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.

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.

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.

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. 

An integrated economic analysis of the oil and gas companies of Russia

2019 ◽  
Vol 18 (5) ◽  
pp. 925-943
Author(s):  
I.V. Filimonova ◽  
◽  
L.V. Eder ◽  
V.Yu. Nemov ◽  
M.V. Mishenin ◽  
...  
Keyword(s):  
Economic Analysis ◽  
Oil And Gas ◽  
Oil And Gas Companies

Minerals as an object of accounting and economic security of the oil and gas company implementing the production sharing agreement

2020 ◽  
Vol 23 (11) ◽  
pp. 1291-1312
Author(s):  
N.V. Zyleva
Keyword(s):  
Oil And Gas ◽  
Economic Security ◽  
The State ◽  
Professional Judgment ◽  
Production Sharing ◽  
Security Service ◽  
Geological Information ◽  
Oil And Gas Companies ◽  
Mineral Reserves ◽  
Economic Risks

Subject. This article discusses the practice of ensuring the economic security of oil and gas companies operating under the terms of production sharing agreements, where minerals are the object of security. Objectives. The article aims to justify the need to apply professional judgment in the organization of reliable accounting of minerals, explored and extracted under the terms of the production sharing agreement implementation, to avoid various risks to the entity's economic security. Methods. For the study, I used the methods of deduction and modeling. Results. The article presents proposals to arrange accounting of intangible exploration assets (geological information on mineral reserves) and finished products (the part of the extracted minerals owned by the investor and the part owned by the State). Conclusions. As strategic minerals, oil and gas are the targets of various economic risks. Professionals familiar with the specifics of accounting operations in the implementation of the production sharing agreement should be prepared to prevent these risks. The results obtained can be used to design accounting policies and develop local regulations on the tasks and functions of the economic security service of the organization implementing the production sharing agreement.

Analyzing the figures of consolidated statement of cash flows of the world's biggest publicly traded oil and gas corporations

2020 ◽  
Vol 19 (6) ◽  
pp. 1101-1120
Author(s):  
O.V. Shimko
Keyword(s):  
Public Sector ◽  
Cash Flow ◽  
Oil And Gas ◽  
Cash Flows ◽  
Annual Reports ◽  
Capital Expenditures ◽  
Publicly Traded ◽  
The Public ◽  
Statement Of Cash Flows ◽  
Oil And Gas Companies

Subject. The article investigates key figures disclosed in consolidated cash flow statements of 25 leading publicly traded oil and gas companies from 2006 to 2018. Objectives. The focus is on determining the current level of values of the main components of consolidated statement of cash flows prepared by leading publicly traded oil and gas companies, identifying key trends within the studied period and factors that led to any transformation. Methods. The study draws on methods of comparative and financial-economic analysis, as well as generalization of materials of consolidated cash flow statements. Results. The comprehensive analysis of annual reports of 25 oil and gas companies enabled to determine changes in the key figures and their relation in the structure of consolidated cash flow statements in the public sector of the industry. It also established main factors that contributed to the changes. Conclusions. In the period under study, I revealed an increase in cash from operating activities; established that capital expenditures in the public sector of the industry show an overall upward trend and depend on the level of oil prices. The analysis demonstrated that even integrated companies’ upstream segment prevail in the capital expenditures structure. The study also unveiled an increase in dividend payments, which, most of the time, exceeded free cash flows thus increasing the debt burden.

Main approaches to estimating the cost of shareholder equity of oil and gas producers

2020 ◽  
Vol 26 (3) ◽  
pp. 685-697
Author(s):  
O.V. Shimko
Keyword(s):  
Oil And Gas ◽  
Oil Prices ◽  
Minimum Cost ◽  
Free Cash Flow ◽  
Annual Reports ◽  
Comparative Approach ◽  
Economic Activities ◽  
Advantages And Disadvantages ◽  
Oil And Gas Producers ◽  
The Cost

Subject. The study analyzes generally accepted approaches to assessing the value of companies on the basis of financial statement data of ExxonMobil, Chevron, ConocoPhillips, Occidental Petroleum, Devon Energy, Anadarko Petroleum, EOG Resources, Apache, Marathon Oil, Imperial Oil, Suncor Energy, Husky Energy, Canadian Natural Resources, Royal Dutch Shell, Gazprom, Rosneft, LUKOIL, and others, for 1999—2018. Objectives. The aim is to determine the specifics of using the methods of cost, DFC, and comparative approaches to assessing the value of share capital of oil and gas companies. Methods. The study employs methods of statistical analysis and generalization of materials of scientific articles and official annual reports on the results of financial and economic activities of the largest public oil and gas corporations. Results. Based on the results of a comprehensive analysis, I identified advantages and disadvantages of standard approaches to assessing the value of oil and gas producers. Conclusions. The paper describes pros and cons of the said approaches. For instance, the cost approach is acceptable for assessing the minimum cost of small companies in the industry. The DFC-based approach complicates the reliability of medium-term forecasts for oil prices due to fluctuations in oil prices inherent in the industry, on which the net profit and free cash flow of companies depend to a large extent. The comparative approach enables to quickly determine the range of possible value of the corporation based on transactions data and current market situation.

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