The document summarizes an investment competitiveness study being conducted by the Alberta Department of Energy regarding Alberta's natural gas and conventional oil sectors. The study aims to establish a common understanding of resource economics between the Department and industry stakeholders, and determine what regulatory and fiscal framework is needed to ensure the sectors remain competitive and profitable into the future. A multi-level stakeholder engagement process will be used, involving both executive-level administrators and technical analysts from government, industry and financial institutions. The goal is to facilitate constructive dialogue and maintain positive relationships between stakeholders.
NiSource Inc. is a regulated energy company that aims to be the premier company in the industry. In 2007, NiSource made progress on its strategic plan through regulatory approvals, infrastructure projects, and resolving legacy issues. Key accomplishments included rate cases, pipeline expansion projects, restructuring business agreements, and maintaining investment grade credit ratings. NiSource views 2008 as pivotal for executing infrastructure projects, achieving regulatory initiatives like rate cases, and advancing its gas transmission and storage growth strategy including an MLP.
IT Shades published its February 2020 edition of the I-Bytes newsletter. The newsletter included several sections: Financial, M&A Updates providing key financial highlights and executive commentary from major resources companies regarding their Q1 2020 results; Solution Updates regarding new products and services; Rewards and Recognition recognizing achievements in the industry; and Partnership Ecosystem Updates on new collaborations. The document aims to share relevant industry information and data points with readers to benefit them.
BoyarMiller Perspectives on the Energy Industry 2018BoyarMiller
As part of its ongoing Breakfast Forum series, BoyarMiller gathered industry experts for a moderated discussion on the Perspectives on the Energy Industry 2018.
Speakers included John Berger with Sunnova Energy, Paul Perea with Tudor, Pickering, Holt & Co, and Sanjiv Shah with Simmons & Company International.
The presentation by Jason Wilcox, a Dallas energy investment banker, provides current trends on mergers, acquisitions and divestitures within the oil and gas industry in the United States.
Presentation from Jason Wilcox, an investment banker in Dallas. The presentation provides an overview on the current trends for domestic oil and gas sector within Permian Basin in the United States.
The document is TXU's 2003 annual report which provides an overview of the company's operations and progress over the past year. It discusses TXU's business segments including TXU Energy, Oncor, and TXU Australia. The report highlights that in 2003, TXU delivered on its financial plan by achieving earnings per share of $2.03, generating $2.8 billion in cash from operations, and increasing production across its business segments.
NiSource Inc. is a regulated energy company that aims to be the premier company in the industry. In 2007, NiSource made progress on its strategic plan through regulatory approvals, infrastructure projects, and resolving legacy issues. Key accomplishments included rate cases, pipeline expansion projects, restructuring business agreements, and maintaining investment grade credit ratings. NiSource views 2008 as pivotal for executing infrastructure projects, achieving regulatory initiatives like rate cases, and advancing its gas transmission and storage growth strategy including an MLP.
IT Shades published its February 2020 edition of the I-Bytes newsletter. The newsletter included several sections: Financial, M&A Updates providing key financial highlights and executive commentary from major resources companies regarding their Q1 2020 results; Solution Updates regarding new products and services; Rewards and Recognition recognizing achievements in the industry; and Partnership Ecosystem Updates on new collaborations. The document aims to share relevant industry information and data points with readers to benefit them.
BoyarMiller Perspectives on the Energy Industry 2018BoyarMiller
As part of its ongoing Breakfast Forum series, BoyarMiller gathered industry experts for a moderated discussion on the Perspectives on the Energy Industry 2018.
Speakers included John Berger with Sunnova Energy, Paul Perea with Tudor, Pickering, Holt & Co, and Sanjiv Shah with Simmons & Company International.
The presentation by Jason Wilcox, a Dallas energy investment banker, provides current trends on mergers, acquisitions and divestitures within the oil and gas industry in the United States.
Presentation from Jason Wilcox, an investment banker in Dallas. The presentation provides an overview on the current trends for domestic oil and gas sector within Permian Basin in the United States.
The document is TXU's 2003 annual report which provides an overview of the company's operations and progress over the past year. It discusses TXU's business segments including TXU Energy, Oncor, and TXU Australia. The report highlights that in 2003, TXU delivered on its financial plan by achieving earnings per share of $2.03, generating $2.8 billion in cash from operations, and increasing production across its business segments.
The document is an agenda for a BB&T commercial and industrial conference on March 29, 2012. The agenda includes an overview and highlights of Penn Virginia Resource Partners' natural gas midstream business, coal and natural resource management business, and financial overview. It also allocates time for questions.
This document provides information about the 11th Annual Alaska Oil and Gas Congress conference happening from September 21-24, 2015 in Anchorage, Alaska. The conference will bring together industry leaders, executives, and government officials to discuss key issues impacting Alaska's energy future, including market uncertainty, global natural gas markets, new projects, and incentives. Sessions will cover offshore exploration and development, as well as Alaska's liquefied natural gas export potential. A pre-conference summit on September 21st will focus on opportunities for Alaska LNG exports to Japan and Asia. The diverse agenda is aimed at moving Alaska's energy development forward by facilitating information sharing and networking among decision-makers.
BHP Billiton is a mining and natural resources company that was formed through a merger in 2001. It has operations in 13 countries producing aluminum, manganese, nickel, coal, copper, iron ore, and petroleum. A SWOT analysis found that BHP Billiton has strong market position and diversification as strengths, while weaknesses include partnership constraints and accusations of corruption. The company has opportunities to expand in coal and copper, while threats include reduced demand from China and increased government regulations. BHP Billiton's success is due to its global locations, investments in technology, and diversified portfolio.
The document provides an overview of Sunoco LP (SUN) including:
1) SUN operates retail fuel and convenience stores across 30 states as well as wholesale fuel distribution.
2) SUN highlights include a leading market position, stable cash flows from diverse operations and geographic areas, and an experienced management team.
3) The presentation reviews SUN's history, acquisitions, financial metrics, debt profile, and operating performance for full year 2016 and first quarter 2017.
el paso 129E17E7-B9DE-4351-A90B-947315FA05EF_EP_RayJamesDLF(Orlando)_FinalCo...finance49
Doug Foshee, President and CEO of El Paso Corporation, presented at the Raymond James 30th Annual Institutional Investor Conference on March 10, 2009. El Paso has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully while preserving its exploration and production inventory. For 2009, El Paso has financial targets of $0.85-1.05 EPS, $2.0-2.3 billion EBIT, and $1.7-2.0 billion cash flow from operations. El Paso also has a substantial pipeline backlog expected to generate $1.2 billion in incremental EBITDA.
This document brings together a set
of latest data points and publicly
available information relevant for
Utilities Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
el paso 2E961AE6-D8CD-4328-9657-89A97FED03C0_Howard_Weil_032409finance49
El Paso Corporation provides natural gas and related energy products in North America. It has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully in response to market challenges. The company has set 2009 financial targets including EPS of $0.85-1.05 and EBITDA of $3.1-3.3 billion. El Paso has a substantial pipeline backlog of around $8 billion that is expected to generate $1.2 billion in additional EBITDA. The company also has a significant exploration and production portfolio focused on lower-risk programs in its key areas.
PetroMagdalena Energy Corp. is an oil and gas exploration company focused on developing its assets in Colombia. It has a diversified portfolio of exploration blocks and producing assets in several Colombian basins. The company aims to increase production and cash flow through development drilling in its light oil assets in the Llanos Basin in 2012. It also plans to maximize value from its asset portfolio by leveraging relationships with partners. PetroMagdalena sees opportunities to acquire additional underfunded assets with exploration potential given the investment environment in Colombia.
BHP Billiton is a leading global resources company headquartered in Australia with over 100 locations in more than 25 countries. It focuses on operating large, long-life upstream assets in iron ore, petroleum, copper, and coal. In fiscal year 2013, BHP Billiton had underlying EBIT of $21.1 billion, net operating cash flow of $18.3 billion, and paid a dividend of $116 cents per share. Its petroleum business accounted for $5.7 billion in underlying EBIT and the company has over 100,000 employees. BHP Billiton has a diverse portfolio including its four large business divisions and maintains a balance of conventional and unconventional assets as economic and demand conditions change globally
The Asia-Pacific Economic Cooperation recently reached a historic tariff reduction agreement on renewable energy items. Tariffs between APEC member states will be reduced to 5% or lower by the end of 2015 on listed renewable energy items. 54 items were listed for inclusion, all of which will benefit APEC members and have a positive effect on both their sustainable energy goals and their economies. Tariff reductions will first affect the renewable energy market and will include manufacturers, vendors and customers. All three groups will benefit from lowered prices, increased supply and enhanced innovation. In addition, the nation states, and the APEC region as a whole, will benefit from increased economies by way of additional jobs, increased investment, and increased growth. By evaluating the effects of other tariff reduction agreements, such as those achieved through NAFTA and other APEC agreements, predictions regarding the outcome of the tariff reduction can be made.
05 08-17 first quarter 2017 financial review finalAES_BigSky
- The AES Corporation released its first quarter 2017 financial review, which contained forward-looking statements and non-GAAP financial measures with required reconciliations.
- Key highlights included progress on major construction projects, cost savings initiatives, and plans to reduce merchant coal exposure and carbon intensity.
- AES reaffirmed its 2017 guidance targets and average annual 8-10% growth rate through 2020.
This document brings together a set of latest data points and publicly available information relevant for Energy Industry. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
This document is El Paso Corporation's 2004 Annual Report. It summarizes the company's operations and performance for the year. The key points are:
1) El Paso owns and operates a large network of natural gas pipelines and production areas across North America and Mexico. Its core businesses are natural gas pipelines and production.
2) In 2004, El Paso met its primary goals of divesting $3.3 billion in non-core assets, reducing debt by $3.4 billion, reducing costs, and investing in its pipeline business. However, production business performance was mixed and legal costs were higher than planned.
3) The pipeline business delivered on commitments and is well-positioned for future growth.
This document is Devon Energy Corporation's 1998 annual report. It summarizes Devon acquiring Northstar Energy Corporation through a merger, creating a larger company with increased proved reserves and production. The merger brought Devon oil and gas properties and management experience in Canada, where opportunities were emerging due to improving natural gas pipeline infrastructure and access to US markets, opening previously unexplored regions. However, low oil prices in 1998 reduced Devon's revenues and led to a net loss for the year.
- BHP Billiton is a global resources company founded in 1851 in Melbourne, Australia through a merger between BHP and Billiton. It extracts and processes metals and minerals including iron ore, metallurgical coal, copper, and uranium from operations in Australia, Americas, and other regions.
- In 2017, BHP Billiton employed 26,146 people and contracted 34,498 others, generating $38 billion in revenue, with iron ore contributing 38% of total revenue.
- The company has a global presence with offices in Singapore, Australia, Canada, USA, Chile, and London as well as operations worldwide. It competes with companies like Anglo American, Exxon Mobil, and Royal Dutch
Alberta2.0 - First Steps to a New AlbertaHardave Birk
The document outlines recommendations for transitioning Alberta's economy away from its reliance on oil and gas. It proposes focusing on three key sectors: health, agriculture, and energy/environment. It also recommends strengthening collaboration between business, government and academia through initiatives like innovation mapping. Improving communication about economic progress and showcasing success stories is also seen as important. Finally, the document calls for building an "innovation backbone" through increased infrastructure investment, reducing red tape, and supporting entrepreneurs. Implementing these recommendations through Alberta Innovates is seen as key to creating a more robust and resilient provincial economy.
This document brings together a set of latest data points and publicly available information relevant for . We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Carbon Tracker is a non-profit think tank that aims to align capital markets with climate reality by making climate risks visible in financial analysis and decision making. It publishes research demonstrating that a significant portion of fossil fuel company assets will be stranded and unable to generate returns if global warming is limited to 2 degrees Celsius. Carbon Tracker engages with investors, companies and regulators to increase transparency around climate and stranded asset risk and ensure this risk is properly priced into financial decisions. Its goal is to redirect capital away from high-cost, high-carbon projects and towards low-carbon investments.
- CorEnergy owns essential energy infrastructure assets that generate stable cash flows through long-term contracts. These assets include pipelines, storage terminals, and gathering systems critical to energy production.
- CorEnergy aims to provide attractive risk-adjusted returns through acquiring infrastructure assets that generate predictable revenues and distributing dividends to shareholders.
- The company has a conservative capital structure and recently enhanced its financial flexibility through refinancing initiatives, positioning it to acquire additional assets.
The presentation provides an overview of the oil and gas industry to the Select Committee on Economic and Business Development. It discusses the role of CEF in developing South Africa's and the African region's oil and gas industry. The presentation covers the characteristics and trends of the global oil and gas industry, with a focus on the sub-Saharan African perspective. It also outlines CEF's group structure and initiatives to improve South Africa's competitiveness in the oil and gas sector.
The document summarizes key industry sectors in Alberta, Canada including their economic contributions, challenges, and opportunities. It discusses sectors such as oil and gas, petrochemicals, aerospace, transportation, construction, metal fabrication, financial services, and environmental products. The government of Alberta works with industry on various initiatives to address challenges around labor, market access, and improve competitiveness.
The document is an agenda for a BB&T commercial and industrial conference on March 29, 2012. The agenda includes an overview and highlights of Penn Virginia Resource Partners' natural gas midstream business, coal and natural resource management business, and financial overview. It also allocates time for questions.
This document provides information about the 11th Annual Alaska Oil and Gas Congress conference happening from September 21-24, 2015 in Anchorage, Alaska. The conference will bring together industry leaders, executives, and government officials to discuss key issues impacting Alaska's energy future, including market uncertainty, global natural gas markets, new projects, and incentives. Sessions will cover offshore exploration and development, as well as Alaska's liquefied natural gas export potential. A pre-conference summit on September 21st will focus on opportunities for Alaska LNG exports to Japan and Asia. The diverse agenda is aimed at moving Alaska's energy development forward by facilitating information sharing and networking among decision-makers.
BHP Billiton is a mining and natural resources company that was formed through a merger in 2001. It has operations in 13 countries producing aluminum, manganese, nickel, coal, copper, iron ore, and petroleum. A SWOT analysis found that BHP Billiton has strong market position and diversification as strengths, while weaknesses include partnership constraints and accusations of corruption. The company has opportunities to expand in coal and copper, while threats include reduced demand from China and increased government regulations. BHP Billiton's success is due to its global locations, investments in technology, and diversified portfolio.
The document provides an overview of Sunoco LP (SUN) including:
1) SUN operates retail fuel and convenience stores across 30 states as well as wholesale fuel distribution.
2) SUN highlights include a leading market position, stable cash flows from diverse operations and geographic areas, and an experienced management team.
3) The presentation reviews SUN's history, acquisitions, financial metrics, debt profile, and operating performance for full year 2016 and first quarter 2017.
el paso 129E17E7-B9DE-4351-A90B-947315FA05EF_EP_RayJamesDLF(Orlando)_FinalCo...finance49
Doug Foshee, President and CEO of El Paso Corporation, presented at the Raymond James 30th Annual Institutional Investor Conference on March 10, 2009. El Paso has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully while preserving its exploration and production inventory. For 2009, El Paso has financial targets of $0.85-1.05 EPS, $2.0-2.3 billion EBIT, and $1.7-2.0 billion cash flow from operations. El Paso also has a substantial pipeline backlog expected to generate $1.2 billion in incremental EBITDA.
This document brings together a set
of latest data points and publicly
available information relevant for
Utilities Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
el paso 2E961AE6-D8CD-4328-9657-89A97FED03C0_Howard_Weil_032409finance49
El Paso Corporation provides natural gas and related energy products in North America. It has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully in response to market challenges. The company has set 2009 financial targets including EPS of $0.85-1.05 and EBITDA of $3.1-3.3 billion. El Paso has a substantial pipeline backlog of around $8 billion that is expected to generate $1.2 billion in additional EBITDA. The company also has a significant exploration and production portfolio focused on lower-risk programs in its key areas.
PetroMagdalena Energy Corp. is an oil and gas exploration company focused on developing its assets in Colombia. It has a diversified portfolio of exploration blocks and producing assets in several Colombian basins. The company aims to increase production and cash flow through development drilling in its light oil assets in the Llanos Basin in 2012. It also plans to maximize value from its asset portfolio by leveraging relationships with partners. PetroMagdalena sees opportunities to acquire additional underfunded assets with exploration potential given the investment environment in Colombia.
BHP Billiton is a leading global resources company headquartered in Australia with over 100 locations in more than 25 countries. It focuses on operating large, long-life upstream assets in iron ore, petroleum, copper, and coal. In fiscal year 2013, BHP Billiton had underlying EBIT of $21.1 billion, net operating cash flow of $18.3 billion, and paid a dividend of $116 cents per share. Its petroleum business accounted for $5.7 billion in underlying EBIT and the company has over 100,000 employees. BHP Billiton has a diverse portfolio including its four large business divisions and maintains a balance of conventional and unconventional assets as economic and demand conditions change globally
The Asia-Pacific Economic Cooperation recently reached a historic tariff reduction agreement on renewable energy items. Tariffs between APEC member states will be reduced to 5% or lower by the end of 2015 on listed renewable energy items. 54 items were listed for inclusion, all of which will benefit APEC members and have a positive effect on both their sustainable energy goals and their economies. Tariff reductions will first affect the renewable energy market and will include manufacturers, vendors and customers. All three groups will benefit from lowered prices, increased supply and enhanced innovation. In addition, the nation states, and the APEC region as a whole, will benefit from increased economies by way of additional jobs, increased investment, and increased growth. By evaluating the effects of other tariff reduction agreements, such as those achieved through NAFTA and other APEC agreements, predictions regarding the outcome of the tariff reduction can be made.
05 08-17 first quarter 2017 financial review finalAES_BigSky
- The AES Corporation released its first quarter 2017 financial review, which contained forward-looking statements and non-GAAP financial measures with required reconciliations.
- Key highlights included progress on major construction projects, cost savings initiatives, and plans to reduce merchant coal exposure and carbon intensity.
- AES reaffirmed its 2017 guidance targets and average annual 8-10% growth rate through 2020.
This document brings together a set of latest data points and publicly available information relevant for Energy Industry. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
This document is El Paso Corporation's 2004 Annual Report. It summarizes the company's operations and performance for the year. The key points are:
1) El Paso owns and operates a large network of natural gas pipelines and production areas across North America and Mexico. Its core businesses are natural gas pipelines and production.
2) In 2004, El Paso met its primary goals of divesting $3.3 billion in non-core assets, reducing debt by $3.4 billion, reducing costs, and investing in its pipeline business. However, production business performance was mixed and legal costs were higher than planned.
3) The pipeline business delivered on commitments and is well-positioned for future growth.
This document is Devon Energy Corporation's 1998 annual report. It summarizes Devon acquiring Northstar Energy Corporation through a merger, creating a larger company with increased proved reserves and production. The merger brought Devon oil and gas properties and management experience in Canada, where opportunities were emerging due to improving natural gas pipeline infrastructure and access to US markets, opening previously unexplored regions. However, low oil prices in 1998 reduced Devon's revenues and led to a net loss for the year.
- BHP Billiton is a global resources company founded in 1851 in Melbourne, Australia through a merger between BHP and Billiton. It extracts and processes metals and minerals including iron ore, metallurgical coal, copper, and uranium from operations in Australia, Americas, and other regions.
- In 2017, BHP Billiton employed 26,146 people and contracted 34,498 others, generating $38 billion in revenue, with iron ore contributing 38% of total revenue.
- The company has a global presence with offices in Singapore, Australia, Canada, USA, Chile, and London as well as operations worldwide. It competes with companies like Anglo American, Exxon Mobil, and Royal Dutch
Alberta2.0 - First Steps to a New AlbertaHardave Birk
The document outlines recommendations for transitioning Alberta's economy away from its reliance on oil and gas. It proposes focusing on three key sectors: health, agriculture, and energy/environment. It also recommends strengthening collaboration between business, government and academia through initiatives like innovation mapping. Improving communication about economic progress and showcasing success stories is also seen as important. Finally, the document calls for building an "innovation backbone" through increased infrastructure investment, reducing red tape, and supporting entrepreneurs. Implementing these recommendations through Alberta Innovates is seen as key to creating a more robust and resilient provincial economy.
This document brings together a set of latest data points and publicly available information relevant for . We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Carbon Tracker is a non-profit think tank that aims to align capital markets with climate reality by making climate risks visible in financial analysis and decision making. It publishes research demonstrating that a significant portion of fossil fuel company assets will be stranded and unable to generate returns if global warming is limited to 2 degrees Celsius. Carbon Tracker engages with investors, companies and regulators to increase transparency around climate and stranded asset risk and ensure this risk is properly priced into financial decisions. Its goal is to redirect capital away from high-cost, high-carbon projects and towards low-carbon investments.
- CorEnergy owns essential energy infrastructure assets that generate stable cash flows through long-term contracts. These assets include pipelines, storage terminals, and gathering systems critical to energy production.
- CorEnergy aims to provide attractive risk-adjusted returns through acquiring infrastructure assets that generate predictable revenues and distributing dividends to shareholders.
- The company has a conservative capital structure and recently enhanced its financial flexibility through refinancing initiatives, positioning it to acquire additional assets.
The presentation provides an overview of the oil and gas industry to the Select Committee on Economic and Business Development. It discusses the role of CEF in developing South Africa's and the African region's oil and gas industry. The presentation covers the characteristics and trends of the global oil and gas industry, with a focus on the sub-Saharan African perspective. It also outlines CEF's group structure and initiatives to improve South Africa's competitiveness in the oil and gas sector.
The document summarizes key industry sectors in Alberta, Canada including their economic contributions, challenges, and opportunities. It discusses sectors such as oil and gas, petrochemicals, aerospace, transportation, construction, metal fabrication, financial services, and environmental products. The government of Alberta works with industry on various initiatives to address challenges around labor, market access, and improve competitiveness.
This document discusses India's growing energy demand and increasing reliance on imported fuels. It notes that India's population and economic growth are driving up energy consumption, with demand expected to continue rising in the coming decades. Currently, India imports about 80% of its oil requirements and this dependency is projected to reach 90% by 2020. The document examines India's energy sources, dominated by coal and also increasingly oil. It outlines the key role of oil in India's energy basket as transportation needs grow. The refining sector is discussed as important for meeting domestic demand and fueling India's economy.
CorEnergy held an investor conference on August 23, 2017 to discuss the company's infrastructure assets and strategy. CorEnergy owns essential energy infrastructure assets like pipelines and terminals that are critical to their customers' operations. The company focuses on acquiring assets with stable cash flows through long-term contracts in order to pay sustainable dividends over the long-term while maintaining a conservative capital structure. CorEnergy believes its real estate investment trust structure provides attractive access to infrastructure investing for a variety of investors.
This document brings together a set of latest data points and publicly available information relevant for Energy Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
The document provides an alphabetical listing of members of the Aberdeen Renewable Energy Group (AREG) from 2015-2016. It includes short descriptions of each member organization, their contact details, and the types of renewable energy sectors they are involved in using classification symbols. The introduction sections provide an overview of AREG's activities and opportunities/challenges in the renewable energy industry in 2015.
Investors can use this guide to: Decide whether energy productivity is a material issue for any portfolio companies; Prioritise and shortlist sectors or companies for engagement on energy issues; Access supporting information (including industry
examples) for engagement or discussions with companies; Support improved financial returns for portfolio companies through pursuing opportunities for their energy productivity improvement
This is the first edition of the Deloitte Outlook for oilfield services. The forward-looking report is based on in-depth interviews with 12 executives of oilfield services companies. Its purpose is to obtain companies’ views of their current business environment and where they think the market is heading, both in the short and long term.
Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
The document summarizes an electronic consultation organized by Rimisp on the World Bank Group's draft framework for engagement in the palm oil sector. Over 280 participants from 51 countries registered for the consultation and provided feedback. Key issues raised by participants included clarifying whether the document presents a framework or strategy, defining boundaries around acceptable activities, reliance on certification schemes, environmental and social impact monitoring, addressing concerns of smallholders and vulnerable groups, and prioritizing research. Participants hoped the consultation would help develop a more comprehensive strategy to guide sustainable palm oil sector development.
Conference on Unconventional Hydrocarbon Resources on 13th March in New Delhi.Infraline Energy
We are pleased to inform you about our upcoming Annual Conference on "India's Readiness for tapping Unconventional Hydrocarbon Resources" scheduled on March 13, 2014, Hotel Shangri-La, New Delhi.
Key Discussion Points
• Global Distribution of Unconventional Resources of Hydrocarbons and their Potential
• Challenges in Exploitation of Unconventional Hydrocarbons- Policy- Regulatory- Operational Community etc.
• Case study- Successful Unconventional Hydrocarbons Projects- Critical Success Factors
• CBM Resources Exploitation- Opportunities- Challenges & Status of Exploitation
• Shale Gas & Oil Resources Potential- GOI Way Forward
• Global Best Practices- Policy & Regulatory Framework
• Conventional Hydrocarbons vs Unconventional Hydrocarbons- Key Differences
• Drilling Needs- Well Construct, Intensity of Drilling needed.
• Hydrofracing- Key Issues & how industry has responded
• Profile of Services sector in India- Unconventional Gas. How Prepared it is?
• Unconventional Focus- Key Aspects- USA, China, Argentina, Europe
• Logistics & Environmental Issues- Air & Noise Pollution, Stakeholders Interfacing aspects.
• Is India ready to take benefit of its Unconventional Resources? What top three aspects need immediate attention to make Unconventional's happen in India?
Registration fee is INR. 20,000 per delegate.
For more details Contact:
Gargi Goswami
gargi.goswami@infraline.com
8130960957/ 011-66250011
The document provides an overview of the growth of corporate renewable power purchase agreements (PPAs) in Australia. Some key points:
- Since 2017, there have been 58 corporate PPAs negotiated totaling over 2.3 GW of renewable energy capacity. Most corporate PPAs are supporting new solar and wind farm projects.
- The corporate PPA market is diversifying beyond large industrial buyers and includes agreements with public sector organizations, retailers, and smaller commercial buyers.
- The Business Renewables Centre Australia (BRC-A) was established to help facilitate corporate PPAs and connect buyers and sellers. It maintains a database of PPAs and provides resources for members.
There is increasing pressure on energy producers from climate risks. One key concept which is gaining prominence in lieu of the risks is “Carbon Bubble” and the related impact of divestment movement. As a part of the Paris climate agreement, 192 countries reaffirmed their commitment to reduce emissions and limiting the global temperature increase to less than 20C. Energy producing companies are under scrutiny from investors, shareholders, employees and customers and other related stakeholders to reduce carbon footprint and to demonstrate that their business are aligned to help build an efficient “Low Carbon Portfolio”. The goal is to channelize investments, assess climate risks and opportunities and mitigate future climate change trajectories, align it as key service for fossil fuel energy divestment, portfolio and asset management.
There is increasing pressure on energy producers from climate risks. One key concept which is gaining prominence in lieu of the risks is “Carbon Bubble” and the related impact of divestment movement. As a part of the Paris climate agreement, 192 countries reaffirmed their commitment to reduce emissions and limiting the global temperature increase to less than 20C. Energy producing companies are under scrutiny from investors, shareholders, employees and customers and other related stakeholders to reduce carbon footprint and to demonstrate that their business are aligned to help build an efficient “Low Carbon Portfolio”. The goal is to channelize investments, assess climate risks and opportunities and mitigate future climate change trajectories, align it as key service for fossil fuel energy divestment, portfolio and asset management.
Alaska Natural Resource Month's theme this year is "Dream BIG" and asks Alaskans to learn about the state's natural resources, be creative, be innovative, and dream big about Alaska's future. The document provides information about Alaska's major natural resources which include oil and gas, mining, forestry, fisheries, and tourism. It also describes the partnership between Alaska Natural Resource Month and Junior Achievement Alaska to bring educational resources and activities to students statewide during the month of March, including Discovery Day on March 13th, the anniversary of the Prudhoe Bay oil discovery.
Alaska held a thoughtful Thursday event focused on word searches. The May 30th event provided participants with word searches to complete. The word searches given out on May 30th in Alaska aimed to provide an engaging mental activity for those involved.
Alaska Department of Natural Resources Commissioner Dan Sullivan's presentation to Commonwealth North's Energy Action Coalition "Alaska's Natural Gas Opportunities. "
The Alaska Department of Revenue forecasts that total state revenue will increase from $13.6 billion in FY 2012 to $15.3 billion in FY 2013 and $14.6 billion in FY 2014. Unrestricted General Fund revenue, which is used for budget planning, is forecast to decline from $9.5 billion in FY 2012 to $7.5 billion in FY 2013 and $7.0 billion in FY 2014 due to lower oil and gas production tax revenue. Restricted revenue, which includes the Constitutional Budget Reserve Fund and Permanent Fund earnings, is forecast to increase by over $3.7 billion between FY 2012 and FY 2013. Oil revenue continues to be the largest source of
This presentation discusses the CINGSA natural gas storage facility and gas supply in Cook Inlet, Alaska. CINGSA began injections in 2012 and will allow storage of 11 billion cubic feet of gas to meet 45% of winter demand. While drilling activity has increased, production continues to decline, potentially leading to a supply shortfall by 2015. Importing liquefied natural gas (LNG) or compressed natural gas (CNG) is being evaluated as a way to ensure adequate supply until other options such as exploration or a new pipeline are developed. A decision on imports is expected in early 2013.
This document outlines the key steps for starting an organizational excellence journey based on the Baldrige model. It discusses Ben Park's background working with Baldrige and provides an overview of the Baldrige Organizational model. The rest of the document details the initial 10 steps to begin the process, including developing a mission statement, identifying stakeholders, setting goals and strategies, evaluating processes, creating a balanced scorecard, and developing a strategic plan and communication plan. It concludes by discussing applying for Baldrige recognition.
This document summarizes a presentation given by Scott Goldsmith on Alaska's economic future and the role of a North Slope natural gas pipeline. It discusses how Alaska's economy is currently dependent on petroleum production and the potential economic benefits of a gas pipeline, including billions in additional state revenue over 30 years. It also examines alternatives to petroleum development and strategies for diversifying Alaska's economy. Charts show projections for gas production, prices, and revenues, demonstrating that a pipeline could help sustain the state budget into the future.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
Senator Thomas Wagoner is a member of several Alaska state Senate committees including Resources and Regulatory Review. The draft bill establishes a new tax credit for qualified oil and gas development expenditures incurred before sustained production begins from a new pool or lease. It sets the credit amount at 100% of expenditures and allows it to be applied against production taxes. The bill also creates a new Oil and Gas Competitiveness Review Board.
This document summarizes a report on Alaska's oil investment tax structure. It finds that Alaska's current tax structure under ACES must be made more competitive to encourage oil companies to reinvest profits in Alaska. It recommends reducing or capping the progressivity tax and continuing to encourage exploration through tax credits and incentives. The report examines how ACES affects investment and considers alternatives to make Alaska's tax policy maximize long-term production and state revenue over short-term gains.
The document summarizes the objectives and methodology of the Fraser Institute's 2010 Global Petroleum Survey. The survey gathered responses from 645 companies on 17 factors related to upstream oil and gas investment barriers across 133 jurisdictions. The responses were used to create composite indices to facilitate comparison of jurisdictions' commercial/regulatory environments and geopolitical risks. Alaska received scores indicating its factors are generally not strong deterrents to investment, though some receive mild deterrent ratings.
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1. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 1
Stakeholder Briefing Document
Alberta Natural Gas and Conventional Oil Investment
Competitiveness Study 2009
Stakeholder Briefing Document
I. Overview
Our Vision:
1) Alberta is a vibrant and attractive place to live, work, and invest, with
outstanding opportunities for current and future generations.
2) Alberta’s fiscal and regulatory structure helps enable the natural gas
and conventional oil sector to be competitive, successful, and
sustainable, delivering maximum value for Albertans.
3) Alberta’s resource management framework reflects trusting and lasting
relationships among all stakeholders.
A vibrant and successful natural gas and conventional oil industry is critical to Alberta
and Canada’s economic prosperity. The natural gas and conventional oil sector is the
economic engine of Alberta, contributing to a standard of living for the province’s
citizens and for all Canadians that is among the highest in the world. A study by the
University of Calgary shows that the oil and gas sector alone represents one-half of
Alberta’s economy.1 Without the natural gas and conventional oil sector, our economic
standard of living would most certainly be lower and the necessary tax burden would be
higher.
North America’s natural gas and conventional oil sector is at a crossroads. This means
that Alberta’s industry is also at a crossroads. Environmental responsibilities, rising
costs due to a variety of factors including shortages of key labor skills and investment
inputs ranging from steel to engineering and management, and the transformation of
Alberta’s largest market for natural gas from a net importer where supply is constrained
to a situation where some at least speculate that the U.S. could become a net exporter,
are just some of the recent developments that make it necessary to ensure that Alberta
has the appropriate regulatory and fiscal environment to remain competitive for natural
gas and conventional oil investment.
1
“Energy and the Alberta Economy: Past and Future Impacts and Implications”, Institute for Sustainable Energy,
Environment, and Economy, December 2006
2. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 2
Stakeholder Briefing Document
While there are most certainly competitive challenges, Alberta is fortunate to possess
vast resources of natural gas (both conventional and unconventional) and huge
conventional oil potential.2 There is every reason to believe that Alberta will continue to
be an attractive and competitive place to invest. What is critical at this juncture,
however, is that a more strategic, inclusive and planned approach be taken to facilitate
ongoing investment and success for Alberta. In an increasingly dynamic and
competitive market economy, we cannot afford to assume that what clearly worked well
in the past will remain appropriate for the future. It is critical to celebrate our past
successes, and there are many, but it is prudent to plan for our future. Our past
successes have not come from being passive observers. We must review our practices
and investment strategies and take responsibility for our economic and financial future.
This is why a competitiveness review is so important at this time.
It is Alberta Department of Energy’s goal to have the fiscal and regulatory structure that
helps enable Alberta’s natural gas and conventional oil sector to remain vibrant and
sustainable, and to deliver maximum value for Albertans. As key stakeholders, we need
to work together to answer the fundamental question:
What does success look like for Alberta’s natural gas and conventional oil
future?
The challenges facing us demand that we work cooperatively. To do this we need a
common understanding of the value of our resources, and recognition that both
investors and resource owners need to benefit from the development of Alberta’s
natural resources. Success, therefore, has the following three components:
1. A common understanding of the value of our resources and the challenges in
developing them;
2. Positive working relationships and constructive dialogue; and
3. A regulatory and fiscal framework that:
Facilitates the maximum production from the widest possible range of
exploration and development opportunities, at the lowest possible
costs, consistent with good conservation and environmental practices;
Recognizes that investors need to realize a reward for their investment
and ingenuity, consistent with the level of risks undertaken; and
2
The Alberta Research Council found that use of CO2 enhanced recovery technology yielded additional recovery of
oil in place of about 9 per cent “CO2 Enhanced Hydrocarbon Recovery – Final Report Incremental Recovery and
CO2 Storage Potential in Alberta”, March 31, 2009. Extending that finding across all light and medium oil
resources in Alberta could yield addition oil recovery of up to 4.8 billion barrels.
3. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 3
Stakeholder Briefing Document
Recognizes that resource owners deserve to receive a competitive
level of compensation for granting the right to develop and profit from
their natural resources – the economic rent.
Alberta’s history is characterized by a dynamic entrepreneurial spirit including the
courage to adapt our key economic sectors to global realities in order to remain
competitive and attractive for investors. Now is the time to once again revisit our
strategy and ensure that we have the regulatory and fiscal environment to enable our
natural gas and conventional oil sector to be vibrant and sustainable, and profitable for
all stakeholders.
II. Rationale
To determine the investment competitiveness of Alberta’s natural gas and conventional
oil resources, in order to arrive at a common understanding of resource economics and
re-establish positive working relationships between the Alberta Department of Energy
and industry.
III. Compelling Questions
The compelling questions requiring your input are as follows:
How should we (DOE and industry) position Alberta’s natural gas and
conventional oil sector for ongoing success, in order to remain profitable,
sustainable and competitive for the future?
What is industry’s role? What is the Department of Energy’s role?
IV. Guiding Principles
Constructive dialogue among stakeholders is essential;
Positive relationships need to be maintained and developed between industry
and DOE;
Industry deserves to be rewarded for their investment consistent with the level of
risks undertaken; and
Resource owners deserve to be compensated for granting the right to develop
and profit from their natural resources.
4. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 4
Stakeholder Briefing Document
To ensure that the positive relationships between the Department of Energy and
industry are facilitated, it is necessary to keep the following touchstones in mind:
Only through strong trusting relationships, the sharing of leading-edge data and a
future-focused competitive framework can the ADOE and the natural gas and
conventional oil industry help to shape the foundation and future of Alberta and position
Alberta for success.
V. Approach
Our approach is based on the belief that the success of this study can only be achieved
through constructive interaction and dialogue. This will be done by talking directly to the
key stakeholders utilizing methods such as interviews, focus groups and workshops. In
addition, we will develop a reporting back process to the key stakeholders to ensure that
we build positive relationships. We will communicate to the key stakeholders who
participated in the process and the ideas generated in the discussions. Issue resolution
and risk management strategies will also be employed to ensure that the project
remains on task and that stakeholders’ contributions are noted as required.
Two-levels of stakeholder engagement will be required to ensure that both an executive
and technical analyst perspective will be represented in the investment competitiveness
study. These two-levels of stakeholder engagement will take the form of interviews,
focus groups and a cross-sector workshop made up of the government, industry, and
banks. The executive group will include high- level administrators from government,
natural gas and conventional oil industries and the financial sector in Alberta. This group
will provide high-level strategic, economic and financial advice on Alberta’s investment
competitiveness and will also be a forum for continued improvement of relationships
between industry and the Alberta Department of Energy. The second level of
stakeholder engagement will be the technical (data) analysts who will use their technical
5. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 5
Stakeholder Briefing Document
expertise and data knowledge to assist in informing the executive group and in
examining the suggestions relating to Alberta’s future investment competitiveness within
the natural gas and conventional oil sector.
VI. Scope
The Alberta Department of Energy will lead a focused investment competitiveness study
that will compare the investment competitiveness of Alberta’s natural gas and
conventional oil sector with that of appropriate competing jurisdictions, both domestic
and international.
The study will take into account conventional oil, conventional gas, and unconventional
gas (coal bed methane, shale gas and tight sands). Oil Sands will not be included in the
scope of this work.
Recognizing that Alberta companies have opportunities nationally and internationally to
invest, the study will provide details about competing jurisdiction’s resources and
production profiles; resource conditions, market conditions; finding, development, and
operations costs; fiscal terms; and regulatory environment. Such details will include:
Oil and Gas Reserves, Pool Sizes, Production Profiles, Drilling Success Rates
and Future Potential
Resource Conditions – Depth, Location, Reservoir Characteristics, Access
Restrictions
Market Conditions – Transportation Costs and Netback Prices
Costs - Finding, Development, and Operations:
Well Drilling – Drilling, Completion, Equipment, and Tie-In
Regulatory
Land Access and Seismic
Lifting, Gathering, and Compression
Processing Costs
Overhead, and General and Administrative Costs
Fiscal Terms – Royalties, Corporate Income Taxes, other Taxes (including
Severance Taxes and Property Taxes) Rentals and Fees, and Bonuses
Regulatory Environment
Tenure process (fragmentation)
Well licence approval process (time lines)
6. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 6
Stakeholder Briefing Document
Well density regulations (Pad Drilling)
Commingling regulations
Resource management data requirements
Surface Access
Municipality Restrictions and Approvals (e.g. Sour Gas, Letters of Credit)
First Nations Process
Other Environmental Compliance (e.g., groundwater testing, minimum
distances from dwellings, GHG, Air, Land, Water, etc…)
Impacts / overlap of Federal Regulations
The Investment Competitiveness study will involve key stakeholders including other
Government Departments, the Energy Resource Conservation Board, Canadian
Association of Petroleum Producers (CAPP) and the Small Explorers and Producers
Association of Canada (SEPAC).
For the purposes of this investment competitiveness study:
Dialogue will be limited to the economic and financial aspects of investment
competitiveness, including investors’ perceptions.
While tenure and regulatory issues are being addressed in separate processes,
the related economic and financial aspects will be assessed in this study.
We recognize that there are other stakeholders, however, the purpose of this
study is to gather essential information around investment levels and
competitiveness
VII. Methodology
Under the guidance of a Project Management Office and the Executive Director of
Economics and Markets for the Department of Energy, interviews, focus groups and
workshops will be held with stakeholders to identify issues, confirm inputs/methodology,
identify work/ information requirements, review, analyze and make recommendations for
the preparation of the final deliverable.
Investment competitiveness will be determined on the basis of discounted cash-flow
analysis and established and accepted investment criteria for measuring profitability,
risk, and fiscal system performance. Measures of Investment Competitiveness include:
7. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 7
Stakeholder Briefing Document
Rate of Return (IROR)
Net Present Value (NPV)
Expected Monetary Value (EMV) – Risked NPV
Profitability Ratio (PFR)
Risked PFR
Price / Cost Ratio
Cost per Unit (Barrel of Oil or Mcf of Natural Gas)
Payout time (months)
Resource Owner Share
Degree of Fiscal Front End Loading
Incremental Investment Impacts; e.g., Company Taxable Position – full credit vs.
stand alone, new entrants)
Fiscal System Performance: Equity, Efficiency, Neutrality, and Robustness
Cost information to be used in the analysis will be limited to those directly related to the
associated reserves. Other measurement criteria and competitiveness indicators will be
incorporated as identified through the stakeholder engagement process.
VIII. Critical Success Factors:
The following factors are tantamount to a successful process whereby the project
objectives and questions will be debated, deliberated and achieved.
Industry and other project stakeholders fully understand the process, deliverables
and implications of the Investment Competitiveness Study.
Advisors are brought onto the project early in the process and provide effective
support to the industry and DOE teams.
Project risks and issues are managed proactively.
Project is managed effectively and key milestones are met.
Active participation and support from Ministry, Industry Associations and industry
senior management in communicating value of study to peers and subordinates.
Appropriate time is provided to government to fully respond to the report once it
is completed.
8. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 8
Stakeholder Briefing Document
IX. Key Project Stakeholders
To facilitate the process of stakeholder engagement and ensure that Government,
industry and the financial sectors are equitably represented; the following key
stakeholder groups have been identified.
Stakeholder Category Stakeholder Group
Government of Alberta Executive Level (Premier, Cabinet, Ministers, Deputy
Ministers and Special Committees)
Department of Energy
Department of Finance & Enterprise
Treasury Board
Alberta Environment
Energy Resources Conservation Board
Federal Government National Energy Board
Pipelines Sector TransCanada
Enbridge
Conventional Oil and Natural Industry Associations (CAPP, SEPAC)
Gas Producers Large CAPS (CEO level)
Small Producers/ Juniors and Mid-Caps
Working Groups oil and natural gas
Financial Sector Bankers: Corporate and Investment Banking
Investors: Public, Private and Institutional
X. Our Promise
Our promise, based on the aforementioned identified objectives, is to collaborate with
our stakeholders. This means that we will look to you for data, information, advice and
innovation in formulating solutions and incorporate your advice into our
recommendations to the maximum extent possible.
XI. Key Deliverables
Deliverables from the review will include:
9. Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009 Page 9
Stakeholder Briefing Document
A comprehensive comparison of the economic value of Alberta’s natural gas and
conventional oil resources by area and resource type, including a comparison of
Alberta’s competitiveness relative to that of competing jurisdictions.
A thorough comparison of the characteristics of Alberta’s natural gas and
conventional oil resources relative to competing jurisdictions, with particular focus
on British Columbia, Saskatchewan and on-shore United States; e.g., Texas.
An identification of the key attributes of oil and gas producers in Alberta going
forward.
An assessment of the regulatory framework to identify potential impacts on
investment competitiveness (e.g. impacts on costs and resource recovery) and to
identify key enablers and barriers for future natural gas and conventional oil
development in Alberta.
Recommendations for consideration by the Minister of Energy and Executive
Council.
Where appropriate, other recommendations for future studies and / or policy
considerations.
XII. Resources Required
The resources required to inform this study, and participate in it include:
1. Financial and economic data provided by the industry including the producers,
the financial sectors and other key stakeholders to support their perspectives;
2. Financial and economic data provided by the Department of Energy; and
3. Non-economic factors that influence the study such as human, technology-based
and cultural factors.