...required to assess accurately the environmental impact of oil spill: No loss of time, no loss of information • set-up the framework defining initial measures and research that can be implemented as realistically as possible in terms of human, technical and financial resources quickly decide and implement the Environmental Impact Assessment (EIA) programme What should be surveyed, how and to what end? • Post-spill environmental impact assessment: approaches & needs. INTRODUCTION What can we learn from past experience? 3 actions carried out at Cedre : • management aspects (i.e. funding, setting up, etc.) • technical procedures (i.e. approaches, methods…) 1997 A survey with French scientists (30) A feedback about the EIA of the Amoco Cadiz oil spill (1978) A comparative study on EIA of 6 major oil spills A workshop on EIA on marine benthic...
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...For exclusive use , 2015 9-201-067 REV: MAY 4, 2010 BENJAMIN ESTY MICHAEL KANE BP Amoco (B): Financing Development of the Caspian Oil Fields One of the many challenges facing the Finance Group after the BP/Amoco merger in 1998 was to evaluate and, if necessary, restructure the company’s global investment portfolio, including its 34% share of the Azerbaijani International Oil Consortium (AIOC). The 11-firm consortium was in the process of developing oil fields in the Azerbaijani sector of the Caspian Sea (Exhibit 1 identifies the AIOC members). As of March 1999, AIOC had completed the $1.9 billion Early Oil Project, which was producing 100,000 barrels of crude oil per day (bpd). The next three stages, known as the Full Field Development Project, were expected to cost an additional $8 to $10 billion and would bring total production to 800,000 bpd by 2005.1 Before the merger, BP and Amoco held the two largest interests in AIOC (17% each), yet they had chosen different strategies for funding their shares of the Early Oil Project. Whereas BP had used general corporate funds, Amoco was one of five AIOC partners that had raised $400 million of project finance with assistance from two multilateral agencies. Now, as a merged entity, the Finance Group had to reassess the firm’s financial strategy for the Early Oil Project and determine the best way to finance the Full Field Development Project. While it was possible to continue with a dual financing strategy,...
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....edu /~metin utdallas Page 1 Risk Management at Apache Corporation Outline Factual information Major Risks and Their Classification Measurement of Risks Goal and Value of Risk Management Tools for Risk Management Sources: “Risk Management at Apache", by Lisa Meulbroek and Puja Malhotra. Harvard Business School Case \# 9-201-113, revised on Aug 27, 2001. HBS 9-201113-PDF-ENG. Go to http://hbsp.harvard.edu/product/cases and search with Apache or 9-201113. “2013 Annual Report” filed by Apache and “Investor Day Presentation” on Feb 26, 2014 available at http://www.apachecorp.com/Investors/index.aspx .edu /~metin utdallas Page 2 Factual Information: History 1954, founded by T. Anderson, R. Plank and C. Arnao = APA-che 1956, Arnao leaves Plank’s principles – Transparency: “the investor would have the operator of the wells working directly for him, sharing an identity of earnings interest with him and providing visible, regularly recurring, accurately reported results”. – Sufficient Liquidity: “sufficient money would be raised by us to fund such a professional approach”. – Risk Management: “[drilling] the risk would be spread over a number of drilling opportunities, rather than all-or-nothing deals”. < 1960, limited profitability, diversification of other businesses: Real estate, agriculture, cattle and dude ranching, lumber, steel, plastics, auto supplies, aerosol cans, telephones, utilities...
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...recommendations of BP After oil spill disaster in USA Table of content: Introduction 3 Executive Summary 3 Approaches 3 Background of BP 3 BP in USA 3 PESTEL analysis of BP in USA 4 Political Environment 4 Economic Environment 5 Socio-cultural Environment 6 Technological Environment 7 Legal Environment 7 Environmental Analysis 8 Summary 8 SWOT Analysis of BP 8 Strengths 9 Weaknesses 9 Opportunities 10 Threats 11 Summary 11 Strategic Recommendations 11 Porter’s Generic Competitive Strategy 11 Ansoff Model 12 Conclusion: 13 References & Bibliography: 15 Appendix: 17 Introduction: As the global business environment is turbulent and dynamic every business organisation should adopt their strategy with the changing business conditions and conduct external and internal analysis on regular basis to cope up with the changing environment. This paper will analyse the overall situation of BP in USA after the Gulf of Mexico oil disaster. The oil spill creates a new condition for their operation in USA and requires considerable and serious change in the strategic decision making and positioning of the company. Executive Summary: This paper will start with a brief background of BP. A PESTEL analysis will be carried out to understand the...
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...FI 8320, Spring 2005 Cases and Readings in Corporate Finance [pic] [pic] [pic] [pic] Instructor Professor David C. Nachman Office: RCB 1239 Phone: 651-1696 email: dnachman@gsu.edu Office Hours: W 10:00 am – 2:00 pm, or by appointment Prerequisites FI 8000 CSP: 1, 2, 6 Course Description This course focuses on financial policy-making through case analyses, contemporary readings from the professional literature, and problem solving. The emphasis in the course is on investment and financing decisions and their impact on firm value and on capital market imperfections and their impact on the raising of corporate capital. The course also provides an opportunity for the study of additional topics of special current significance such as capital structure and dividend policy, corporate restructuring and the market for corporate control, real options, risk management, international capital budgeting and financing, financial planning and working capital management, project financing, reorganizations and advanced equity valuation. Course Material Required text material • (BMA) R. A. Brealey, S. C. Myers and F. Allen, Principles of Corporate Finance, 8th ed., McGraw- Hill/Irwin, Inc., 2006. •(RP) Reading Packet •(CP) Case Packet The required text (BMA) and the materials that make up the Case Packet (CP) are available at the GSU Book Store. The Reading Packet (RP) is available at ERes. Contents of (CP) and (RP) (with ERes access instructions) follow...
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...FI 4320, Spring 2005 Cases and Readings in Corporate Finance [pic] [pic] [pic] [pic] Instructor Professor David C. Nachman Office: RCB 1239 Phone: 651-1696 email: dnachman@gsu.edu Office Hours: W 10:00 am – 2:00 pm, or by appointment Prerequisites FI 4000 CSP: 1, 2, 4, 6 Course Description This course focuses on financial policy-making through case analyses, contemporary readings from the professional literature, and problem solving. The emphasis in the course is on investment and financing decisions and their impact on firm value and on capital market imperfections and their impact on the raising of corporate capital. The course also provides an opportunity for the study of additional topics of special current significance such as capital structure and dividend policy, corporate restructuring and the market for corporate control, real options, risk management, international capital budgeting and financing, financial planning and working capital management, project financing, reorganizations and advanced equity valuation. Course Material Required text material • (BMA) R. A. Brealey, S. C. Myers and F. Allen, Principles of Corporate Finance, 8th ed., McGraw- Hill/Irwin, Inc., 2006. •(RP) Reading Packet •(CP) Case Packet The required text (BMA) and the materials that make up the Case Packet (CP) are available at the GSU Book Store. The Reading Packet (RP) is available at ERes. Contents of (CP) and (RP) (with ERes access instructions)...
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...C H A P T E R Organizational Culture Learning Objectives After reading this chapter, you should be able to: • Describe the elements of organizational culture. • Discuss the importance of organizational subcultures. • List four categories of artifacts through which corporate culture is communicated. • Identify three functions of organizational culture. • Discuss the conditions under which cultural strength improves corporate performance. • Discuss the effect of organizational culture on business ethics. • Compare and contrast four strategies for merging organizational cultures. • Identify five strategies to strengthen an organization’s culture. 16 S I X T E E N 496 T o an outsider, PeopleSoft is one of the loopiest places on the planet. The Pleasanton, California, business management software company has nerf ball shootouts and minigolf tournaments in the hallways. Dress-down day is every day of the week. A white collar is usually a T-shirt. The bagels and gourmet coffee are free. Having fun is so ingrained that many employees—called PeoplePeople—say it’s the best place to have a bad day. PeopleSoft also values egalitarianism— treating everyone with respect and minimal status differences. Executives don’t have secretaries, special perks, or grandiose offices. “Don’t kiss up and slap down,” PeopleSoft cofounder Dave Duffield reminds everyone. In other words, give the bagel delivery guy the same respect as the company president. PeopleSoft is also extreme on...
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...------------------------------------------------- Corporate Governance Case Study: British Petroleum Submitted by: Vanés Cassells Introduction In the words of Ramo (2009, p.8), “We are now at the start of what may become the most dramatic change in global order in several centuries... What we are facing isn’t one single shift... as much as an avalanche of ceaseless change... creating unprecedented disruption and dislocation.” Given that a crisis normally occurs without prior warning, it is therefore imperative that certain measures and procedures are put in place that can expedite a cure and thereby reduce the impact so that normality can be restored. For there to be effective crisis management, a robust risk management structure must be instituted within the organisation and must form an integral part of the ongoing corporate governance monitoring framework. A company should learn from previous incidents and incorporate preventative as well as curative measures into any risk assessment. The risk oversight function of the board has gained immense importance in the last few years, mainly due to the collapse of the financial sector in 2008. Today, risk management has become even more critical and challenging. Companies are now confronted with risks that are more complex, interconnected and potentially devastating than ever before. BP’s ostensible lack of consideration for the risks involved in exploration drilling contributed to large-scale disasters which, in turn...
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...Exxon Mobil • Multinacional americana • ExxonMobil is the largest non-government owned company in the energy industry and produces about 3 percent of the world's oil and about 2 percent of the world's energy • Resultado de la fusión de Exxon y Mobil en 1998, en un acuerdo de US$ 73.7 billones • Ambas empresas son descendentes de histórica Standard Oil, fundada en 1870 por John D. Rockefeller • Marcas: o Exxon o Mobil o Esso • Casa Matriz: Irving, Texas • Divisiones: o Upstream (extracción) o Downstream (refinación) o Chemical o Salió del negocio de distribución en 2008 para enfocarse en los otros negocios. o Las estaciones de servicio siguen ocupando la marca. • Riesgos: o Poca preocupación a cerca de medio ambiente o No está clara su política sobre el cambio de clima. Ha opoyado organizaciones contra el protocolo de Kioto. o La lenta acción de la empresa en el episodio del filtración del petrolero Valdez en 1989, unos de los mayores accidentes del género en el mundo fue criticado duramente en todo el mundo Análisis de la Fusión Exxon had better return on assets (6.75%) and return on equity (14.57%) ratios (Mobil’s were 3.95% and 9.01% correspondingly). This situation represented Exxon’s better efficiency at using investment funds (shareholder’s equity) to generate earnings growth. Exxon was more stable and effective...
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...Business Summary | | BP is also BO (Big Oil). It is the world's third-largest integrated oil concern, behind Exxon Mobil and Royal Dutch Shell. BP explores for oil and gas in 30 countries and has proved reserves of 18.3 billion barrels of oil equivalent. BP is the largest oil and gas producer in the US and a top refiner, with stakes in 16 refineries, processing 4 million barrels of crude oil per day. BP markets its products in more than 80 countries and operates 22,400 gas stations worldwide. The company's reputation took a major hit in 2010 when one of its deepwater rigs, working less than 50 miles south of Louisiana, exploded and killed 11 workers. Millions of gallons of crude gushed into the Gulf of Mexico for months. Following the disaster in the Gulf of Mexico, BP stock lost more than half its value, until recovering a bit in July. The company's dividend has been suspended and the CEO replaced. The company is creating a $20 billion fund over the next three-and-a-half years to cover claims from the Deepwater Horizon catastrophe,and to pay for that and other costs, BP announced it would be selling $30 billion in assets over the next 18 months. The company also took a $32 billion pretax charge against second-quarter earnings to cover potential liabilities.BP p.l.c.was founded in 1889, has headquarters in London, the United Kingdom. The company provides fuel for transportation, energy for heat and light, retail services, and petrochemicals products, operates through two...
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...British Petrolum 2012 BP Oil Spill Management Dr…………………………………….. Nahla…………………………… , Nuf………………………. QATAR UNIVERSITY Executive Summary This paper examines the oil spill that took place due to an explosion at one of the drilling rig of British Petroleum on 2010 in the Gulf of Mexico and the managerial response to that crisis. Introduction: History of British Petroleum (BP) According to the British Petroleum's website, the company has started in 1908 with oil found in a rugged part of Persia after a long and hard search. Since then, discoveries large and small have participated in our progress. This is the first phase of BP between 1901 and 1908, the period during which the oil discovery was uncertain. The company has started as the Anglo-Persian Oil Company, which would be called one day BP. The next phase of BP's history was from 1909 to 1924, when the Field of Naphtha was 210 rugged kilometers from the mouth of the Persian Gulf. The Anglo-Persian was building a refinery to turn the thick crude oil into a usable product. Despite its name, the British Petroleum brand was originally created by a German firm as a way of marketing its products in Britain. During the I World war, the British government seized the company’s assets, and the Public Trustee sold them to Anglo-Persian in 1917. The Third phase of BP's history was from 1925 to 1945, when cars flooded onto the streets of Europe and the United States in the 1920s and 30s. BP-labeled gasoline...
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...International Human Resources Management Research International University of Applied Sciences Bad Honnef · Bonn Masters of Arts International Management Is GHRM applicable to be implemented in all types of business? Name: Hisham Reda Student ID: NEC2160104 Supervisor: Dr. Tina Huesing Date of Submission: 10.04.2016 ACKNOWLEDGEMENTS I know it’s not a thesis or a huge research to write an acknowledgements but I wanted to thank Dr. Tina Huesing for being a great teacher for me and it’s a real privilege for me to still learning under her supervised. She is very helpful and inspiring for me especially I am still in the beginning of learning how to write a good research from her, and I would say thank you very much. Abstract GHRM is a concept of how the company going green and to change the culture of the company to a green business through implementing its practices and policies which are integrating to CSR to reach the social needs of the employees by keep them feeling afe and work in safety and health work place to increase their retention, but these policies are not suitable for all kind of businesses as they have disadvantages on some businesses and a lot of consequences and that what the paper will discuss from what are the types of businesses cant implement these practices and what are these disadvantages. Keywords: GHRM, HRM, CSR, social needs, green business, greenwashing Table of Contents II. List of Abbreviations...
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...LIFECYCLE OF CORPORATE IDENTITIES Executive Summary The research attempts to explore the need for a change in corporate identity by organizations and to figure-out a pattern, if any, associated with such a change across organizations. As the introduction to the paper we have defined ‘Corporate Identity’, its purpose and elements. In this paper we have limited our case studies to corporate identities that have reflected some kind of a visual change apart from changes in any other element. We have analyzed ten inflexion points ranging from mergers and acquisitions to business re-orientation to changes in organizational culture and how these factors necessitate changes in corporate identity. Based on this we have proposed a model which showcases the growing impact of these factors over time and how the occurrence of World events has intensified the ‘change factors’ which in turn are putting all the more pressure on corporations globally to reconsider their identity. The intensity of these factors would vary from industry to industry, with each industry having a different lifecycle. The model brings out the paradox of shortened lifecycle of corporate identities which itself poses an extraordinary challenge to companies for effectively elongating and managing their identities. Changing ones corporate identity is not only an expensive affair but can also create dissonance in the minds of the stakeholders, if not managed and communicated properly. In order to succeed companies will...
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...Pipeline Routes For Delivery Of US North Slope Natural Gas to Lower-48 Markets [pic] Economics 494 March 2, 2005 By: Etienne Snyman Pipeline Routes for Delivery of US North Slope Natural Gas to Lower-48 Markets Table of Contents 1.0 Introduction 1.1 Over-the-Top Route 1.2 Alaska Highway Route 2.0 Part 1 2.1.0 Economic Impacts of the Alaska Highway and “Over-The-Top” Routes on Various Stakeholders 2.1.1 Natural Gas Producers in Alaska 2.1.2 Natural Gas Producers in the Beaufort Sea-Mackenzie Delta 2.1.3 Mackenzie Valley Corridor Producers 2.1.4 Producers in the Western Canadian Sedimentary Basin 2.1.5 Producers in the Supply Regions of the Lower 48 US States 2.1.6 The Global Liquefied Natural Gas Sector 2.1.7: Natural Gas End-use Consumers 2.1.8: Pipeline Operating Companies 2.1.9: American Taxpayer Perspective of the Alaska Highway Route 2.1.10: Canadian Taxpayer Perspective of the Alaska Highway Route 2.1.11: American Taxpayer Perspective of the “Over-the-Top” Route 2.1.12: Canadian Taxpayer Perspective of the “Over-the-Top” Route 2.1.13: Aboriginal Interests 2.2.0: Potential Environmental Impacts of the Alaska Highway and the “Over-The-Top” Routes 2.2.1: Overview 2.2.2: Environmental Impacts According To The Yukon Conservation Society 2.2.3: Environmental Impacts...
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...Western Michigan University ScholarWorks at WMU Dissertations Graduate College 8-1-2012 Deepwater, Deep Ties, Deep Trouble: A StateCorporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill Elizabeth A. Bradshaw Western Michigan University, brads2ea@cmich.edu Follow this and additional works at: http://scholarworks.wmich.edu/dissertations Recommended Citation Bradshaw, Elizabeth A., "Deepwater, Deep Ties, Deep Trouble: A State-Corporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill" (2012). Dissertations. Paper 53. This Dissertation-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Dissertations by an authorized administrator of ScholarWorks at WMU. For more information, please contact maira.bundza@wmich.edu. DEEPWATER, DEEP TIES, DEEP TROUBLE: A STATE-CORPORATE ENVIRONMENTAL CRIME ANALYSIS OF THE 2010 GULF OF MEXICO OIL SPILL by Elizabeth A. Bradshaw A Dissertation Submitted to the Faculty of The Graduate College in partial fulfillment of the requirements for the Degree of Doctor of Philosophy Department of Sociology Advisor: Ronald C. Kramer, Ph.D. Western Michigan University Kalamazoo, Michigan August 2012 THE GRADUATE COLLEGE WESTERN MICHIGAN UNIVERSITY KALAMAZOO, MICHIGAN June 29, 2012 Date WE HEREBY APPROVE THE DISSERTATION SUBMITTED BY Elizabeth A. Bradshaw ENTITLED Deepwater, Deep Ties, Deep Trouble: A State-Corporate Environmental...
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