrain 0.7 0.3 0.3 0.2 0.2 0.9 Itremai~ed n~~rthat level through 1979, when the I~·aat~n crJs1s brought about a further series Iran 31.8 13.1J 38.0 58.0 51.0 82.8 of pr~ce h!k('.s. Onlr then did asigniticant re­ Iraq 16.6 8.7 25.0 31.0 43.0 59.6 trenchment m th<.• demand for Middl<' Ea..'>t oil Kuwait* 23.0 15.0 69.3 68.5 66.8 89~8 emerge· Energv consen·ation and substitution Oman 1.9 0.5 24 2.8 4.7 ~1easures -l~C!-,'Un after the Ul74 oil priee Qatar 3.6 1.0 3.5 3.8 3.3 6.9 mcreases, remforc~d hy the increases of 1979-SO ~?d ~urt;1 ~r .strengthe~ed by a worldwide reees­ Saudi At·abia* 50.1 10.0 66.8 166.5 161'.9 219.0 Shm 1111980- resulted m a sharp decline in the United Arab demand for l'l1(!l'J.,ryand especially for petroleum. Emirates 8.6 7.7 29.4 32.3 40.9 Total Gulf Area 136.3 48.0 211.1 359.8 368.3 504.6 :\Ior~ovet~ t.hose same price inerea:;es sc.•t in Egypt 3.0 0.2 3.1 ·MANIJJX.I mo~wn an tr:tensiiied seareh for oil supplit~s in 1.5 3.5 6.5 natiOns ou~stde the Organization of the Petro- Total Middle East 139.3 48.2 212.6 362.9 371.8 511.1 .·JI.: Un itetl State~: l.J(i.!J 2(}~2 .!!;.5 J(j.5 2i..J 16/;.2 ·r/11 frrm ~\lull/1 •-• t" · l · 111 1 J/;1.;] · • • l Ltt>< 1m·J111Uiculirmrr fi-r" ft1t111.
Recommended publications
  • The MOL Group Mitsui O.S.K
    Annual Report 2003 52 Mitsui O.S.K. Lines The MOL Group Mitsui O.S.K. Lines, Ltd. As of March 31, 2003 ■ Consolidated Subsidiaries ● Subsidiaries Accounted for by the Equity Method ▲ Affiliated Companies Accounted for by the Equity Method Registered MOL’s Paid-in Capital Office Ownership (%)* (Thousands) Overseas Ship Operation/ ■ BGT related 11 companies Shipping Chartering ■ International Energy Transport Co., Ltd. Japan 56.23 ¥1,224,000 ■ International Marine Transport Co., Ltd. Japan 65.56 ¥500,000 ■ Mitsui O.S.K. Kinkai, Ltd. Japan 99.04 ¥660,000 ■ MCGC International Ltd. Bahamas 80.10 US$1 ■ Mitsui Kinkai Kisen Co., Ltd. Japan 74.83 ¥350,000 ■ Shipowner companies (170 companies) in Panama, Liberia, Cyprus, Malta, Hong Kong, Singapore ■ Tokyo Marine Co., Ltd. Japan 71.74 ¥617,500 ■ Tokyo Marine Asia Pte. Ltd. Singapore 100.00 S$500 ■ Unix Line Pte. Ltd. Singapore 100.00 S$500 ▲ Act Maritime Co., Ltd. Japan 49.00 ¥90,000 ▲ Aramo Shipping (Singapore) Pte. Ltd. Singapore 50.00 US$17,047 ▲ Arun LNG Transport, Inc. Japan 35.00 ¥400,000 ▲ Asahi Tanker Co., Ltd. Japan 24.75 ¥400,272 ▲ Badak LNG Transport, Inc. Japan 25.00 ¥400,000 ▲ Belo Maritime Transport S.A. Panama 50.00 US$2 ▲ Daiichi Chuo Kisen Kaisha Japan 20.97 ¥13,258,410 ▲ Faship Maritime Carriers Inc. Panama 50.00 US$1,200 ▲ Gearbulk Holding Ltd. Bermuda 40.00 US$260,000 ▲ Global Alliance K B.V. Netherlands 25.00 DGL8,000 ▲ Golden Sea Carrier Inc. Liberia 50.00 US$2,420 ▲ Interasia Lines, Ltd. Japan 43.81 ¥400,000 ▲ Jasmin Shipping (Tokyo) Corporation Japan 50.00 ¥10,000 ▲ Liquimarine Gandria Chartering Co., Ltd.
    [Show full text]
  • Case No COMP/M.7579 - ROYAL DUTCH SHELL / KEELE OY / AVIATION FUEL SERVICES NORWAY
    EN Case No COMP/M.7579 - ROYAL DUTCH SHELL / KEELE OY / AVIATION FUEL SERVICES NORWAY Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 19/06/2015 In electronic form on the EUR-Lex website under document number 32015M7579 EUROPEAN COMMISSION Brussels, 19.6.2015 C(2015) 4285 final In the published version of this decision, some information has been omitted pursuant to Article PUBLIC VERSION 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and other confidential information. The omissions are shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a MERGER PROCEDURE general description. To the notifying parties Dear Sir/Madam, Subject: Case M.7579 - ROYAL DUTCH SHELL / KEELE OY / AVIATION FUEL SERVICES NORWAY Commission decision pursuant to Article 6(1)(b) of Council Regulation No 139/20041 and Article 57 of the Agreement on the European Economic Area2 (1) On 12th May 2015, the European Commission received a notification of a proposed concentration pursuant to Article (4) of Council Regulation (EC) No 139/2004 by which Shell Exploration and Production Holding B.V. ("SEPH", the Netherlands), ultimately controlled by Royal Dutch Shell plc ("RDS", England), and St1 Group Oy and St1 Nordic Oy (collectively, "St1", Finland) both controlled by Keele Oy, will acquire within the meaning of Article 3(1)(b) and 3(4) of the Merger Regulation joint control of Aviation Fuelling Services Norway AS ("AFSN" or "JV", Norway), currently a 100% subsidiary of SEPH, by way of purchase of 1 OJ L 24, 29.1.2004, p.
    [Show full text]
  • 1884 1973∼1985 1995 1945∼1970 1984 2016 Mid 2000S~2015
    MOL’s History: “Spirit of Challenge and Innovation” 1984 Launched the SENSHU MARU, an LNG Carrier Demand, mainly from electric power companies, increased for imports of liquefied natural gas (LNG), an energy source with a low environmental burden. Requiring transport at minus 162 degrees Celsius, LNG is technically challenging to transport. MOL rose to the challenge, entering the LNG transport field in 1983. Since then, MOL’s fleet of LNG carriers has expanded to a world-leading 92 (including outstanding orders) as of March 31, 2017. 2016 World’s first large ethane carrier ETHANE Throughout its more than 130 years of history, MOL has grown into one of the world’s largest full-line CRYSTAL completed marine transport groups by anticipating the needs of its customers and the demands of the future, while overcoming various challenges along the way. What has supported us has been our “spirit of challenge and 2012 Photo: MODEC, Inc. The world’s first hybrid car carrier, innovation.” Going forward, we will nurture this spirit and maintain course into the next 130 years. the EMERALD ACE, is launched. 2013 Japan’s first participation in FSRU project 2010 The first participation in 1989 FPSO Navix Line is established by the merger of 1973~1985 Japan Line and Yamashita-Shinnihon 1884 Competitiveness of Japanese Flagged Vessels Challenged Steamship. The Birth of Osaka Shosen Kaisha by the Yen’s Sharp Appreciation Following the Plaza (OSK Line) Accord and Floating Exchange Rates The founding of MOL can be traced back to Osaka Shosen In 1973, Japan switched from a fixed exchange rate system where one U.S.
    [Show full text]
  • Integrated Annual Report
    MOL GROUP INTEGRATED ANNUAL REPORT 2019 Introduction 2 CONTENTS INTRODUCTION …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………3 MOL GROUP INTEGRATED REPORTING ......................................................................................................................................................................................... 3 LETTER FROM THE CHAIRMAN CEO AND THE GROUP CEO ................................................................................................................................................ 4 MATERIALITY ASSESSMENTS .................................................................................................................................................................................................................... 5 MANAGEMENT DISCUSSION AND ANALYSIS OF 2019 BUSINESS OPERATIONS.…..…………………………………………………………………………………………………….…….6 OVERVIEW OF THE MACROECONOMIC AND INDUSTRY ENVIRONMENT ..................................................................................................................... 7 INTEGRATED CORPORATE RISK MANAGEMENT ........................................................................................................................................................................ 9 FINANCIAL AND OPERATIONAL REVIEW OF 2019 .......................................................................................................................................................................11 KEY ACHIEVEMENTS AND SUMMARY OF 2019
    [Show full text]
  • Our Activities in QATAR TOTAL in QATAR Al Fardan Towers, 61, Al Funduq Street, West Bay
    Our activities in QATAR TOTAL IN QATAR Al Fardan Towers, 61, Al Funduq Street, West Bay. P.O. Box 9803, Doha, Qatar [email protected] www.total.qa TotalQatar Total_QA OUR ACTIVITIES IN QATAR 30% SHAREHOLDER SHAREHOLDER 20% SHAREHOLDER IN NORTH OIL IN QATARGAS, IN QAPCO, FORGING A PARTNERSHIP COMPANY, THE OPERATOR THE LARGEST LNG ONE OF THE OF QATAR’S LARGEST PRODUCER WORLD’S LARGEST LDPE OF OVER 80 YEARS OFFSHORE OIL FIELD IN THE WORLD PRODUCTION SITES Qatar plays an important part in Total’s Our sustainability strategy is therefore history and in our future. Our longstanding established through the active involvement presence in this country is testimony to of our stakeholders. the special partnership that we share. Total has been active in all areas of Qatar’s oil We hope to contribute to positive developments and gas sector - from exploration and in the State of Qatar, not only through our production, to refining, petrochemicals, economic activities, but also through initiatives and marketing of lubricants. that focus on the citizens and residents of the country. We work closely with all our stakeholders 2 to ensure that our activities consistently Qatar has one of the highest growth rates deliver economic growth alongside societal in the world, which has given us opportunities and environmental initiatives. We have to create and support ambitious projects, 37 placed corporate social responsibility at and this has enabled us to fulfill the commitment the heart of our business. that Total has made to the society. All our accomplishments have been achieved due to the strong dedication, and team work of our people, who embody our corporate values.
    [Show full text]
  • New Economics of Oil Spencer Dale British Petroleum
    Oil and Gas, Natural Resources, and Energy Journal Volume 1 | Number 5 January 2016 New Economics of Oil Spencer Dale British Petroleum Follow this and additional works at: http://digitalcommons.law.ou.edu/onej Part of the Energy and Utilities Law Commons, Natural Resources Law Commons, and the Oil, Gas, and Mineral Law Commons Recommended Citation Spencer Dale, New Economics of Oil, 1 Oil & Gas, Nat. Resources & Energy J. 365 (2016), http://digitalcommons.law.ou.edu/onej/vol1/iss5/3 This Article is brought to you for free and open access by University of Oklahoma College of Law Digital Commons. It has been accepted for inclusion in Oil and Gas, Natural Resources, and Energy Journal by an authorized administrator of University of Oklahoma College of Law Digital Commons. For more information, please contact [email protected]. ONE J Oil and Gas, Natural Resources, and Energy Journal VOLUME 1 NUMBER 5 NEW ECONOMICS OF OIL * SPENCER DALE Introduction The oil market has been at the centre of economic news over much of the past year: what should we make of the US shale revolution; how will the rebalancing of the Chinese economy affect demand; and most obviously, what are the implications of the dramatic fall in oil prices over the past year or so? The implications of these developments are far reaching. For policymakers, responding to their impact on the prospects for demand and inflation; for financial markets, involved in the trading and financing of oil flows; and most fundamentally of all, for businesses and families across the world that rely on oil to fuel their everyday businesses and lives.
    [Show full text]
  • The Swing Producer, the US Gulf Coast, and the US Benchmarks: the Missing Links
    December 2013 The Swing Producer, the US Gulf Coast, and the US Benchmarks: The Missing links OXFORD ENERGY COMMENT Bassam Fattouh and Amrita Sen* * Chief Oil Analyst, Energy Aspects Introduction Amid rising speculation that OPEC’s oil market clout is threatened by US tight oil growth, the group’s December meeting ended without much of a bang. The 30 million b/d production quota, an artifact of different times as most members currently produce at their maximum capacity, was rolled over. Saudi Arabia the only OPEC member with the ability and the willingness to alter its output to balance the market, put on a carefree face. Saudi Arabia’s Oil Minister Mr Ali al-Naimi dismissed suggestions that the Kingdom might need to reduce production to accommodate growing output elsewhere, telling reporters that ‘Demand is great, economic growth is improving, so what more do you want?’ Indeed, should global oil demand surprise to the upside and some of the current supply disruptions persist, the issue of how to accommodate growing output from within and outside OPEC will not be a pressing one for next year. But should oil market fundamentals weaken, Saudi Arabia’s key challenge is to find a way to accommodate the return of some of the older oil powerhouses like Iran and Iraq while avoiding a sharp fall in the oil price. Indeed, as Naimi calmly batted away journalists’ questions, both Iran and Iraq talked about producing 4 million b/d in 2014 (year-on-year increases of 1.4 million b/d and 1 million b/d respectively).
    [Show full text]
  • Geopolitical Effects and Policy Implications of Structural Changes in the Global Crude Oil Trade
    Basic Research Report 18-20 Geopolitical Effects and Policy Implications of Structural Changes in the Global Crude Oil Trade Dalseok Lee Research Participants Head Researcher: Dalseok Lee, Senior Research Fellow, KEEI Research Associates: Sangyun Shin, Research Fellow, KEEI Donguk Park, Postdoctoral Researcher Jaeseung Lee, Professor, Korea University ABSTRACT 1. Research purpose The United States, which was the world’s largest crude oil importer, showed a significant decline in its crude oil imports, resulting from the increase in its domestic shale oil production, and this trend is expected to continue in the future. Meanwhile, since China became a net importer of crude oil in 1996, its dependence on imported crude oil has been increasing steadily with its growing domestic oil demand and stagnant domestic crude oil production. The world’s two biggest crude oil importers are bringing about a huge change in the global crude oil trading structure. With the decrease in the United States’ crude oil imports from major oil producers in the Middle East, Africa, South America, and Europe, a new crude oil trading structure centered around China, and Asia in general, has emerged, and competition among oil producers to secure market share is intensifying. The change in the trading structure for crude oil, which is widely known as a “strategic product,” is expected to have geopolitical impacts, including changes in international relations. This raises several questions: While the decrease in the United States’ crude oil imports from Saudi Arabia
    [Show full text]
  • Qatar Petroleum
    Qatar Petroleum 1. Strategy: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations. And Strategic Management can be defined as (1) the art and science of formulating, (2) implementing, and (3) evaluating cross-functional decisions that enable an organization to achieve its objectives. 2. Most Strategic Management Model: 1. PEST analysis 2. STEER Analysis 3. Five Forces Model 4. Strategic Group Map 5. SWOT analysis 6. Blue Ocean Strategies 7. Open innovation 8. seven S model 1) PEST Analysis: PEST analysis stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. 2. STEER Analysis: STEER analysis systematically considers Socio-cultural, Technological, Economic, Ecological, and Regulatory factors. Qatar Petroleum | 1 3. Five Forces Model: a) Supplier Power: b) Buyer Power: c) New Market Entrants: d) Product and Technology Development: e) Competitive Rivalry: 4) Strategic Group Map: 1. Extent of product (or service) diversity. 2. Extent of geographic coverage. 3. Number of market segments served. 4. Distribution channels used. 5. Extent of branding. 6. Marketing effort. 7. Product (or service) quality. 8. Pricing policy. 5) SWOT Analysis • Strengths: characteristics of the business or team that give it an advantage over others in the industry. • Weaknesses: are characteristics that place the firm at a disadvantage relative to others. • Opportunities: external chances to make greater sales or profits in the environment.
    [Show full text]
  • Royal Dutch Shell Report on Payments to Governments for the Year 2018
    ROYAL DUTCH SHELL REPORT ON PAYMENTS TO GOVERNMENTS FOR THE YEAR 2018 This Report provides a consolidated overview of the payments to governments made by Royal Dutch Shell plc and its subsidiary undertakings (hereinafter refer to as “Shell”) for the year 2018 as required under the UK’s Report on Payments to Governments Regulations 2014 (as amended in December 2015). These UK Regulations enact domestic rules in line with Directive 2013/34/EU (the EU Accounting Directive (2013)) and apply to large UK incorporated companies like Shell that are involved in the exploration, prospection, discovery, development and extraction of minerals, oil, natural gas deposits or other materials. This Report is also filed with the National Storage Mechanism (http://www.morningstar.co.uk/uk/nsm) intended to satisfy the requirements of the Disclosure Guidance and Transparency Rules of the Financial Conduct Authority in the United Kingdom This Report is available for download from www.shell.com/payments BASIS FOR PREPARATION - REPORT ON PAYMENTS TO GOVERNMENTS FOR THE YEAR 2018 Legislation This Report is prepared in accordance with The Reports on Payments to Governments Regulations 2014 as enacted in the UK in December 2014 and as amended in December 2015. Reporting entities This Report includes payments to governments made by Royal Dutch Shell plc and its subsidiary undertakings (Shell). Payments made by entities over which Shell has joint control are excluded from this Report. Activities Payments made by Shell to governments arising from activities involving the exploration, prospection, discovery, development and extraction of minerals, oil and natural gas deposits or other materials (extractive activities) are disclosed in this Report.
    [Show full text]
  • Russian and European Gas Interdependence Can Market Forces Balance out Geopolitics?
    Laboratoire d'Economie de la Production et de l'Intégration Internationale Département Energie et Politiques de l'Environnement (EPE) FRE 2664 CNRS-UPMF CAHIER DE RECHERCHE LEPII Série EPE N° 41 bis Russian and European gas interdependence Can market forces balance out geopolitics? Dominique FINON Catherine LOCATELLI janvier 2007 LEPII - EPE BP 47 - 38040 Grenoble CEDEX 9 - France 1221 rue des Résidences - 2e étage - 38400 Saint Martin d'Hères Tél.: + 33 (0)4 56 52 85 70 - Télécopie : + 33 (0)4 56 52 85 71 [email protected] - http://www.upmf-grenoble.fr/lepii-epe/ 1 Russian and European gas interdependence. Can market forces balance out geopolitics? Dominique FINON, CIRED, CNRS and EHESS, Paris Catherine LOCATELLI, LEPII-EPE, Université de Grenoble Summary This article analyses the economic risk associated with the dominant position of the Russian vendor in the European market, with a view to assessing the relevance of possible responses by European nations or the EU. It considers various aspects of the Russian vendor's dependence on the European market, before turning to the risks that Gazprom exerts market power on the European market. It concludes by considering the relevance of the possible responses open to the EU and member states to limit any risks by creating a gas single buyer or more simply by encouraging the development of a denser pan-European network, with additional sources of supply and increased market integration. 2 1. Introduction A great deal has been written recently on relations between European Union countries and Russia with respect to gas. Alarmed by the fears stirred up by the supply cuts following the gas dispute between Russia and Ukraine in January 2006, European states are increasingly concerned about their growing dependence on Russian gas (40% of imports) and the strategy of the quasi-public company Gazprom, which aims to take control of some major gas companies in certain countries without offering anything very substantial in return.
    [Show full text]
  • Sustainability Report 2011.Pdf
    SUSTAINABILITY report Home / Sustainability Sustainability Sustainability performance for Statoil means helping to meet the world's growing energy needs in economically, environmentally and socially responsible ways. Sustainability is no longer just about doing innovation and business development. One constitutes part of our licence to operate, business responsibly - it is also about of Statoil's strategic beliefs is that being an but also gives us a competitive edge in a seeing social and sustainability challenges industry leader in HSE and carbon resources-constrained world. as opportunities for efficiency not only Home / Sustainability / The context of our reporting The context of our reporting The point of departure in our sustainability reporting is our management approach and our reporting requirements. OUR MANAGEMENT APPROACH At Statoil, the way we deliver is Although we believe impact of our activities and as important as what we deliver. sustainability should be products on the environment This is the first part of company considered in its broadest People and the group - and policy a new employee is likely context, we have grouped our efforts to respect to encounter. It is a belief that is articles into sections in order to individuals, help others to reflected in our performance assist reading. The first section succeed and contribute to a management and risk describes the context of our positive working environment management systems. These reporting and the management policies serve as the framework approach and governance Society - and our efforts to act for the numerous procedures structure that relate to within the law and in and ambitions described environmental and social accordance with our own throughout this report.
    [Show full text]