ADDING VALUE THROUGH MERGERS AND ACQUISITIONS

2002 ◽  
Vol 42 (1) ◽  
pp. 655
Author(s):  
M. Alciaturi
Keyword(s):  
Oil And Gas ◽  
Capital Expenditure ◽  
Due Diligence ◽  
Strategic Objectives ◽  
Market Participants ◽  
Value Loss ◽  
Primary Reference ◽  
Valuation Methodology ◽  
A Company ◽  
Oil And Gas Sector

Many market commentators are forecasting increased corporate merger and acquisition activity in the Australian oil and gas sector. This activity presents industry participants with significant opportunities to increase shareholder value.An effectively designed acquisition approach (business process) assists in establishing strategic objectives to maximise value and returns to a company. Steps in a structured process include assessing the acquirer’s strengths and weaknesses, defining the strategy, identifying the range of possible targets and evaluating the preferred target prior to negotiating and completing the acquisition.Observed market evidence supports the theoretical notion that market participants determine the value of E&P companies with primary reference to the NAV (DCF) methodology. The benefits of this valuation methodology are that it attempts to rigorously capture the effect of large changes in production over time and the irregular nature of E&P companies’ capital expenditure programs.Effective due diligence supports the decision-making process by identifying the risk factors that can make or break a deal and assists to clarify the transaction whilst effective structuring of the acquisition will minimise value-loss through tax leakages etc.

scholarly journals TATA KELOLA TEKNOLOGI INFORMASI DALAM RANGKA INTEGRASI SISTEM DAN TEKNOLOGI INFORMASI LINTAS ANAK PERUSAHAAN

2012 ◽  
Vol 5 (1) ◽  
pp. 24
Author(s):  
Vande Leonardo ◽  
Budi Yuwono
Keyword(s):  
Oil And Gas ◽  
It Governance ◽  
It Infrastructure ◽  
Governance Mechanisms ◽  
Business Units ◽  
It Integration ◽  
Control Objective ◽  
Unit Unit ◽  
A Company ◽  
Oil And Gas Sector

Integrasi Teknologi Informasi (TI) lintas unit-unit usaha yang independen adalah suatu usaha yang sarat tantangan, terutama karena standar-standar yang berbeda untuk infrastruktur dan aplikasi TI di masing-masing unit. Untuk memastikan keberhasilannya dibutuhkan mekanisme-mekanisme tata kelola TI untuk meminimasi risiko-risikonya. Dalam penelitian ini, digunakan suatu pendekatan berbasis COBIT (Control Objective for Information and Related Technology) untuk mengidentifikasi mekanisme tata kelola TI yang dibutuhkan oleh PT X, sebuah perusahaan di sektor minyak dan gas bumi, dalam mengintegrasikan TI lintas empat anak perusahaannya yang sebelumnya berdiri sendiri. Berdasarkan mekanisme tata kelola yang dibutuhkan dan kondisi tata kelola TI yang sudah berjalan, dapat disimpulkan bahwa proses integrasi TI PT X memiliki peluang yang cukup tinggi untuk berhasil. Integration of Information Technology (IT) across independent business units is a business full of challenges, primarily because of different standards for IT infrastructure and IT applications in each unit. To ensure the success of IT integration, it needs IT governance mechanisms to minimize the risks. This research used an approach based on COBIT (Control Objective for Information and Related Technology) to identify the mechanisms of IT governance required by PT X, a company in the oil and gas sector, in integrating IT across four subsidiaries that previously stood alone. Based on the necessary governance mechanisms and the conditions of the IT governance that already run, it can be concluded that the process of IT integration at PT X has a fairly high chance to succeed.

scholarly journals Oil and gas companies in the innovation conditions of economic development in Kazakhstan

2019 ◽  
Vol 135 ◽  
pp. 04025 ◽  
Author(s):  
Sayabek Ziyadin ◽  
Khakimzhan Malayev ◽  
Gulmira Yessenova ◽  
Anar Beyzhanova
Keyword(s):  
Global Economy ◽  
Manufacturing Industry ◽  
Oil And Gas ◽  
Cash Flows ◽  
Innovation Activity ◽  
Company Value ◽  
Main Development ◽  
Oil And Gas Companies ◽  
A Company ◽  
Oil And Gas Sector

The article shows that the implementation of oil and gas companies will be implemented in many sectors of the global economy, including the main development sector-manufacturing industry. In Kazakhstan, “positive” experience has been accumulated in connection with the implementation of the oil and gas sector, because it is one of the main aspect of the global industries in our republic. The purpose of this article is to identify trends in the innovative development of the manufacturing industry, as well as to systematize the basic elements of the development industry and economic growth of the country. The correlation analysis will show how the innovation activity of the companies influencing on the GRP of the country. The potential of the company contains any and all available resources: financial, labor, material, immaterial and others, as well as the ability of managers to manage these resources in order to create products and services and to maximize earnings. For the purpose of getting the full company value the company’s potential should be taken into account while applying the income method for valuation oil and gas companies, in calculating the discounted cash flows. The potential management can influence the value of a company and, consequently, the company management.

scholarly journals METHODOLOGICAL APPROACH TO CONDUCTING CORPORATE TECHNOLOGICAL FORESIGHT AND AN EXAMPLE OF ITS USE FOR A COMPANY IN THE OIL AND GAS SECTOR OF RUSSIA

2020 ◽  
pp. 76-84
Author(s):  
A. O. Alekseev ◽  
S. N. Maltsev
Keyword(s):  
Strategic Planning ◽  
Oil And Gas ◽  
Mutual Influence ◽  
Methodological Approach ◽  
Global Markets ◽  
Corporate Foresight ◽  
Methodological Approaches ◽  
A Company ◽  
Oil And Gas Sector ◽  
Corporate Level

A methodological approach for conducting a technological foresight at the corporate level has been proposed. A corporate foresight based on general methodological approaches used in world practice should take into account a number of additional factors imposed by the specifics of the industry and organization in order to obtain a list of priority technologies and technological directions relevant to the company’s activities. Methodological approach is based on the concept “Markets-Trends-Technologies”. Global markets research allows us to determine key problems and trends of society evolution in economic, social, political and other arears. The transition to the corporate level is carried out by identifying trends in the company’s industry. The methodology have described in detail the methods of attracting experts to assess the power of mutual influence of trends and technologies. The results of the assessment can be used for subsequent technological mapping in scientific and technical forecasting and strategic planning.

AVOIDING CAPITAL COST BLOWOUTS ON OIL AND GAS PROJECTS

2003 ◽  
Vol 43 (1) ◽  
pp. 665
Author(s):  
R.A. Hogarth
Keyword(s):  
Oil And Gas ◽  
Capital Expenditure ◽  
Mining Industry ◽  
Oil And Gas Industry ◽  
Capital Investments ◽  
Due Diligence ◽  
Capital Projects ◽  
Gas Industry ◽  
Return On Capital ◽  
High Level

Modern corporate practices have been slow to come to grips with the risks of large capital expenditure projects, particularly the processes of due diligence on investment submissions and high level monitoring of project implementation.Unlike the mining sector where major project cost blowouts have received intense public scrutiny, collection of data on this issue is difficult in the oil and gas sector and there remains a reluctance of companies to share horror stories. The increasing trend towards company acquisitions rather than exploration, the rates of return on capital investments reported by oil and gas companies and the data available on this issue within the mining industry point towards a potential problem for the oil and gas industry and one that, with appropriate corporate practice could be more readily identified.This paper puts forward the case for more effective corporate practices in relation to large capital projects in optimising return on capital and discusses the role of project owner senior management and the key factors impacting on capital expenditure blowouts.Effective project due diligence, monitoring of project implementation and integration management are put forward as the three key focuses for Boards and management in ensuring that cost blowouts are avoided.

scholarly journals Analisis Kinerja Ekonomi Dan Pengelolaan Keuangan Daerah Provinsi Papua Barat

2018 ◽  
Vol 1 (1) ◽  
pp. 95-108
Author(s):  
Rully Novie Wurarah ◽  
Siti Aisah Bauw
Keyword(s):  
Financial Management ◽  
Oil And Gas ◽  
Capital Expenditure ◽  
Poor People ◽  
Macroeconomic Conditions ◽  
The People ◽  
West Papua ◽  
Papua Barat ◽  
Oil And Gas Sector ◽  
Expenditure Allocation

The welfare of the people of West Papua who are depicted by macroeconomic conditions are still very far from the desired expectations. West Papua's HDI since the establishment of the Province has always been ranked at the bottom 2-3 of 32-34 provinces. The number of poor people although decreasing every year is still above the national average. On the other hand the development funds that have been used to build the economy in West Papua are quite large. From this description it needs to be questioned whether financial management has changed the economic performance of West Papua Province? The conclusion are 1) West Papua is more dominated by the oil and gas sector, mining which during this period experienced a decline in output, 2) the number of exports in the oil and gas sector and mining sector affecting employment in all sectors 3) Increased allocation of capital expenditure over the past 5 years is inconsistent and less giving encouragement to the creation of output in productive sectors, 4) Allocation of expenditure to the agricultural strategic sector is only 3 to 4.6 percent of expenditure allocation which results in stagnant middle and lower income, 5) Effectiveness of expenditure allocation less synchronous because spending allocations are dominated by government administration spending.

Ways to improve tax administration of major taxpayers of oil and gas sector

2020 ◽  
Vol 23 (9) ◽  
pp. 1064-1076
Author(s):  
O.V. Ovchar
Keyword(s):  
System Analysis ◽  
Oil And Gas ◽  
Import Substitution ◽  
State Regulation ◽  
Tax Administration ◽  
Problems And Solutions ◽  
Original Interpretation ◽  
Instrumental Methods ◽  
Oil And Gas Sector ◽  
Tax Regulation

Subject. Under rapid changes in the external economic environment, new forms and methods of State regulation of oil and gas industries, especially, improving the taxation and tax regulation instruments become relevant. Objectives. The study aims to provide an original interpretation of methods of improving the tax administration of major taxpayers in the oil and gas sector applied at the present stage. Methods. I employ normative and holistic approaches to examine taxation efficiency in the oil and gas sector, general scientific and special methods of scientific cognition, i.e. retrospective, system analysis, observation, classification, instrumental methods of grouping, sampling, comparison and synthesis, as well as evolutionary and dynamic analysis. Results. I consider basic problems and solutions in the sphere of tax administration of major taxpayers of Russian oil and gas industries. The paper offers a package of measures and recommendations aimed at improving the efficiency of tax regulation, underpins the applied approach to tax administration of organizations operating in the oil and gas sector. Conclusions and Relevance. Our country needs a comprehensive program for tax administration of the entire technological cycle: from upstream operations to full-scale import substitution of consumer goods.

DUE DILIGENCE PROCEDURE IN THE FIELD OF INTELLECTUAL PROPERTY IN THE PROCESS OF CONDUCTING THE PROCUREMENT OBJECT

2020 ◽  
Author(s):  
Maria Shilyaeva
Keyword(s):  
Intellectual Property ◽  
Due Diligence ◽  
A Company

The article is devoted to a new term in Russian practice — Due Diligence, which allows you to identify and reduce possible risks that arise when buying, taking over a company or investing. In Russia, Due Diligence has its own characteristics and features, which are discussed in this article.

“PIRAMIDA TINGGI, A State of the Art to Fulfill Obligation of Forestry Permit on Watershed Rehabilitation at PT Pertamina Hulu Mahakam”

2020 ◽  
Author(s):  
P. Sarwanto
Keyword(s):  
Land Tenure ◽  
Management System ◽  
Web Application ◽  
Local Community ◽  
Oil And Gas ◽  
Cost Optimization ◽  
Field Work ◽  
Development Goals ◽  
Potential Risks ◽  
Oil And Gas Sector

Among other obligations imposed under the forestry permit, watershed rehabilitation planting is perceived by the upstream oil and gas sector as the most complex challenge to conquer. Despite its poor track in fulfilling timeline and required result, there are also other challenges to consider, for instance lack of critical location, weather, fire, land tenure, community habit and capability, and cost optimization. In attempt to respond these challenges, an innovation in management system is constructed at PT Pertamina Hulu Mahakam, embracing and tailoring all related challenges, difficulties, and complexities, escalating the activity to be beyond compliance. So that it will be able to deliver more than merely avoid the identified potential risks towards company. The management system, called PIRAMIDA TINGGI (Pemberdayaan Masyarakat untuk Melestarikan Hutan di Dunia demi Ketahanan Energi Nasional), actively involves government, community, and business sector as equilateral triangle that work together to perform watershed rehabilitation planting. Developed using ISO 9001:2015 process approach namely PDCA (Plan-Do-Check-Act), the PIRAMIDA TINGGI system is in line as well with NAWACITA (President Joko Widodo’s vision, mission and program). To encounter other issue found during field work, this system is equipped as well with another innovation tool named PARIDA, a geospatial mobile-desk top-web application that easily able to map and identify vegetation in real time for further geo-analyzing multi-purposes, to be operated by local community. Full set implementation of this system has benefitted all parties. To Company in form of significant cost efficiency around 13.9 MUSD and 7 days’ faster result delivery besides obligation fulfillment, for others in form of broader advantage of proven sustainability project that has gave contribution to 5P (People, Planet, Prosperity, Partnership and Peace), objectives required by UN Sustainable Development Goals 2030.

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