Oil and Petroleum Spill Waste Management Problems

2020 ◽  
Vol 24 (12) ◽  
pp. 66-71
Author(s):  
E.A. Mazlova ◽  
I.A. Merisidi
Keyword(s):  
Best Practices ◽  
Waste Management ◽  
Management Strategy ◽  
Oil And Gas ◽  
Material Resources ◽  
Secondary Pollution ◽  
Management Problems ◽  
The Cost ◽  
Oil And Gas Companies

The main approaches to planning activities for the management of waste spills, based on best practices, developed by oil and gas companies and associations, are analyzed. The problems of the accumulation and disposal of waste spills, the problems of preparing the waste for further disposal methods are indicated. The variety of spill waste does not allow to determine a universal way to manage this waste, therefore it seems necessary to develop a response and management strategy and include potential material resources for their disposal, equipment and technologies in the OSR plans, in order to avoid secondary pollution and minimize the cost of eliminating spills.

Understanding the Barriers to Offshore Green-Hydrogen Production

2021 ◽  
Vol 73 (10) ◽  
pp. 31-34
Author(s):  
Trent Jacobs
Keyword(s):  
Hydrogen Production ◽  
Oil And Gas ◽  
Single Atom ◽  
Carbon Footprints ◽  
Start Up ◽  
Technology Group ◽  
Abundant Supply ◽  
The Cost ◽  
Oil And Gas Companies ◽  
Green Label

The stage is set to begin making “green” hydrogen from the world’s abundant supply of seawater. But whether this niche-within-a-niche can stand on its own and become a competitive energy source remains uncertain. Today, only about 1% of man-made hydrogen is considered to be green, and not a single atom of it is produced offshore. In the offshore concept, the green label will be earned by splitting the hydrogen out of desalinated seawater with electrolyzers that run on renewable wind energy. This represents an opportunity for oil and gas companies to not just lower their carbon footprints, but to leverage billions of dollars’ worth of existing offshore infrastructure. Their platforms can host the electrolyzers. Their pipelines can transfer the product to shore. They may even be able to power their offshore facilities using the hydrogen produced at sea. Offshore producers should also have no problem finding a market. PriceWaterhouseCoopers said in a report from last year that green-hydrogen exports could be worth $300 billion annually by 2050, supporting some 400,000 jobs globally. However, the first set of offshore pilots are still in planning mode. It will take a few more years to assess the results once they start up. That means we may not know if offshore hydrogen is commercially viable until decade’s end. Some of the biggest barriers that must be overcome were highlighted by a panel of leading hydrogen experts at the recent Offshore Technology Conference (OTC) in Houston. Green Hydrogen in the Red “The major hurdle is still the cost,” explained René Peters. “The cost of hydrogen production with electrolysis is still extremely high compared to gray- and blue-hydrogen production.” Peters is the business director at the Dutch technology group TNO which is one of a dozen partners trying to launch PosHYdon, the pilot for offshore hydrogen production. Startup is expected by early 2023 on a normally unmanned oil and gas platform operated by independent oil and gas company Neptune Energy. Peters’ comments on cost were not relegated to the offshore aspect since all green hydrogen is made onshore today. In terms of tipping point for profitability, these are the relevant benchmarks.

Decommissioning: taking control of your committed investment

2018 ◽  
Vol 58 (2) ◽  
pp. 739 ◽  
Author(s):  
Robin Polson
Keyword(s):  
Best Practices ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Board Members ◽  
Window Of Opportunity ◽  
Australian Government ◽  
Community Groups ◽  
Gas Industry ◽  
Challenges And Opportunities ◽  
Oil And Gas Companies

At the APPEA 2017 Conference in Perth, Bernadette Cullinane and Susan Gourvenec drew our attention to the looming challenge for Australia’s oil and gas industry in decommissioning its aging assets (Cullinane and Gourvenec 2017). While Cullinane and Gourvenec’s paper focussed on the experience challenge for the Australian industry, this paper will drill down to explore the funding and financial challenges and opportunities for decommissioning in the decades ahead. In approaching the decommissioning of their assets, oil and gas companies must consider a broad range of stakeholders, beyond their immediate shareholders and board members. As we have seen in the development of new projects, Australian Government, environmental organisations and community groups, all have increasingly significant impact. These stakeholders have been considered and managed with (at best) varying degrees of effectiveness in the recent past. This impact will continue to grow for decommissioning of existing assets. However, right now, with few decommissioning projects in play, the industry has a limited window of opportunity to set the agenda for how, when and under what kind of funding arrangements and financial structures decommissioning can take place. By getting ahead of the game and establishing best practices from the outset, the industry can demonstrate to Australian Government, environmental organisations and community groups a level of commitment and accountability that will allow us to move ahead on decommissioning, with reduced outside interference. The window of opportunity is closing. The time to act is now.

Driving superior returns through strategic alignment in oil and gas

2015 ◽  
Vol 55 (2) ◽  
pp. 434
Author(s):  
Matt Guthridge ◽  
Jason Miller
Keyword(s):  
North America ◽  
East Africa ◽  
Oil And Gas ◽  
Investment Decision ◽  
Strategic Alignment ◽  
Investment Environment ◽  
The Past ◽  
Strategic Execution ◽  
The Cost ◽  
Oil And Gas Companies

In the past decade, Australia has enjoyed significant investment in its LNG, gas and oil projects, with the combined value of projects at the publicly announced stage totalling A$197 billion. The cost of developing new LNG, gas and oil projects has escalated in the past 10 years, making Australia less competitive with locations such as North America and East Africa. The higher costs mean that many proposed projects, especially greenfield developments, will not reach a final investment decision. In this constrained investment environment, it is important for oil and gas companies to execute strategies that earn a strong return on the capital they employ. More than 200 Australian and Asian energy and resources executives were asked to rate their company’s strategic execution capability; this revealed that oil and gas companies that have strategically-aligned operating models earn higher returns on capital employed (ROCE). It was found that while 79% of respondents believe their organisations have the correct strategy in place, only 55% believe their organisation is executing their strategy well now. The research revealed that highly aligned oil and gas organisations are three times more likely to be executing successfully than their less aligned peers. Overall, the results imply that top teams who clearly align behind a strategy and successfully translate its intent throughout their organisations make better use of their invested capital. The level of strategic alignment is a key question for both oil and gas investors and company executives.

scholarly journals VALUE ANALYSIS AS A METHOD OF INCREASING THE EFFICIENCY OF BUSINESS PROCESSES OF OIL COMPANIES

2018 ◽  
pp. 36-44
Author(s):  
Anna Nikolaevna Tarasova ◽  
Elena Prokofievna Karlina
Keyword(s):  
Cost Analysis ◽  
Business Process ◽  
Business Processes ◽  
Oil And Gas ◽  
Production Costs ◽  
Value Analysis ◽  
Oil Companies ◽  
Priority Areas ◽  
The Cost ◽  
Oil And Gas Companies

High rates of development of the world economy, unstable dynamics of demand and prices for hydrocarbon raw materials in the international market cause the need to search for domestic reserves to optimize production costs. The modern method of management aimed at solving this problem is the functional cost analysis of business processes, which allows not only to estimate the cost of the business process, but also to identify priority areas and sub-processes that require rationalization. The article highlights the history of the value analysis, its detailed characteristics. As a feature of the value method that differentiates it from the other methods of economic analysis there is given a systematic and complex approach to the studied object. It has been stated that earlier there was not conducted a complex research to find reserves for increasing the efficiency of oil and gas companies. This fact explains the need for the full consideration of the problem. There have been considered the stages of a logical realization of the value method. The algorithm of functional-cost analysis in relation to the oil and gas company is considered on the example of the business process “Exploration”, as a result of which its functional model is built. There have been shown the evaluating criteria of business processes for oil and gas producing companies: efficiency, productivity, cost of the process, operating capacity, duration and adaptability. The value diagram of cost coefficients of functions (sub-processes) has been presented. Detailed calculations of the cost factor for the function-subprocess “Oil and gas forecast” allowed to identify priority areas of cost optimization and to offer indicators for evaluating the effectiveness of the use of functional cost analysis in the implementation of project-oriented management in oil and gas companies.

scholarly journals Predictive Model to Evaluate Accommodation of Conflict Management Strategies and Board Performance of Oil and Gas Companies in Port Harcourt

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Eluozo S.N. ◽  
Ukpong, Uwem Johnson, ◽  
Eluozo . S.
Keyword(s):  
Conflict Management ◽  
Strategic Management ◽  
Management Strategy ◽  
Oil And Gas ◽  
Graphical Representation ◽  
Management Strategies ◽  
Exponential Phase ◽  
Lower Efficiency ◽  
Oil And Gas Companies ◽  
Oil And Gas Sector

This paper evaluates accommodation of conflict management strategies and board performances in oil and gas sector. The study detail the reflection of effectiveness, efficiency and productivity as the answer to thorough effectiveness in accommodation of conflict management in oil and gas sector, these parameters in the system express their efficacy on conflict management in these multinationals, this implies that for thorough efficiency, these variables must work simultaneously for effective and efficient in structural organization that can be a leading multinational sector in oil and gas environment. The study observed Linearized result from graphical representation explaining predominant lower efficiency and little higher efficiency in accommodation of conflict management in oil and gas companies. These experiences from the study monitor the system from generated simulation values that describe the growth rates in exponential phase of accommodation conflict strategic management. Despite exponential phase the results experienced lower parameters, when comparing on it variations showing its poor efficiency as observed in the study. Few periods observed higher effective accommodation on conflict strategic management. The developed model stimulation values were subjected to validation and both parameters generated favourable fits correlation, the study expressed the deficiency on accommodation of  conflict management strategy thus developed models that can monitor the fluctuation and progressive state of accommodation conflict  management strategy, it defines the reflection of other parameters that express the behaviour of the system in terms of conceptual approach to monitor these type of  strategic management in oil and gas companies.

scholarly journals Hazardous waste management problems in Latvia

2019 ◽  
pp. 357-362
Author(s):  
Dagnija Lauceniece
Keyword(s):  
Waste Management ◽  
Hazardous Waste ◽  
Management Strategy ◽  
Pollution Assessment ◽  
Hazardous Waste Management ◽  
Management Problems ◽  
Inorganic Waste ◽  
Guide Lines ◽  
Secure Landfill

This paper describes the current and historical situation and hazardous waste kinds in Latvia. Present-day the main problems of hazardous waste management are - incineration, establishment of secure landfill, stabilisation of inorganic waste, necessity for the guide-lines for pollution assessment and remediation of storage sites of hazardous waste. The collection and disposal of unwanted pesticides is defined as first priority in the implementation of National Hazardous Waste Management Strategy.

scholarly journals Assessment of the Impact of the Adverse Economic Geopolitical Environment on the Worth of Russian Oil and Gas Companies

2018 ◽  
Vol 8 (2) ◽  
pp. 30-43 ◽  
Author(s):  
V. S. Lipatnikov ◽  
K. A. Kirsanova
Keyword(s):  
Oil And Gas ◽  
Oil Prices ◽  
Oil Industry ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Market Capitalization ◽  
The Cost ◽  
Oil And Gas Companies ◽  
The Impact ◽  
Oil Company

The relevance of the chosen topic is connected to the fact that in the conditions of value-based management, market capitalization acts as a key indicator of the company efficiency. At the present time, when the Russian oil and gas industry has become the object of international sectoral sanctions, the identification of the impact of these sanctions on the domestic oil and gas companies’ value is of great practical importance. The article considers the cost of oil and gas companies and the impact of sectoral sanctions and negative dynamics of oil prices. The study was conducted using econometric modeling tools. For analysis 4 of the oil company with the largest market share, namely PJSC “Rosneft Oil Company”, PJSC “LUKOIL”, JSC “Gazprom Neft” and PJSC “Tatneft”, which in the aggregate represent 62% of the entire Russian oil industry, were selected. The features of valuation of Russian oil and gas companies are covered. The sanctions in the oil and gas industry of the Russian Federation are considered, the consequences of their introduction and the fall of the world oil price are analysed. The analysis to determine the impact of the cost of oil and gas companies from international sanctions and oil prices. It was found that in the oil industry market capitalization depends directly on the price of oil, and in the gas industry this impact is absent. It was discovered that due to the low level of oil prices, the sanctions did not have a significant influence on the cost of oil and gas companies. 

scholarly journals Best practices and process improvement. An application for the transfer and management of knowledge to the transportation of hydrocarbons in ECOPETROL

2015 ◽  
Vol 13 (2) ◽  
pp. 33-54
Author(s):  
Julio César Acosta Prado ◽  
Jaime Andrés González Valencia
Keyword(s):  
Best Practices ◽  
Latin American ◽  
Process Improvement ◽  
Value Of Information ◽  
Oil And Gas ◽  
Useful Knowledge ◽  
The World ◽  
Operations And Maintenance ◽  
Oil And Gas Companies ◽  
Oil Company

Knowledge’s processes enrich the information bringing value to organizations. These formal or informal, processes increase the value of information and useful knowledge of people and organizations. Therefore, in order to identify good practices that promote the improvement of processes for the implementation of knowledge management in the area of transport hydrocarbon, this exploratory study it perform on ECOPETROL, Colombia's largest oil company. Due to its size, it belongs to 40 largest oil and gas companies in the world´s group and recognize as one of the four major in Latin American. The study target the workshops developed within the Operations and Maintenance teams using the methodology of the Knowledge Assurance Guide. The results show positive impacts identifying best practices that support process improvement in the tactical, strategic and operational levels.

Sign in / Sign up

Export Citation Format

Share Document