The Brazilian Institutional Environment: The Impact on Companies' Strategies in the Oil and Gas Sector

2011 ◽  
Author(s):  
Luiz Marcelo Martins Almeida ◽  
Luiz Alberto N. Campos Filho ◽  
Lourdes Casanova
2021 ◽  
Author(s):  
Omran Al-Kuwari ◽  
Dan Welsby ◽  
Baltazar Solano Rodriguez ◽  
Steve Pye ◽  
Paul Ekins

Abstract This report focuses on reviewing the types of carbon intensity metrics, and the use of such metrics across the oil and gas sector, to monitor progress towards transitioning away from fossil fuel production. Producers are under pressure to respond to challenging conditions resulting from increasing climate policy, tightening markets and a move away by investors. A number of commentators are suggesting that production may have peaked, given these emerging trends, and the ongoing Covid-19 pandemic.From a combination of review and modelling, this report provides some key insights on carbon intensity metrics and the impact of different carbon intensities on future production, which are pertinent to the future strategies of the oil and gas sector -·Narrow-scoped metrics that only include upstream emissions are insufficient for producers reporting on progress towards climate goals. The carbon intensity of the final product also needs to be considered, given that it is increasingly subject to increased demand-side policy e.g. in relation to carbon pricing, bans on the sale of internal combustion engines (ICEs) etc.·Given that climate targets are expressed in absolute terms, the relative measure of progress provided by carbon intensity metrics is insufficient to guide progress towards net-zero emissions. As shown by the modelling, there is a significant decline in the levels of production permitted under climate targets by 2050. ·Given the need for diversification, metrics that account for scope 3 emissions will be important, to help monitor the transformation away from oil and gas. As discussed in this report, a number of IOCs appear to be making small steps in this direction, although their key business focus very much remains on oil & gas. As the IEA (2020a) has reported, less than 1% of capital expenditure is being spent outside of core business areas.·However, cleaner operations are also important. Therefore, scope 1&2 metrics are still useful for minimising upstream emissions. The modelling highlights the impact for example of high carbon intensity gas resources (due to methane emissions) on their production levels. Unconventional resources, which tend to require more energy input per unit of extraction, and are more costly, appear unlikely to be exploited in our Paris-aligned case.·Any assertion that higher carbon intensity production upstream can be offset by lower emissions downstream (e.g. via higher vehicle efficiency standards) is not supported by the modelling. This is particularly the case where these oil products are exported abroad to regions with low efficiency forms of transportation/limited environmental regulation.·National oil companies (NOCs) have more potential to achieve emission reduction from operational emissions, although the incentives to do so might be lower (with far less scrutiny and reporting). Diversification is also likely to be more of a challenge for NOCs, due to the reliance of public budgets on revenues gained. However, a number of high-producing countries are vigorously exploring diversification strategies. Such strategies could include massively increasing support for renewable industries, and focusing on areas such as hydrogen production and CCS applications.·For the large NOC producers, with the lowest-cost conventional reserves, it is likely that they may be able to continue producing for the longest time, as climate policy stringency increases. However, given that NOCs hold the largest reserves, risks of stranding will be greater in absolute terms.


2019 ◽  
Vol 27 (1) ◽  
pp. 90-101
Author(s):  
Sergey N. Lavrov ◽  
Boris G. Dyakin

The paper deals with the problems, the resolution of which determines the specificity, direction and validity of the optimal positioning of Russian industry companies in the international business in the oil and gas sector. The driving force of this process is the use of the advantages of international business for scientific and technical re-equipment of the oil and gas sector of the Russian fuel and energy sector. The productive use of profiling capabilities implies a mutually beneficial transfer of technologies, localization of production of modern equipment in Russia in cooperation with global manufacturers and expansion of access to the world markets of natural and produced assets of hydrocarbon origin. The conclusion reached by the authors is that the identified areas and the nature of the impact of the increased involvement of Russian participants in the international oil and gas business contribute to their competitive advantages.


2018 ◽  
Vol 58 (2) ◽  
pp. 529
Author(s):  
Bernadette Cullinane ◽  
Michael Wood ◽  
Barry Ladbrook

Today’s energy and resources companies must address many challenges to their traditional business models including the rapid emergence of available and economic renewable energy sources, ever tightening greenhouse gas emission policies and increased stakeholder expectations around transparency. While there is uncertainty regarding the impact of these developments, enormous opportunity exists for companies to forge pathways to a decarbonised future while at the same time creating new markets, products and services and increasing revenues. Several leading Australian resources companies have recently embarked on programs to transition to a lower carbon and more diversified energy portfolio. These initiatives focus on integrating alternative forms of energy across value chains, making energy consumers central to their business models and increasing energy security for their companies and the country. This paper discusses the drivers underlying these challenges, draws on case studies of how oil and gas companies are managing their journey, considers the impact such programs on the companies’ financial and operational performance and outline some implications and possible approaches.


Author(s):  
John Gerard Rafferty ◽  
David Gill ◽  
Ravi Kapur

Traditional design and supply chain processes have created well established approaches to the manufacture of metallic engineering products in the Oil and Gas sector. Normative references such as API 6A (Specification for Wellhead and Christmas Tree Equipment) and API 17D (Design and Operation of Subsea Production Systems - Subsea Wellhead and Tree Equipment), as well as national and company-based specifications and requirements (e.g., Brazilian norm NBR 15827 “Industrial Valves for Installations of Exploration, Production, Refining and Transport of Petrol Products - Requirements for Design and Prototype Test” and Chevron specification SSM - PU - 54.02 - A “Qualification Testing of Subsea Equipment”) and the ASME body of pressure vessel code requirements and derived specifications, are largely predicated on traditional design and supply assumptions with respect to metallic materials and components. The further challenge of recovering oil from deepwater basins has generated initiatives such as “Project 20K”, BP’s project to develop, with programme collaborators, the capability to drill, complete, produce and intervene in deepwater reservoirs with pressures of 20,000 psi at the mudline and temperatures up to 350°F (175°C). Here again, design and supply assumptions to date are predicated on traditional design and supply assumptions for metallic materials and components. Notwithstanding the progress being achieved in meeting performance requirements in these and similar programmes, a global paradigm change is underway in respect of the accelerating front of advanced manufacturing. This has been seen especially in the aerospace and aviation sectors, but significantly less so in the Oil and Gas sector. This paper will contribute to addressing this imbalance by presenting work being done by a major subsea equipment supplier to engage with the challenges of this disruptive manufacturing technology. Specifically, the paper will present the holistic approach and results of innovative work being done in the advanced manufacturing of a subsea metallic component using welding arc additive techniques. The work presented will review and evaluate the impact of this manufacturing technology on the core metallic component domains of Metallurgy, Welding Engineering and NDE, utilizing a robotic system for manufacturing the component. The paper directly contributes, therefore, to the emerging roadmap for advanced manufacturing of metallic components in the Oil and Gas sector.


2019 ◽  
Vol 59 (2) ◽  
pp. 767
Author(s):  
Adriana Botto

The award-winning Subsea Equipment Australian Reliability (SEAR) Joint Industry Project (JIP) is a partnership led by Wood and has participation of a group of OGAS Operators namely Chevron Australia, ConocoPhillips, Inpex, Quadrant, Shell Australia and Woodside. Now delivering Phase 6, the JIP is focused on collaboration and knowledge sharing, so as to improve the competitiveness of Australia’s oil and gas sector by addressing critical challenges associated with equipment that is failing prematurely subsea. The SEAR JIP was initiated in 2014 and has since developed a reliability database to collect failure information from SEAR members with Australian offshore operations. The SEAR database provides a low cost–high value method of capturing and sharing failures and lessons learnt for Australia. Over the years, the JIP has focused on different but common industry challenges, such as the impact of marine fouling affecting operability during interventions. To address this challenge, the JIP is deploying ‘living laboratories’ at different geographical locations and water depths across various Australian waters, in collaboration with suppliers and local universities to identify game-changing technology. The ability to better understand failures and intervention requirements has the potential to offer operators significant cost savings, by optimising equipment reliability and availability. This paper will provide an overview of SEAR JIP and outlines lessons learned and value created, and discusses how a similar collaborative approach can create value in other parts of the Australian LNG value chain.


2014 ◽  
Vol 2014 (1) ◽  
pp. 1945-1957
Author(s):  
Xiang Xin Ng ◽  
Matthew Gillow

ABSTRACT With the growing oil and gas sector in Australia, comes more stringent guidelines set by the regulators for the operators to demonstrate their capability in preventing another Montara or Macondo type incident. The setting up of National Offshore Petroleum Safety and Environmental Management Authority (NOPSEMA) to provide oversight of all petroleum activities in the Commonwealth waters of Australia is a milestone to raise the operating standards of the industry. Together with the urge for operators to build up their in house competence for responding to oil spill incidents and the increasing importance of mutual aid agreements within the industry to form a new operating picture in the oil and gas sector. Being one of the major oil and gas operators, Chevron Australia Business Unit (ABU) plays an active role in fulfilling the requirements set by the regulators and equipping the team with the necessary skill sets and technologies to perform the duty of care to minimise the impact and damage to the environment during an oil spill incident. An Enhanced Tier I concept is developed to provide a guidance to the Emergency Management Team to build up the in house capability as a response agency for oil spill incident. In order to engage the operators in the region, Chevron ABU has also taken up the initiative to set up industry working groups to discuss issues like dispersant application, waste management and oiled wildlife response as part of the response strategies and how they can share knowledge and resources in the event of an incident. Continuous involvement in Australian Marine Oil Spill Centre (AMOSC) core group training and active participation in meetings with NOPSEMA allows ABU to keep up to date with the evolving changes in the field of oil spill response preparedness. Through the continuous improvement on the Enhanced Tier I concept and the engagement with internal and external stakeholders, Chevron ABU aims to meet the expectations set by the regulations and maintain the highest level of preparedness and response readiness for any oil spill incident.


2018 ◽  
Vol 73 ◽  
pp. 05008
Author(s):  
Sapto Sari Mardhika

Indonesia's population increasing from 238.5 million to 305.6 million from 2010-2035 cause increase of energy supply to meet energy consumption needs and also correlate with global warming. One of them is from the oil and gas sector. The process of it production is divided into upstream process which starts from hydrocarbon extraction to become a ready-to-sell product and downstream process comprise of processing to consumer consumption. The research objective of this paper is to find out the upstream process of oil and gas industry as well as the impact that may be caused. The upstream process of the oil and gas industry begins with land clearing, hydrocarbon drilling / extraction from within the earth, feasibility testing, development and production, distribution, storage and distribution possible to the first consumer. From these activities, the impacts are caused by the decrease of air quality mainly due to the burning of flare gas and tool mobilization, the decrease of water quality, and the deterioration of soil quality.


Energies ◽  
2021 ◽  
Vol 14 (10) ◽  
pp. 2740
Author(s):  
Natalia Iwaszczuk ◽  
Jacek Wolak ◽  
Aleksander Iwaszczuk

Turkmenistan is currently one of the key suppliers in the global natural gas market, and it is important to examine its competitive position in the world. The aim of this article is to forecast the development strategy of its gas sector. To achieve this aim, the authors first examined: (1) Turkmenistan’s position in the global gas market and the structure of its oil and gas sector; (2) the share of gas in Turkmenistan’s exports. They then conducted an analysis of the causal relationship between FDI and GDP. The above research made it possible to conduct a comprehensive SWOT analysis. Based on the SWOT analysis, three sector development scenarios were developed: pessimistic, realistic, and optimistic. On their basis, the gas sector in Turkmenistan can build strategies for its development, considering the impact of market and non-market factors.


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