...Schlumberger Limited 2010 Annual Report Financial Performance (Stated in millions, except per share amounts) Year ended December 31 20 10 2009 2008 Revenue $ 27,447 $22,702 $ 27,163 Income from continuing operations $ 4,267 $ 3,156 $ 5,397 Diluted earnings per share from continuing operations $ 3.38 $ 2.61 $ Cash dividends declared per share $ 0.84 $ 0.84 Net debt $ 2,638 $ 4.42 $ 0.84 126 $ 1,129 20 10 2009 2008 Combined Lost Time Injury Frequency (CLTIF)—Industry Recognized (OGP) 1.3 1.4 1.8 Auto Accident Rate mile (AARm)—Industry Recognized 0.36 0.39 0.44 Tonnes of CO2 per employee per year† 14 13 14 Safety and Environmental Performance Year ended December 31 †Continuing analysis of Schlumberger carbon dioxide emissions has shown that WesternGeco marine vessels and Integrated Project Management drilling rig operations are the two largest contributors to total company emissions. Schlumberger includes in its figures only those emissions from drilling rigs operated entirely under its control. Schlumberger is the world’s leading oilfield services company supplying technology, information solutions, and integrated project management that optimize reservoir performance for customers working in the oil and gas industry. The company employs approximately 108,000 people of over 140 nationalities working in approximately 80 countries. Schlumberger ...
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...The Organizing Function of Schlumberger MGT/330 January 30, 2012 James Malm Organizing is the function of management which follows planning. It is a function in which the bringing together and amalgamation of human, physical, and financial resources materializes (Organizing Function of Management, 2008). All of these resources are imperative in acquiring results. Consequently, the organizational function assists in the achievement of results which in fact is vital for the functioning of an organization (Organizing Function of Management, 2008). According to Chester Barnard, “Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility.” It is for this reason that a manager continually has to organize in order to get results. A manager executes the organizing function when he identifies all the activities that need to be performed. Activities like preparation, sales, record keeping, quality control, and inventory all need to be identified before they can actually take place. Once all the activities needing to be performed have been identified, the manager begins to organize them by department. When organizing by department the manager will unite people in a way that relates...
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...The company first developed an in-house knowledge management strategy, in 1997. At the time the company had developed hundreds of separate intranet sites, and over a thousand bulletin boards and e-mail forums, with no standard management The company has five different knowledge management systems. Corporate Directory for personnel and company Information Eureka, the internal Communities of Practice program which has 24 different Communities The Hub, the company Intranet system including standard content management and search tools QUEST, A Quality Health Safety and Environmental, incident reporting and investigation system InTouch, which connects people to dedicated experts and to validated technical information. InTouch was started in 1996, as the technical support service to field operations It captures, shares and refines knowledge assets Dedicated experts support field operations on a 24-by-7 basis Cover a technology and service domain Manage the validation of new shared knowledge Responsible for keeping the knowledge base for each domain clean and up-to-date. It is composed of: • People InTouch Engineers and expert communities • Process For support and knowledge management • Technology On-line support and knowledge system Knowledge and Information All validated technical information for operations Intellectual capital of Oilfield Services global network infrastructure a standard computer platform for all engineers a single...
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...in Saipem. The listed competitor of the firm assigned to me that I choose is Schlumberger Limited (also “Schlumberger” hereafter). In the World’s Top 10 biggest oilfield services companies list, Schlumberger is the top 1 biggest company and Saipem is the top 3 biggest company; furthermore both companies are listed. For these reasons, we can consider those companies as proper peers. We collected the 2014 Annual Report for both companies. The Annual Reports, retrieved from the Investors section in the related official websites, show the consolidated figures as of December 31, 2014 and the comparative data for the year 2013. Saipem is one of the largest turnkey contractors in the oil and gas industry. Founded in 1957 as service provider to ENI, the company has made its name handling the oilfield services for a number of challenging projects both on and offshore. With over 30,000 employees, the company operates in all the major oil and gas producing nations, the company has earned a reputation in the industry for achieving results. Saipem own and operate over 50 vessels that deal with all aspects of offshore construction and services activities including drilling and pipe laying. The company has a number of high profile contracts in the Middle East and works with most major NOCs including Saudi Aramco, ADNOC and Sonatrach. Saipem has been listed on the Milan Stock Exchange since 1984. Schlumberger was founded in France in 1926 and operates now in around 80 countries, with about...
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...natural resources. OFS companies are involved in all stages of production, from upstream through downstream. The size of these service companies was relatively small until the 1980’s, when the major oil and gas companies outsourced a variety of processes to service companies. OFS companies continued to grow in size and importance with the innovation of new technologies and abilities such as directional drilling and improved 3D seismic imaging. Today, OFS companies play a key part in what is commonly referred to as the “shale revolution” in North America. The industry’s success is dependent on several factors including oil/gas prices, economic stability, and innovation of new technologies. This sector is comprised of four giants that include Schlumberger, Weatherford, Halliburton, and Baker Hughes. These companies are involved in a broad range of services that require intensive capital and R&D. Independent firms typically perform smaller, specialized services with expertise in the process involved. The services sector is expected to grow substantially over the next five to ten years, as the overall industry will rely more heavily on OFS company’s capabilities to extract more remote reservoirs. Products & Services: The Big 4 service companies are engaged in a wide range of products and services. Despite each company’s specialty in certain...
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...Applying Knowledge Management to Oil and Gas Industry Challenges Released October 2002 By Paige Leavitt (with contributions from Cynthia Raybourn and Cindy Hubert) The oil and gas industry has taken advantage of knowledge management (KM) developments for more than a decade. In that time, the industry has experienced rapid changes and so many mergers that a oneworded petroleum company name now seems like an oddity. Throughout the rapid advance of technology, an extension of offshore drilling, numerous acquisitions, the growing reliance on foreign oil sources, and a focus on environmental issues, KM initiatives have played a part in making operations more efficient and effective. For instance, when oil and gas companies have been faced with new technology, outsourcing, new partnerships, and government regulation, their KM teams have provided support through technology and knowledge transfer, as well as asset management. When business issues involved capacity management, cost reduction, and the environment, KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness. Undeniably, KM has been proven to increase stock market valuation, assist in growth through acquisition, lead to better-developed products, and encourage intelligent leadership for tenacious early adopters. Chevron's (now ChevronTexaco's) definition of...
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...Applying Knowledge Management to Oil and Gas Industry Challenges Released October 2002 By Paige Leavitt (with contributions from Cynthia Raybourn and Cindy Hubert) The oil and gas industry has taken advantage of knowledge management (KM) developments for more than a decade. In that time, the industry has experienced rapid changes and so many mergers that a oneworded petroleum company name now seems like an oddity. Throughout the rapid advance of technology, an extension of offshore drilling, numerous acquisitions, the growing reliance on foreign oil sources, and a focus on environmental issues, KM initiatives have played a part in making operations more efficient and effective. For instance, when oil and gas companies have been faced with new technology, outsourcing, new partnerships, and government regulation, their KM teams have provided support through technology and knowledge transfer, as well as asset management. When business issues involved capacity management, cost reduction, and the environment, KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness. Undeniably, KM has been proven to increase stock market valuation, assist in growth through acquisition, lead to better-developed products, and encourage intelligent leadership for tenacious early adopters. Chevron's (now ChevronTexaco's) definition of...
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...Cross-Cultural Perspectives Isaiah Johnson ETH/316 Dr. Steward February 4th, 2016 HALLIBURTON HALLIBURTON ENERGY SERVICES Introduction In 1919, Halliburton one of America / World’s largest providers of products and services to the oil and gas industry changed the nation. Halliburton employs over 65,000 people, and represents 140 nationalities in over 80 countries. Establishing extraordinary foreign relationships and qualities in the global sector, Halliburton growth in foreign culture exceeded all expectations. Halliburton innovative focus and expansions place Haliburton in position to increase profit and demand worldwide. Founder Erie P. Halliburton barrowed a wagon, mules, pump and built a wooden mixing box to start his very own oil well cementing business in Duncan, Oklahoma. In 1930 Halliburton took off, opening other services related in the oil & gas industry taking the company to new heights with offshore cementing and rigs in the Gulf of Mexico. Steps toward becoming worldwide in 1926 resulted in the sales of oil equipment to English companies in Burman, Alberta, Canada, Eastern Hemisphere operations and later Venezuela in 1940. By 1946, the company – using its innovative technology – had expanded into Colombia, Ecuador, Peru and the Middle East and began performing services for the Arabian-American Oil Company, the forerunner of Saudi Aramco. In 1951, Halliburton made its first appearance in Europe as Halliburton...
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...Earnings season is a busy time for the stock market. And the January/February season--when most companies report fourth quarter results--is the busiest of them all. That's because companies typically offer a look at the year ahead, shedding some light on new themes to consider. There's a handful of companies I watch more carefully than others; I see these firms as key "tells" for the energy market. One such firm is oil services giant Schlumberger (NYSE: SLB). The reason I watch this stock so carefully and listen to all of management's conference calls and presentations is that Schlumberger has its hands in every region of the world and in every conceivable type of oil project currently underway. If you're looking for the 35,000-foot view of the oil market, Schlumberger is your best bet. The era of cheap oil and natural gas is over and we're in the middle of one of the most powerful bull market cycles of the 21st century. There are no major pockets of untapped "easy" oil left to be exploited. In other words, the easy and cheap-to-recover onshore oil fields are mature and, for the most part, already seeing declining production. The world's new potential growth plays in oil: deepwater reserves, Artic reserves, oil sands and other technically more-difficult-to-produce reserves. For such resources to be developed, crude oil prices will need to average well north of $55 per barrel. There's a distinction to be made between the idea that the world is running out of oil and...
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...Baker Hughes: Brief Overview: World’s second largest fracking company (Seeking Alpha) Formed as a corporation in April 1987 by the merger of Baker International Corp and Hughes Tools Company Operate in 80 countries (10-k) 59400 employees (10-k) 45% of revenues generated in US, 55% generated in North America (Hoovers) Customers: larger integrated oil & gas companies- US companies, international independent companies, and national or state-owned companies Segments: Drilling and Evaluations, Completion and Production, Industrial Services and Other (provide products and services to downstream chemicals and process & pipeline industries) (10-K) Key Resources and Capabilities: Sales organizations- market its own products within the four geographic areas Provide service for products through stock point and service centers located in areas of drilling and production activities throughout the world (10-k) Placed managment close to customers to facilitate strong customer relationships and quick reactions to local market condutions and customer needs (10-K) Remote operation centers allow for the interpretation of data in the field to help customer's "steer" as drilling well (Youtube interview with Derek Mathieson) New advances: sand control for deepwater markets, MWD, LWD (EPMag Interview) Acquired BJ services Greatest competitive advantage in drill bits, packers and downhole motors Reputation for quality downhole tools and equipment (Seeking alpha) FracPoint...
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...investors try to minimize their risks and maximize their returns and this is done by diversifying their investments in a portfolio. This basically means that an investor invests in a variety of stocks with varying beta coefficients so as the whole portfolio earns a certain return and has a certain amount of risk. The risk of the investor is thus diversified through investments in portfolios. Recent trends of the stock markets have shown a relatively good success of technological companies such as IBM, Apple, and Microsoft. Keeping this in view, I would like to purchase $2,000 worth of stocks for each of these three companies. Also, I would like to invest $1,000 in stocks of Motorola. I would also like to invest $1,000 in stocks of Schlumberger and $1,000 in General Electric. The last $1,000, I would like to invest in stocks of Citigroup Inc. The reason that I decided to invest in the electronic companies is because technology and electronic companies have seen a tremendous growth in stock prices over the past several months. Technology is expanding and companies like IBA, Apple, Microsoft, and Motorola are coming up with new products all the time. Microsoft is about to launch Windows Vista, while Apple is about to...
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...many years. The company that mines the most efficiently generally wins. Oil is different-it flows, for one thing. Once leases are open to purchase, companies rush in to buy up land, and punch as many holes along the edges of those leases as possible, before their neighbors do the same thing and drain some of their reserves. (This occurs less readily in tight reservoirs) A drilling rig is rarely on one land well for more than several weeks, let alone years. Thus, the company that offers their services the soonest, punches the holes the fastest, or completes the most fracs usually wins. The Competition Halliburton has a number of competitors in the Rocky Mountain Region, chief among which are Schlumberger and Baker Hughes. All offer a similar range of services, and globally Schlumberger is still the market leader in oilfield services (GN Solids, 2011)....
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...| | | | | Ice Melting Experiment and Analysis | INT1 Natural Science Task 3 | Ice Melting Experiment and Analysis ------------------------------------------------- Objective The objective of this experiment is to test the melting point of ice against different variables. I will use a control of ice against air and test this next to ice in water, sugar on ice, salt on ice and Baking Soda on ice. By measuring the melting time of each element on an ice cube I will be able to tell which element affects ice’s melting properties at what rate. Everyday we use chemical mixtures to melt ice that affects our roadways. A lot of these chemical mixtures are harmful to our waterways, and can pollute the environment. I believe its important to look for alternatives that can both help our roads from freezing in the winter while being kind to the environment. Industry Literature Review There are many different chemicals used in commercial ice melters that are made for our roads. Commercial companies tend to test for what elements melt ice the fastest, thus, producing a “best working” product. It is the pressure from consumers that encourages companies to test for possible harmful effects on the environment by these products, and what is most environmentally friendly. Ossain Inc. serves customers word wide with products designed around different needs for the type of ice melter needed. Their opinion on the ice melting industry is that the majority of ice melting...
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...say diamonds are a girl's best friend, and just as you gravitate towards friends that complement your personality and style, so you would your diamonds. Here, from the book A Girl's Guide to Buying Diamonds, discover how to choose and wear diamonds and jewels that enhance your own unique style and personality The five sample personalities outlined here are merely guidelines. Don't be afraid to take advice from multiple columns when it comes to choosing different components for your diamond jewellery. Don't forget: jewellery you choose for yourself should reflect a little something of your personality. Signature pieces have long defined the world's most stylish women from Elizabeth Taylor (the Taylor-Burton diamond) and Jackie O (Jean Schlumberger bracelets) to Coco Chanel[pic] (long, layered strands of pearls). The Traditional Woman The Contemporary Woman The Rock Star The Tomboy The Romantic The Traditional Woman Far from being stodgy or boring, the traditional woman in this sense points to a classic and classy point-of-view in looks and attitude. Clues that you may be a traditionalist in terms of your jewellery: are simple pearl or diamond studs still your standard accessory? Does your dream engagement ring come in Tiffany & Co's little blue box? Is Audrey Hepburn one of your style icons? Women in this category tend to dress on the conservative side in tailored clothing that stays in style from season to season. If this sounds familiar, there are a few tips you can follow...
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...The dollar extended losses against a basket of currencies after the report, while prices for U.S. government debt rose. Business spending on capital goods has been undermined by the buoyant dollar, which has eroded overseas profits of multinational companies. At the same time, lower energy prices have cut into domestic oil production, reducing demand for equipment by oil-field companies, including Schlumberger and Halliburton. Schlumberger, the world's No.1 oil-field services provider, cut its capital expenditure plans for this year by about $500 million to $2.5 billion. Halliburton slashed its capex by about 15 percent to $2.8 billion. The strong dollar and reduced capex spending by oil-field firms combined with a harsh winter and softer global demand to slow U.S. growth at the start of the year. The dollar has appreciated 12.1 percent against the currencies of the United States' main trading partners since last June, largely driven by expectations of tighter monetary policy. Procter & Gamble, the world's largest household products maker, on Thursday reported a 8.3 percent decline in quarterly sales, which it blamed on the dollar. Read MoreWhere America drinks the most: The trouble spots In March, shipments of core capital goods—which are used to calculate equipment spending in the government's gross domestic product measurement—fell 0.4 percent after a downwardly revised 0.1 percent gain in February. Shipments in February were previously reported to have...
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