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Safety and Reliability Improvements of Valves and Actuators for the Offshore Oil and Gas Industry Through Optimized Design
Safety and reliability improvements of valves and actuators for the offshore oil and gas industry through optimized design by Karan Sotoodeh Thesis submitted in fulfilment of the requirements for the degree of DOCTOR PHILOSOPHIAE (Dr. Philos.) Faculty of Science and Technology 2021 UniversityofStavanger NO-4036Stavanger NORWAY www.uis.no ©2021 Karan Sotoodeh ISBN:877 ISSN: PhD:ThesisUiSNo.7 Abstract Valves are essential components of piping systems in the oil and gas industry, especially offshore, where they are used for stopping or starting the fluid, flow regulation, and back flow prevention, as well as safety reasons. The efficiency, safety and reliability of an oil and gas plant is largely dependent on the handling and transportation of fluid through the piping system, including industrial valves. In the offshore sector of the oil and gas industry, valve failure for different reasons, such as corrosion and material failure, inadequate strength against loads, nonconformance to the international standards, etc., is a big risk, with severe negative consequences. Some of the negative impacts of valve failure in the oil and gas industry, especially the offshore sector, can be summarized as loss of asset and production and Safety and Environmental issues (HSE), including problems like environmental pollution, loss of human life in some cases and jeopardizing safety and reliability, etc. Thus, developing methods to improve the design, selection, safety and reliability of valves and actuators is essential and the main objective of this thesis. It should be noted that actuators are mechanical devices installed on the valves, and the performance of the valves is largely dependent on the actuators. -
Sustainability Report LETTER from OUR CEO
2017 Sustainability Report LETTER FROM OUR CEO Dear stakeholders In 2017 we presented our strategy: always safe, high value, low In Statoil we believe the winners in the energy transition will be carbon, and we set clear ambitions for the future. Statoil is now a the producers that can deliver at low cost and with low carbon stronger, more resilient and more competitive company. emissions. We believe there are attractive business opportunities in the transition to a low-carbon economy. The safety of our people and integrity of our operations is our top priority. Over the past decade we have steadily improved our We prepare for continued volatility in our markets. Last year safety results. Following some negative developments in 2016, we improved our cash flow and generated USD 3.1 billion in we reinforced our efforts, and last year we again saw a positive free cash flow, tripled adjusted earnings to USD 12.6 billion, development. For the year as a whole, our serious incident and net operating income was to USD 13.8 billion. Statoil’s frequency came in at 0.6. We will use this as inspiration and portfolio continued to improve its robustness in 2017 achieving continue our efforts. The “I am safety” initiative, launched across a breakeven oil price of USD 21 per barrel for next generation the company is an important part of these efforts. projects. Statoil has created substantial value and contributed to the CO2 emissions from our oil and gas production were reduced development of society for almost 50 years. Today we supply by 10% per barrel last year. -
Registration Document
Registration Document AKER ASA Senior Unsecured Bond Issue 2015/2020 ISIN: NO 0010737158 Date: 30 June 2015 Joint Lead Managers: DNB Markets Nordea Markets Pareto Securities Registration Document IMPORTANT INFORMATION The Registration Document has been prepared in connection with listing of the bonds at Oslo Børs. This Registration Document is subject to the general business terms of the Lead Managers. Confidentiality rules and internal rules restricting the exchange of information between different parts of the Lead Managers may prevent employees of the Lead Managers who are preparing this document from utilizing or being aware of information available to the Lead Managers and/or affiliated companies and which may be relevant to the recipient's decisions. The Lead Managers and/or affiliated companies and/or officers, directors and employees may be a market maker or hold a position in any instrument or related instrument discussed in this Registration Document, and may perform or seek to perform financial advisory or banking services related to such instruments. The Lead Managers’ corporate finance department may act as manager or co-manager for the Company in private and/or public placement and/or resale not publicly available or commonly known. Copies of this Registration Document are not being mailed or otherwise distributed or sent in or into or made available in the United States. Persons receiving this document (including custodians, nominees and trustees) must not distribute or send such documents or any related documents in or into the United States. Other than in compliance with applicable United States securities laws, no solicitations are being made or will be made, directly or indirectly, in the United States. -
Drilling for Data
Drilling for data A pragmatic perspective on demystifying digitization in oil and gas Contacts Beirut Houston Georges Chehade Reid Morrison Partner, Strategy& Middle East Principal, PwC US +961-1-985-655 +1-713-356-4132 [email protected] [email protected] Dallas London John Corrigan Adrian Del Maestro Principal, PwC US Director, PwC UK +1-214-746-6558 +44-79-0016-3558 [email protected] [email protected] Düsseldorf Milan Dr. Joachim Rotering Giorgio Biscardini Partner, PwC Strategy& Germany Partner, PwC Italy +49-211-3890-250 +39-02-72-50-92-05 [email protected] [email protected] David Branson Stavanger Executive Advisor, PwC Strategy& Germany Eirik Rasmussen +49-160-4906-431 Partner, PwC Norway [email protected] +47-9526-1193 [email protected] About the authors Reid Morrison leads PwC’s Eirik Rasmussen is a partner Adrian Del Maestro is a global energy advisory with PwC Norway. Based in specialist in oil and gas and practice. Based in Houston, Stavanger, he has more than the broader energy industry he is a principal with PwC US. two decades of experience for Strategy&, PwC’s strategy He has more than 25 years of as a strategy and business consulting business. He is a experience in the oil and gas advisor. He works with director at PwC UK based in industry and advises clients national and global oil and London, where he oversees on strategies to improve gas companies on business the firm’s global research operational and commercial management system and capabilities in energy. -
Last Ned Brosjyre Om Prosessanlegget På Kollsnes
FAKTA Kollsnes prosessanlegg Som en oase lyser prosessanlegget opp kystlandskapet en sensommerkveld Kollsnesanlegget spiller en nøkkelrolle når det gjelder transport av gass i store mengder fra felt i norsk del av Nordsjøen til kunder i Europa. Gass fra Kollsnes utgjør nærmere 40 prosent av totale norske gass- leveranser. De enorme gassmengdene i Troll-feltet var starten på det hele. Kollsnes prosessanlegg er i dag et Selve prosessanlegget består i hovedsak Troll er selve hjørne- senter for behandling av gass fra feltene av tre duggpunktsanlegg for behand- steinen i norsk gass- Troll, Fram, Visund og Kvitebjørn. På ling av henholdsvis gass, kondensat og Kollsnes blir gassen renset, tørket og monoetylenglykol (MEG). I tillegg finnes produksjon. Da feltet komprimert før den sendes som tørrgass et eget anlegg for utvinning av flytende gjennom eksportrør til Europa. I tillegg våtgass (Natural Gas Liquids -NGL). ble erklært drivverdig i transporteres noe gass i eget rør til I anlegget blir våtgass (NGL) først Naturgassparken, vest i Øygarden, der skilt ut. Deretter blir tørrgass trykket 1983, kom spørsmålet Gasnor behandler og distribuerer gass opp ved hjelp av de seks eksport- om hvilken vei de til innenlands forbruk. Kondensat, eller kompressorene og sendt ut i transport- våtgass, som er tyngre komponenter i systemet via eksportrør-ledningene enorme gassmengdene gassen, føres via Stureterminalen i rør Zeepipe IIA og IIB. til Mongstad (Vestprosess). Her videre- skulle ta for å komme behandles produktet og fraksjoneres til trygt fram til brukerne. propan, butan og nafta. Løsningen ble et mottaksanlegg på Kollsnes i Øygarden kommune nordvest 40% Gass fra Kollsnes utgjør nærmere for Bergen. -
The Transformation Of
THE TRANSFORMATION OF ANNUAL REPORT 2014 THE HISTORY TABLE OF CONTENTS The story about Det norske is the story about entrepreneurship and a small start-up company from Trondheim that grew to be a major player on the Norwegian Continental Shelf. Through listing on the Introduction to Det norske stock exchange, mergers, acquisitions and organic growth, Det norske has been transformed into one of Europe’s largest listed independent E&P companies. 4 Five years with Det norske 5 Key figures 6 About Det norske 8 Key events in 2014 2005 2007 2009 2014 9 Quarterly financial results The current company was In October 2007, the In 2009, negotiations In the summer of 2014, 10 A great leap forward established in Trondheim boards of directors of regarding a merger with Det norske announced its 12 Hand in glove in 2005, through re- Pertra and DNO decided Aker Exploration com- acquisition of Marathon 16 Licences and exploration establishment of the E&P to carry out a merger of menced. Aker ASA was Oil Norge AS. Effective as 18 Ivar Aasen company Pertra. Pertra and the Norwe- a new major owner of Det of 15 October 2014, Det 24 A giant project creating major ripple effects gian interests of DNO, norske, and the merger norske emerged as a new 28 Production organized through the was effective from 23 and larger company with 34 Finance 2006 company NOIL Energy. December 2009. By year- considerable production 36 Health, safety and the environment In 2006, the company As a result of the merger, end 2009, the company from the Alvheim area 40 Corporate social responsibility (CSR) was listed on Oslo Børs Pertra changed its name had 176 employees. -
Oil and Gas Delivery to Europe
Oil and gas delivery to Europe An Overview of Existing and Planned Infrastructures GOUVERNANCE EUROPÉENNE ET GÉOPOLITIQUE DE L’ÉNERGIE 4 bis Susanne NIES l es é tud es The French Institute for International Relations (Ifri) is France’s premier centre for independent research, information, and debates on today’s most important international issues. Founded in 1979 by Thierry de Montbrial, Ifri is an officially recognized organization (1901 law). It is not beholden to any administrative authority, independently chooses its projects, and regularly publishes its works. Ifri brings together, through studies and debates and in an interdisciplinary manner, political and economic decision-makers, researchers and experts from the global level. With its Brussels branch (Ifri Brussels), Ifri is one of the rare French think-tanks that is at the heart of European debates. * Site Int 1 © Ifri Contents ABSTRACT ......................................................................................... 4 INTRODUCTION ................................................................................... 5 I. THE CONSTRUCTION OF GAS AND OIL INFRASTRUCTURES IN EUROPE11 Summary.................................................................................................11 1. From the Discovery of Resources to the Construction of Separate East-West Networks .......................12 2. Developing Infrastructures in the Soviet Block, and their Extension to Western Europe .............................................16 3. Conclusion: Continuity and Ruptures.............................................19 -
Statoil Gas Seminar
Creating value in times of low commodity prices Statoil gas seminar, 18 February 2016, London Jens Økland, EVP, Marketing, Midstream & Processing (MMP) Classification: Internal 2012-10-24 Our industry is in a challenging situation • Low oil and gas prices Commodity prices 140 120 Climate 100 80 • High costs 60 USD/boe 40 20 0 • Oil and gas in a 2013 2014 2015 2016 Oil Gas (NBP) decarbonising world Costs 2 Sources: Platts, Heren, IHS Statoil’s mid- and downstream business is adding value • With low commodity prices, the relative MMP1) - adjusted earnings2) importance of our mid- and downstream activity increases 25 20 • Through Asset Backed Trading, the value of our products can be increased 15 10 Billion NOK • MMP earnings in 2015 exceeds NOK 20 5 billion and accounts for nearly 30% of Statoil’s adjusted earnings 0 2012 2013 2014 2015 MMP 1) Marketing, Midstream & Processing (MMP). Before 2015: Marketing, Processing and Renewables (MPR) 2) Before tax 3 Source: Statoil Asset Backed Trading – an extensive toolbox for value creation • Our most successful trading activities imply Adjusted earnings 1) MMP - 2015 use of physical infrastructure or contractual assets − Storages − Refineries − Terminals − Shipping − Rail − Capacity bookings • Active use of assets add flexibility and optionality to our portfolio and increase our Natural gas Europe Natural gas US competitiveness Liquids Other 1) Before tax 4 Source: Statoil Resetting costs in MMP Continue efforts to become more competitive A sustained culture of continuous improvement Respond to -
Equinor and Ørsted: How Industrial Policy Shaped the Scandinavian Energy Giants
INSTITUTE FOR INNOVATION AND PUBLIC PURPOSE IIPP POLICY BRIEF 14 MARCH 2021 EQUINOR AND ØRSTED: HOW INDUSTRIAL POLICY SHAPED THE SCANDINAVIAN ENERGY GIANTS Jonas Algers Economist Manifest Tankesmie Rainer Kattel Deputy Director UCL Institute for Innovation and Public Purpose Source: Unsplash | Jason Blackeye Introduction The green transition requires radical shifts in both public respective countries’ petroleum extraction policy. Over policies and corporate actors. In the case of state-owned time, two trends have developed. First, direct state control enterprises (SOEs), these two worlds meet. The two has been reduced in both firms, following the international partially state-owned Scandinavian enterprises Equinor trend towards privatisation. Since the turn of the millennium (Norway) and Ørsted (Denmark) (formerly Statoil and the state ownership share has been reduced in both firms DONG, respectively) have both recently adopted new and the Norwegian state now owns 67 percent of Equinor, strategies for renewable energy development. However, while the Danish state owns 50.4 percent of Ørsted. At the green strategies of the two firms differ quite radically, the initial public offering in 2001, Statoil was valued at both in scale and timeline. This divergence can partially NOK 151 billion (Wall Street Journal, 2001). DONG Energy be explained by a difference in their respective access to was only publicly listed in 2016 and was then valued at fossil assets. However, the two SOEs have also been tools DKK 98.2 billion (NOK 123 billion) (Bray, 2016). Second, for policy goals, having been founded as vehicles for their as climate change has become an increasingly acute This brief can be referenced as follows: Algers, J. -
Processing Plant Like an Oasis, the Processing Plant Lights up the Coastal Landscape in Late Summer Evenings
FACTS Kollsnes Processing Plant Like an oasis, the processing plant lights up the coastal landscape in late summer evenings. The Kollsnes processing plant plays a key role in the transport of large quanti- ties of gas from fields in the Norwegian sector of the North Sea to customers in Europe. Gas from Kollsnes accounts for around 40 per cent of all Norwegian gas deliveries. The enormous quantities of gas in the Troll field started it all. Today, Kollsnes processing plant acts as goes further treatment and is fractioned Troll is the very corner- a centre for processing of gas from the into propane, butane and naphtha. stone of Norwegian Troll, Fram, Visund and Kvitebjørn fields. At Kollsnes, the gas is cleaned, dried and The processing plant itself consists gas production. When compressed before being transported as primarily of three dew point plants for dry gas through export pipes to Europe. treating gas, condensate and mono- the field was declared In addition, some gas is transported ethylene glycol (MEG) respectively. in separate pipes to Naturgassparken There is also a separate plant for the commercially viable in western Øygarden, where Gassnor production of Natural Gas Liquids in 1983, the question treats and distributes gas for domestic (NGL). In the plant, the wet gas (NGL) use. Condensate, or wet gas, which is is separated out first, and then the dry arose of what route made up of heavier components in the gas is pressurised using the six export gas, is transported via the Sture ter- compressors and sent into the transport the enormous quanti- minal through a pipeline to Mongstad system via the export pipelines Zeepipe ties of gas should take (Vestprosess). -
Interim Report IR-00-054 Diffusion, Costs and Learning in The
International Institute for Applied Systems Analysis Schlossplatz 1 • A-2361 Laxenburg • Austria Telephone: (+43 2236) 807 342 • Fax: (+43 2236) 71313 E-mail: [email protected] • Internet: www.iiasa.ac.at Interim Report IR-00-054 Diffusion, Costs and Learning in the Development of International Gas Transmission Lines Jimin Zhao ([email protected]) Approved by Leo Schrattenholzer Project Leader, Environmentally Compatible Energy Strategies (ECS) Project December 4, 2000 Interim Reports on work of the International Institute for Applied Systems Analysis receive only limited review. Views or opinions expressed herein do not necessarily represent those of the Institute, its National Member Organizations, or other organizations supporting the work. Contents 1 INTRODUCTION .............................................................................................................................1 2.1 EXISTING GAS PIPELINES................................................................................................................2 Europe .............................................................................................................................................................. 2 Asian Pacific Region ........................................................................................................................................ 4 2.2 PLANNED AND PROPOSED GAS PIPELINE PROJECTS ........................................................................5 Europe ............................................................................................................................................................. -
Diffusion, Costs and Learning in the Development of International Gas Transmission Lines
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by International Institute for Applied Systems Analysis (IIASA) Diffusion, Costs and Learning in the Development of International Gas Transmission Lines Zhao, J. IIASA Interim Report December 2000 Zhao, J. (2000) Diffusion, Costs and Learning in the Development of International Gas Transmission Lines. IIASA Interim Report. IR-00-054 Copyright © 2000 by the author(s). http://pure.iiasa.ac.at/6192/ Interim Report on work of the International Institute for Applied Systems Analysis receive only limited review. Views or opinions expressed herein do not necessarily represent those of the Institute, its National Member Organizations, or other organizations supporting the work. All rights reserved. Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage. All copies must bear this notice and the full citation on the first page. For other purposes, to republish, to post on servers or to redistribute to lists, permission must be sought by contacting [email protected] International Institute for Applied Systems Analysis Schlossplatz 1 • A-2361 Laxenburg • Austria Telephone: (+43 2236) 807 342 • Fax: (+43 2236) 71313 E-mail: [email protected] • Internet: www.iiasa.ac.at Interim Report IR-00-054 Diffusion, Costs and Learning in the Development of International Gas Transmission Lines Jimin Zhao ([email protected]) Approved by Leo Schrattenholzer Project Leader, Environmentally Compatible Energy Strategies (ECS) Project December 4, 2000 Interim Reports on work of the International Institute for Applied Systems Analysis receive only limited review.