The document discusses different perspectives on energy risks in 2011, including importing countries concerned with supply security, energy users facing price volatility and transition to new fuels, exporting countries dealing with changing demand patterns, and stakeholders focused on environmental risks. It also examines the investing company's perspective on technical, environmental, and market risks in the energy industry in 2011.
Arctic Oil and Gas Resource Development: Current Situation and ProspectsRussian Council
The decline in global oil prices that began in the summer of 2014 carries with it a number of risks in assembling a whole range of major oil and gas projects, including shale gas extraction projects, deep-water offshore projects and projects in the Arctic shelf.
In these conditions, despite the ongoing surplus of global oil production in relation to consumption, the question nevertheless arises: how can we maintain current production levels in the medium and long term and ensure growth in order to meet world demand?
According to the Organization of the Petroleum Exporting Countries (OPEC) and International Energy Agency (IEA) estimates, by 2040 energy demand will be 40–60 per cent greater than in 2010. Oil will continue to play a leading role in the global energy balance, accounting for 25–27 per cent of the total supply, with gas making up 24–26 per cent (compared to 35 per cent and 26 per cent, respectively, today).1 A large proportion of oil and gas production by 2040 will take place at deposits that have not yet been explored.
Under these circumstances, taking the projected volume of the Arctic shelf’s undiscovered oil and gas reserves into account, the estimated 90 billion barrels of oil and 47 trillion cubic metres of natural gas,2 offshore oil and gas resources in the Arctic could, in the medium and long term, play significant role both in maintaining current oil and gas production levels and in ensuring growth in the future.
This is a talk I gave at the end of my first visiting professorship at Stanford in 2004. It gives a preview of Rocky Mountain Institute's Winning the Oil Endgame study, which was released in September 2004. http://www.oilendgame.com
Arctic Oil and Gas Resource Development: Current Situation and ProspectsRussian Council
The decline in global oil prices that began in the summer of 2014 carries with it a number of risks in assembling a whole range of major oil and gas projects, including shale gas extraction projects, deep-water offshore projects and projects in the Arctic shelf.
In these conditions, despite the ongoing surplus of global oil production in relation to consumption, the question nevertheless arises: how can we maintain current production levels in the medium and long term and ensure growth in order to meet world demand?
According to the Organization of the Petroleum Exporting Countries (OPEC) and International Energy Agency (IEA) estimates, by 2040 energy demand will be 40–60 per cent greater than in 2010. Oil will continue to play a leading role in the global energy balance, accounting for 25–27 per cent of the total supply, with gas making up 24–26 per cent (compared to 35 per cent and 26 per cent, respectively, today).1 A large proportion of oil and gas production by 2040 will take place at deposits that have not yet been explored.
Under these circumstances, taking the projected volume of the Arctic shelf’s undiscovered oil and gas reserves into account, the estimated 90 billion barrels of oil and 47 trillion cubic metres of natural gas,2 offshore oil and gas resources in the Arctic could, in the medium and long term, play significant role both in maintaining current oil and gas production levels and in ensuring growth in the future.
This is a talk I gave at the end of my first visiting professorship at Stanford in 2004. It gives a preview of Rocky Mountain Institute's Winning the Oil Endgame study, which was released in September 2004. http://www.oilendgame.com
Carbon Bubble - Making Sense of a "Fossil Market"Timon Henze
This presentation explores the impact of the so called 'carbon bubble' and how recent developments on the fossil fuel markets will influence financial decision making linked to it. The Dynamics of Oil Prices, CapEx, Cost-Investment-Decisions and Reserves is based with recent analyst data. A second part, obviously, discusses political mitigation proposals (divestment, de-subsidizing and extraction banning) and their rationale.
ase for critical thinkingScenarioplanningatRoyalDu.docxwildmandelorse
ase for critical thinking
Scenario
planning
at
Royal
Dutch
Shell
On 16 October 1973, a great oil crisis began when Organization of Petroleum Exporting Countries (OPEC) raised the price of oil by 70 per cent and reduced production. This was in response to the decision by the United States to re-supply the Israeli military during the Yom Kippur war, lasting until March 1974. As a consequence, the market price of oil rose substantially — from $3 a barrel to $12. The trend of recessions and high inflation in the world financial systems until the 1980s meant that the price of oil continued to increase
198
until 1986.
24
This, according to Shell, meant that ‘An era of cheap energy had come to an end and oil was no longer a buyer’s market’.
25
However, when the oil shock came in October 1973 after the Yom Kippur war, Shell was the only oil major prepared for it. In the early 1970s, Pierre Wack was a planner in Royal Dutch Shell in London, and had calculated the impact of a possible rise in the oil price and a likely increase in the world’s appetite for oil. He and his colleagues had mapped out a scenario in which the OPEC demanded much higher prices for their oil following the 1967 Arab–Israel six-day war. In effect, Shell’s managers were able to plan for this eventuality and apply this planning to the crisis following the Yom Kippur war while other oil companies struggled.
26
In order to survive, Shell adopted a policy of diversification, branching out into the areas of coal, nuclear power and metals. Firstly, in 1970 Shell purchased Billiton, an established metals mining company (which it later sold). In 1973, the company moved into nuclear power by forming a partnership with Gulf Oil to manufacture gas-cooled reactors and their fuels. Shell’s success in coal was limited. In the 1970s, the company also continued its work in developing the oil fields in the North Sea. While a huge investment was required due to the adverse weather conditions and the instability of the sea bed, the cost was justified due to the sheer size of the oil fields in the North Sea, as well as the fact that supply from the Middle East was reduced at the time.
27
Royal
Dutch
Shell
became a leader in profitability, and continues to use
scenario
planning
as an aid to opportunity-framing and strategy formulation.
28
With the world making commendable efforts to limit its consumption of fossil fuels in the face of ‘peak oil’ (the time when demand exceeds supply) and increasing its reliance on wind and solar power, the long-established ‘legacy expectations’ of enduring access to easily accessible oil remain stubbornly fixed in the minds of both developed and developing nations.
Scenario
planning
is using careful research inputs to examine the prejudices of policy-makers and the demands of populations to arrive
at
sustainable solutions to energy needs, and to avoid the catastrophe of a war over oil. Is such a crisis likely, or even possible? Consider the following .
Case for critical thinkingScenarioplanningatRoyalD.docxcowinhelen
Case for critical thinking
Scenario
planning
at
Royal
Dutch
Shell
On 16 October 1973, a great oil crisis began when Organization of Petroleum Exporting Countries (OPEC) raised the price of oil by 70 per cent and reduced production. This was in response to the decision by the United States to re-supply the Israeli military during the Yom Kippur war, lasting until March 1974. As a consequence, the market price of oil rose substantially — from $3 a barrel to $12. The trend of recessions and high inflation in the world financial systems until the 1980s meant that the price of oil continued to increase
198
until 1986.
24
This, according to Shell, meant that ‘An era of cheap energy had come to an end and oil was no longer a buyer’s market’.
25
However, when the oil shock came in October 1973 after the Yom Kippur war, Shell was the only oil major prepared for it. In the early 1970s, Pierre Wack was a planner in Royal Dutch Shell in London, and had calculated the impact of a possible rise in the oil price and a likely increase in the world’s appetite for oil. He and his colleagues had mapped out a scenario in which the OPEC demanded much higher prices for their oil following the 1967 Arab–Israel six-day war. In effect, Shell’s managers were able to plan for this eventuality and apply this planning to the crisis following the Yom Kippur war while other oil companies struggled.
26
In order to survive, Shell adopted a policy of diversification, branching out into the areas of coal, nuclear power and metals. Firstly, in 1970 Shell purchased Billiton, an established metals mining company (which it later sold). In 1973, the company moved into nuclear power by forming a partnership with Gulf Oil to manufacture gas-cooled reactors and their fuels. Shell’s success in coal was limited. In the 1970s, the company also continued its work in developing the oil fields in the North Sea. While a huge investment was required due to the adverse weather conditions and the instability of the sea bed, the cost was justified due to the sheer size of the oil fields in the North Sea, as well as the fact that supply from the Middle East was reduced at the time.
27
Royal
Dutch
Shell
became a leader in profitability, and continues to use
scenario
planning
as an aid to opportunity-framing and strategy formulation.
28
With the world making commendable efforts to limit its consumption of fossil fuels in the face of ‘peak oil’ (the time when demand exceeds supply) and increasing its reliance on wind and solar power, the long-established ‘legacy expectations’ of enduring access to easily accessible oil remain stubbornly fixed in the minds of both developed and developing nations.
Scenario
planning
is using careful research inputs to examine the prejudices of policy-makers and the demands of populations to arrive
at
sustainable solutions to energy needs, and to avoid the catastrophe of a war over oil. Is such a crisis likely, or even possible? Consider the following .
This presentation covers factors that caused the petroleum industry to decline during the 1980s, and then leading to the recovery beginning in 2008 through some possible future development trajectories.
Carbon Bubble - Making Sense of a "Fossil Market"Timon Henze
This presentation explores the impact of the so called 'carbon bubble' and how recent developments on the fossil fuel markets will influence financial decision making linked to it. The Dynamics of Oil Prices, CapEx, Cost-Investment-Decisions and Reserves is based with recent analyst data. A second part, obviously, discusses political mitigation proposals (divestment, de-subsidizing and extraction banning) and their rationale.
ase for critical thinkingScenarioplanningatRoyalDu.docxwildmandelorse
ase for critical thinking
Scenario
planning
at
Royal
Dutch
Shell
On 16 October 1973, a great oil crisis began when Organization of Petroleum Exporting Countries (OPEC) raised the price of oil by 70 per cent and reduced production. This was in response to the decision by the United States to re-supply the Israeli military during the Yom Kippur war, lasting until March 1974. As a consequence, the market price of oil rose substantially — from $3 a barrel to $12. The trend of recessions and high inflation in the world financial systems until the 1980s meant that the price of oil continued to increase
198
until 1986.
24
This, according to Shell, meant that ‘An era of cheap energy had come to an end and oil was no longer a buyer’s market’.
25
However, when the oil shock came in October 1973 after the Yom Kippur war, Shell was the only oil major prepared for it. In the early 1970s, Pierre Wack was a planner in Royal Dutch Shell in London, and had calculated the impact of a possible rise in the oil price and a likely increase in the world’s appetite for oil. He and his colleagues had mapped out a scenario in which the OPEC demanded much higher prices for their oil following the 1967 Arab–Israel six-day war. In effect, Shell’s managers were able to plan for this eventuality and apply this planning to the crisis following the Yom Kippur war while other oil companies struggled.
26
In order to survive, Shell adopted a policy of diversification, branching out into the areas of coal, nuclear power and metals. Firstly, in 1970 Shell purchased Billiton, an established metals mining company (which it later sold). In 1973, the company moved into nuclear power by forming a partnership with Gulf Oil to manufacture gas-cooled reactors and their fuels. Shell’s success in coal was limited. In the 1970s, the company also continued its work in developing the oil fields in the North Sea. While a huge investment was required due to the adverse weather conditions and the instability of the sea bed, the cost was justified due to the sheer size of the oil fields in the North Sea, as well as the fact that supply from the Middle East was reduced at the time.
27
Royal
Dutch
Shell
became a leader in profitability, and continues to use
scenario
planning
as an aid to opportunity-framing and strategy formulation.
28
With the world making commendable efforts to limit its consumption of fossil fuels in the face of ‘peak oil’ (the time when demand exceeds supply) and increasing its reliance on wind and solar power, the long-established ‘legacy expectations’ of enduring access to easily accessible oil remain stubbornly fixed in the minds of both developed and developing nations.
Scenario
planning
is using careful research inputs to examine the prejudices of policy-makers and the demands of populations to arrive
at
sustainable solutions to energy needs, and to avoid the catastrophe of a war over oil. Is such a crisis likely, or even possible? Consider the following .
Case for critical thinkingScenarioplanningatRoyalD.docxcowinhelen
Case for critical thinking
Scenario
planning
at
Royal
Dutch
Shell
On 16 October 1973, a great oil crisis began when Organization of Petroleum Exporting Countries (OPEC) raised the price of oil by 70 per cent and reduced production. This was in response to the decision by the United States to re-supply the Israeli military during the Yom Kippur war, lasting until March 1974. As a consequence, the market price of oil rose substantially — from $3 a barrel to $12. The trend of recessions and high inflation in the world financial systems until the 1980s meant that the price of oil continued to increase
198
until 1986.
24
This, according to Shell, meant that ‘An era of cheap energy had come to an end and oil was no longer a buyer’s market’.
25
However, when the oil shock came in October 1973 after the Yom Kippur war, Shell was the only oil major prepared for it. In the early 1970s, Pierre Wack was a planner in Royal Dutch Shell in London, and had calculated the impact of a possible rise in the oil price and a likely increase in the world’s appetite for oil. He and his colleagues had mapped out a scenario in which the OPEC demanded much higher prices for their oil following the 1967 Arab–Israel six-day war. In effect, Shell’s managers were able to plan for this eventuality and apply this planning to the crisis following the Yom Kippur war while other oil companies struggled.
26
In order to survive, Shell adopted a policy of diversification, branching out into the areas of coal, nuclear power and metals. Firstly, in 1970 Shell purchased Billiton, an established metals mining company (which it later sold). In 1973, the company moved into nuclear power by forming a partnership with Gulf Oil to manufacture gas-cooled reactors and their fuels. Shell’s success in coal was limited. In the 1970s, the company also continued its work in developing the oil fields in the North Sea. While a huge investment was required due to the adverse weather conditions and the instability of the sea bed, the cost was justified due to the sheer size of the oil fields in the North Sea, as well as the fact that supply from the Middle East was reduced at the time.
27
Royal
Dutch
Shell
became a leader in profitability, and continues to use
scenario
planning
as an aid to opportunity-framing and strategy formulation.
28
With the world making commendable efforts to limit its consumption of fossil fuels in the face of ‘peak oil’ (the time when demand exceeds supply) and increasing its reliance on wind and solar power, the long-established ‘legacy expectations’ of enduring access to easily accessible oil remain stubbornly fixed in the minds of both developed and developing nations.
Scenario
planning
is using careful research inputs to examine the prejudices of policy-makers and the demands of populations to arrive
at
sustainable solutions to energy needs, and to avoid the catastrophe of a war over oil. Is such a crisis likely, or even possible? Consider the following .
This presentation covers factors that caused the petroleum industry to decline during the 1980s, and then leading to the recovery beginning in 2008 through some possible future development trajectories.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
7. The role of futures markets
• Oil price formation, is OPEC really a cartel?
• Nymex and ICE
• Producers and consumers hedging
• Non commercial and swap traders
7
8. November 2004: from short-term price increases to
LT adjustments in expectations
• November 2004: Crude Oil "Forward Curves"
- prompt prices doubled 70
Note: 2/06
- forward prices also doubled this is a 10/06 3/07
60 year 11/05
- OPEC “suspended” the $22- 10 10
after Iraq
$28/b target price band II
3/05
50
• A conjunction of causes: 11/04
Higher
- 2004 oil demand surge out year
40 prices
$ / barrel
- Iraq recovery delayed 3/04
3/03
- Spare capacity ran out 30
3/00
- Buoyant “asset demand” for
oil futures 20
3/02
- Non-OPEC supply growth Old OPEC
10 price band
limited
3/99
• The new $60-80 price band seems
0
to hold '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12
8
13. Oil demand: OECD has peaked,
China growth more than offsets
Net imports of oil in the WEO 2011 New Policies Scenario
14
mb/d
2000
12
2010
10
2035
8
6
4
2
0
China India European United Japan
Union States
US oil imports drop due to rising domestic output & improved transport efficiency: EU imports
overtake those of the US around 2015; China becomes the largest importer around 2020
15. The changing energy mix
(IEA view, nov. 2011)
World primary energy demand by fuel
in the WEO 2011 New Policies Scenario
5 000
Mtoe
Additional
to 2035
4 000
2009
3 000
2 000
1 000
0
Oil Coal Gas Renewables Nuclear
Renewables & natural gas collectively meet almost two-thirds
of incremental energy demand in 2010-2035
16. The age of fossil fuels is far
from over, but their
dominance declines (WEO 2011)
Shares of energy sources in world primary energy demand
in the New Policies Scenario
50% Oil
Coal
40%
Gas
30% Biomass
Nuclear
20% Other renewables
Hydro
10%
0%
1980 1990 2000 2010 2020 2030 2035
Oil remains the leading fuel though natural gas demand rises the most in absolute terms
18. 5. Risk as experienced by investing companies, 2011
• Technical risk: the Macondo well debacle
• Environmental risk, local: Chevron in Brazil
• Environmental risk, global: Durban COP on climate
• Market risk, energy: the crash in US natural gas prices
• Market risk: soft growth and the euro crisis risk
• Country risk: the Arab spring,
• Geopolitical risk: Iran nuclear program
• Resource curse:
AND
• A new oil & gas frontier in US, Africa and Brazil
18
22. Offshore Terminals - Energy Bridge™ System Overview
Reinforced LNG
High Pressure Pumps Storage Tanks
And Vaporizers Oversized
Boiler
The Energy
Bridge™ system is Traction
based on proven Winch
technology used for
over a decade in the
Buoy
harsh North Sea
Compartment
marine environment
Energy Bridge™
Regasification Vessel
When not in use, the
buoy will remain 80
to 90 feet below the
surface
23. How Shell –and followers– will expand LNG production to stranded
fields and overcome siting challenges with 600,000 ton behemoths