scholarly journals Global Oil & Gas Corporations in the Race for Technological Superiority

2021 ◽  
Vol 65 (5) ◽  
pp. 59-67
Author(s):  
A. Bereznoi
Keyword(s):  
Research University ◽  
Oil And Gas ◽  
Energy Transition ◽  
Basic Research ◽  
Oil And Gas Industry ◽  
Service Firms ◽  
Low Carbon ◽  
Gas Industry ◽  
Oil Companies ◽  
The World

Received 16.12.2020. The article explores the key trends in R&D and innovation activities of the world’s largest oil&gas companies through the lens of dynamic shifts taking place in the competitive landscape of the global energy sector. The first area, where the author sees significant changes, relates to the appearance of the new powerful players in the technological domain of the world oil and gas industry. He draws attention to the growing roles of national oil companies and multinational oilfield service firms as increasingly important investors in R&D and innovations. These developments are analyzed in the context of the overall competitive positioning of Western-based supermajors whose technological dominance in the industry has never seriously been challenged before. Another significant change, noticed by the author, relates to the new technological priorities set by the world’s largest oil&gas companies for the foreseeable future. Two major sets of technologies are becoming increasingly important as strategic areas for investment by the industry giants. One of them, low-carbon technologies, reflects the dramatic evolution of the “Big Oil” attitude to the Energy transition. In contrast to a largely negativist (or at best ‘window-dressing’) approach to climate agenda, visible just a decade ago, most oil&gas giants have recently adopted individual low-carbon strategies driven to a large extent by the significantly increased pressure from the powerful institutional investors and the growing influence of the negative public opinion. The second top technological priority relates to the changing digital agenda in the oil and gas industry. It reflects the transition of the industry leaders to the next generation digital technologies (including internet of things, artificial intelligence, machine learning and robotics) but most importantly to a systemic approach in digital transformation contrasting with traditional “piecemeal” IT projects with limited operations coverage. The changing innovation management mechanisms are also considered by the author as one of the key trends in technological domain of the world oil and gas industry. Specific focus is devoted to the formation of the corporate innovation ecosystems, including various R&D and innovation collaborations with different innovation actors (business partners, professional research centers, universities and governments organizations) and the connected vast spread of open innovation-based instruments working within these alliances. Acknowledgements. The article was prepared within the framework of the Basic Research Program at the National Research University Higher School of Economics.

scholarly journals Strategic perspectives of the oil and gas sector industrial development

2021 ◽  
Vol 14 (4) ◽  
pp. 369-374
Author(s):  
O. I. Kalinskiy ◽  
M. A. Afonasiev
Keyword(s):  
Carbon Capture ◽  
Industrial Development ◽  
Oil And Gas ◽  
Storage System ◽  
Carbon Capture And Storage ◽  
Energy Transition ◽  
Oil And Gas Industry ◽  
Low Carbon ◽  
Gas Industry ◽  
Oil And Gas Sector

The authors study oil and gas industry, its condition and perspective trends of industrial development. One of them involves applying low carbon and low cost technologies. The authors introduce new strategic imperatives in oil and gas sector to perform energy transition. They study the types of categories of perspective trends of the industry’s development: scaling up the development and implementation of a carbon capture and storage system, using low carbon raw materials, making it possible to take granular measurements. The article deals with perspectives of the oil and gas industry for the current year. The perspectives are built with the consideration of the previous year’s indicators and include all the past disasters and the dynamics of their solution and the results for the society. The authors show wider implementation of drones used for abnormal emissions of hydrogen sulfide to carry out distant monitoring, observations, inspections and preventive maintenance, change tracking, methane management, emergency response and material processing. The article describes precision drilling which reduces the risk of accidents, oil spills, fires and increases rate of penetration. The authors present microwave hydraulic fracturing which can become the next significant achievement in the perspective development of the industry.

scholarly journals Strategic competitiveness of oil and gas industry

2020 ◽  
Vol 4 (78) ◽  
pp. 130-135
Author(s):  
A. TAZHIDENOVA ◽  
◽  
R. SABIROVA ◽  
ZH. BISEMBIYEVA ◽  
А. KARAMULDINA ◽  
...  
Keyword(s):  
Oil And Gas ◽  
Raw Materials ◽  
Oil And Gas Industry ◽  
World Market ◽  
Point Of View ◽  
Oil Refining ◽  
Gas Industry ◽  
Difficult Situation ◽  
Oil Companies ◽  
The World

The formation of vertically integrated companies, on the one hand, is an important stage in describing the scale of market changes, and secondly, the formation of significant structural issues of oil refining and oil transportation, as well as petrochemical enterprises. Such a complex technological decline can be explained by the lack of sufficient investment in the oil refining industry. Especially petrochemical enterprises are in a difficult situation, the lack of a stable link with raw materials suppliers, instability in the world market of petrochemical products, lack of investments hamper the development of enterprises in this field. The world market showed that in the field of oil refining and petrochemical companies their consolidation at the corporate level, as a result of which there are no prospects for the development of private oil companies, without which their competitiveness can not be increased. From this point of view, the topic of the article is relevant. Theoretical and practical bases of competitiveness of oil and gas enterprises and its management were considered. The study of the theoretical bases of competition, competitiveness and management of competitiveness, as well as factors influencing competitiveness, allowed to describe competitiveness in a comparative degree. You can note such factors that affect the competitiveness of the enterprise, as the competitiveness of products, the competitiveness of technology and the competitiveness of personnel.

A Comparison of Double Block and Bleed Technologies

2012 ◽  
Author(s):  
Angus Bowie
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
The World ◽  
Maintenance Activities ◽  
True Definition ◽  
Plant Shutdown

Double Block and Bleed is a term often used in the oil and gas industry to define a level of isolation sufficient to perform maintenance activities. The true definition relates to incumbent valves providing two proven levels of isolation against the outboard pressure to permit breaching of containment in the isolated pipe. This paper assesses how temporary isolation devices can provide equivalent isolation where incumbent valves do not exist at appropriate locations in the system. It reviews the different interpretations of Double Block and Bleed used within the industry and compares how different isolation devices are assessed in relation to the level of isolation they provide. It will reference several examples from around the world of where temporary isolation devices have been used to replace valves and perform repairs in trunk pipelines without depressurising the whole pipeline. It will also cover examples of isolating live process pipe to perform maintenance activities outside plant shutdown.

scholarly journals How Oil Contracts Affect Human Rights

2018 ◽  
Vol 3 (4) ◽  
pp. 30
Author(s):  
Maria João Mimoso ◽  
Clara da Conceição de Sousa Alves ◽  
Diogo Filipe Dias Gonçalves
Keyword(s):  
Human Rights ◽  
Oil And Gas ◽  
Social Issues ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Oil Companies ◽  
The Social ◽  
Oil Contracts ◽  
The 19Th Century ◽  
The Impact

Since the beginning of the 19th century, we have assisted major proliferation of the oil and gas industry. This phenomenon of exponential growth is due to the fact that oil companies hold the world’s oil monopoly on the extraction, processing and commercialization. Therefore, as being one of the most influential sectors in the world, is crucial to strictly regulate how oil and gas contracts concerns the potential environmental and social impacts arising from the conduct of petroleum operations and how such behavior affects the human rights. As a matter of fact, the social issues field is an emerging area, and despite such importance, oil contracts do not often deal with them in great detail, corresponding to an actual emptiness of the human rights provisions. In terms of responsibly, oil companies, have an inalienable obligation to ensure that their actions do not violate human rights or contribute for their violation. This study aims to trace a detailed analysis of the impact of the oil and gas agreements in human rights. In order to fully comprehend the deep effects of this industry, we will examine, in detail, numerous of published oil and gas agreements, as well as, decode which are the real standards and practices accepted by this industry. We will use a deductive and speculative reasoning. We will try to demonstrate how incipient and short protection is given to human rights and what responsible conducts must urgently be developed.

Who Is Winning in Energy Transition?

2021 ◽  
Vol 73 (06) ◽  
pp. 34-37
Author(s):  
Judy Feder
Keyword(s):  
Alternative Energy ◽  
Oil And Gas ◽  
Peer Group ◽  
Energy Transition ◽  
Oil And Gas Industry ◽  
Gas Production ◽  
Business Strategies ◽  
Field Energy ◽  
Carbon Intensity ◽  
Oil Companies

We talk about “the energy transition” as if it were some type of unified, global event. Instead, numerous approaches to energy transitions are taking place in parallel, with all of the “players” moving at different paces, in different directions, and with different guiding philosophies. Which companies are best positioned to survive and thrive, and why? This article takes a look at what several top energy research and business intelligence firms are saying. What a Difference a Year Makes Prior to 2020—in fact, as recently as the 2014 bust that followed the shale boom—the oil and gas industry weathered downturns by “tightening their belts” and “doing more with less” in the form of cutting capital expenditures and costs, tapping credit lines, and improving operational efficiency. Adopting advanced digitalization and cognitive technologies as integral parts of the supply chain from 2015 to 2019 led to significant performance improvements as companies dealt with “shale shock.” Then, in 2020, a strange thing happened. Just as disruptive technologies like electric vehicles and solar photovoltaic and new batteries were gaining traction and decarbonization and environmental, social, and governance (ESG) issues were rising to the top of global social and policy agendas, COVID-19 left companies with almost nothing to squeeze from their supply chains, and budget cuts had a direct impact on operational performance and short-term operational plans. To stabilize their returns, many oil and gas companies revised and reshaped their portfolios and business strategies around decarbonization and alternative energy sources. The result: The investment in efforts toward effecting energy transition surpassed $500 billion for the first time in early 2021 ($501.3 billion, a 9% increase over 2019, according to BloombergNEF) despite the economic disruption caused by COVID-19. According to Wood Mackenzie, carbon emissions and carbon intensity are now key metrics in any project’s final investment decision. And, Rystad Energy said that greenhouse-gas emissions are declining faster than what is outlined in many conventional models regarded as aggressive scenarios. In Rystad’s model, electrification levels will reach 80% by 2050. A Look at the Playing Field: Energy Transition Pillars In a February 2021 webinar, Rystad discussed what leading exploration and production (E&P) companies are doing to keep up with the energy transition and stay investable in the rapidly changing market environment. The consulting firm researched the top 25 E&P companies based on their oil and gas production in 2020 and analyzed how they approach various market criteria in “three pillars of energy transition in the E&P sector” that the firm regards as key distinguishers and important indicators of potential success (Fig. 1). The research excludes national oil companies (NOCs) except for those with international activity (INOCs). Rystad says these 25 companies are responsible for almost 40% of global hydrocarbon production and the same share of global E&P investments and believes the trends within this peer group are representative on a global scale.

Asset of the Future - Comprehensive Business Transformation Program

2021 ◽  
Author(s):  
Alexander Sitnikov ◽  
Sergei Doktor ◽  
Andrei Margarit
Keyword(s):  
Oil And Gas ◽  
Energy Transition ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Average Return ◽  
Debt Capital ◽  
Timely Response ◽  
The Future ◽  
Return On Capital ◽  
Traditional Approaches

Abstract In the recent years the oil and gas industry has started facing an unprecedented number of challenges. The average return on capital in the industry has deteriorated which results in investor mistrust and costs being higher than ever. Debt capital became two times costlier than for alterative types of energy. More conventional oilfields become depleted and new reserves are usually quite complex to develop. These and other challenges such as intense competition between oil and gas companies, the energy transition agenda as well as the volatility of oil prices in the aftermath of the pandemic are pushing the O&G companies to transform themselves. Gazprom Neft introduced the "Asset of the Future" program in late 2018 as a timely response which was aimed at completely transforming the Upstream business model. The main issue with the transformation was the scale of it, which included 10 subsidiaries (or subs) and more than 200 different processes. In this case traditional approaches such as improving each operation one by one would not suffice as the company sought a rapid and highly efficient implementation of changes. As such the program had to develop a new approach that focused on the integration of all business parts and continuous improvement. Integration of people, technology and processes will lead to better collaboration and as a result - to smarter decisions and better execution.

Issues of Environmental Impairment Liability Insurance in the Russian Oil and Gas Industry

2019 ◽  
Vol 2019 (4) ◽  
pp. 160-175
Author(s):  
Anna Popova
Keyword(s):  
Environmental Pollution ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Oil Products ◽  
Nature Management ◽  
Environmental Damage ◽  
Gas Industry ◽  
Oil Companies ◽  
Management Measures ◽  
Expert Assessments

The author studies environmental insurance in nature management as a lever of management measures to prevent and eliminate environmental pollution by oil products during their transportation and oil fields development. The research aims to develop recommendations for environmental risks insurance in Russian oil and gas industry on the basis of economic and mathematical model that allows to estimate the scale of environmental pollution by oil products. Such methods as system and comparative analysis, expert assessments, forecasting, modeling used in this work helped the author to identify Russian environmental insurance features; to propose a method for solving the problem concerning the lack of statistical data on the frequency and scale of accidents and the environmental damage magnitude by mathematical modeling of the accident, which allows to estimate the radius and depth of the underlying surface pollution. These developments will help insurers to make more adequate insurance premiums and tariffs, as well as to improve the underwriting procedure for unique oil and gas projects. But in order for the obtained achievements to find their application, it is necessary to have legislation obliging oil companies to compensate for environmental damage, and due to the scale of such damage, oil companies will be obliged to insure the relevant risks.

scholarly journals Board Profile and its Influence on the Stock Value of Oil Companies and Gas

2016 ◽  
Vol 9 (8) ◽  
pp. 37
Author(s):  
Savio De Luna Pinto ◽  
Aline Alves de Andrade ◽  
Roselaine Cristina Borges ◽  
Celso Machado Jr.
Keyword(s):  
Oil And Gas ◽  
Market Value ◽  
Oil And Gas Industry ◽  
Research Information ◽  
Gas Industry ◽  
Oil Companies ◽  
Age Diversity ◽  
Stock Value ◽  
Favorable Conditions ◽  
The Relationship

<p>This article identifies the profile of the boards of the ten largest companies in the Oil and Gas industry on NASDAQ and the variation of their stocks. The research contributes to the study developed by Andrade (2009) which established the relationship between corporate governance and market value in Brazil. Additionally, Connell and Cramer (2010) studied the advice of Ireland companies, point out the importance of analyzing the board's composition and its influence on the organization's performance in the stock market in different segments. The method was a qualitative analysis of the board, and the correlation of the board with the variation and point that studies in a number of other countries generally fail to report any significant association between board composition and firm performance. The research information shows that the best performing companies have common characteristics: advice with fewer members; age diversity of members and specifically trained in master. These characteristics capable of being incorporated by the companies and that give power to favorable conditions for companies, for shareholders and for society in general.</p>

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