...Check with instrument. 29.02.12 : No one take responsibility. No package engineer. 29.02.12 WE Lead sent mail to engineering deputy lead. Engineering management to clarify responsibility 07.03.12: Jakob to adress issue in engineering meeting. 01.03.2012 WE-SM SM5 - 4 Drilling module Laila Haukeli GG/TP Handling of hazardous substances in the wellbay area has not been considered in the Topside report. Company want Contractor to include a reference to this area in the report. 01.07.2012 15. mars 2012 Page 1 of 3 Meeting Action number Action Name Responsible Level Area Company Name Description Answer/Statement Due Date Finished Date WE-SM SM6 - 5 Area of consern Lars Ove Skogseth Statoil Dispersion/ROS analysis needed, Experience transfer report (design basis) Information from Diego: Dispersion analyses is planned to be finished within 1-2 weeks. Information from Christan Holm: ROS (risk- and vulnerability analyses which is basis/input to the emergency preparednees analyses) for potable water system. ref sect 3.6 Water report 112 and appendix 1 from Public Health/NIPH will not be performed. 17..02.2012. ROS on HOLD, ref, info from Christian Holm, waiting for reply on MVMN-4600015952-00185 Potable Water system and potential contaminations (Hertel) 21.02.2012 WE-SM SM7 - 1 Authority Lars Ove Skogseth Contrator has highlighted that 23.02.12: Waiting for reply actions which Company want Contractor to follow...
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...Executive Summary Recommendation: BUY Statoil ASA is a Norwegian energy company that specializes in the extraction and production of oil and natural gas in Norway and internationally. The globally integrated company focuses its business on the exploration, production, transportation, refining, and marketing of petroleum-based products. As the largest supplier of natural gas from the Norwegian Continental Shelf and across Western Europe, boasting a prominent position in the retail gasoline business and strong crude oil sales, Statoil has already captured a 23% market share in Europe, and is poised for further growth. Statoil has shown consistent growth over the past few years through its expanded operations and cost efficiency strategies, as is evident in their performance and activity ratios. Statoil has maintained a strong financial position and continue to generate solid cash flow. Management has demonstrating their ability to achieve strategic initiatives and have outlined plans to enhance profitability and capture a larger international market share in order to increase operating efficiencies. Statoil’s competitive position in the oil and gas industry will allow them to achieve strong growth moving forward, as they continue to build upon their recent successes. Their well-defined business model, growth initiatives, and efficient production processes indicate that they will continue to generate value. We suggest their stock for consideration...
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...Statoil’s IT Step – distributing the technology Statoil Fuel and Retail, in this case, refers to the Norwegian state’s oil company which has approximately 17,500 employees. The company’s main activities involve upstream and downstream oil exploration, it also produces and distributes oil mainly in the North Sea. Statoil Fuel & Retail's other products include stationary energy, marine fuel, aviation fuel, lubricants and chemicals. Statoil Fuel and Retail employs approximately 17,500 individuals; including individuals employed at Statoil Fuel & Retail’s retail sites across Europe, in its corporate headquarters, its eight regional headquarters and its terminals and depots. With Oil prices currently dropping below $30 a barrel, today companies like Statoil are now considerably worse off than they were in the darkest hours in their entire history. As oil prices continue to fall there is a global tendency for companies, especially in the oil industry, to prioritize for short-term earning rather than long term value creation. From the case, we find the management under the leadership of Einar Eng who understood that the company needed to take steps to enhance the expertise and tenure of valuable human resources to better position his company for the future. Mr. Eng thought of a recommendation to steer the committee to information technology (IT) which stands to be a major initiative of boosting the employees’ knowledge of IT and their ability to use the technology especially...
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...Statoil’s IT Step – Distributing the Technology The objective is to increase Statoil’s productivity and profits through technology and innovation. In this case mid and top level management should feel responsible for the overall outcome of the objective. Statoil’s IT step program is major initiative by management to increase knowledge of information technology and their ability to use that technology to personal and business advantage in the future (Andersen, 1998-2000). The success of the implementation of this program will ultimately affect the all employees. Statoil a Norwegian is an oil company that has 15,000 employees that has an international presence. Distribution is mainly in the North Sea and their activities are all upstream and downstream oil exploration. Einar Eng wants to take the IT Step so he can increase the employee's knowledge of information technology thus having the ability to have a better business advantage for the future. The situation that Einar Eng is currently in is that there is decreasing birth rates, a tight labor market, and high employee cost. Going forward with the IT step can help productivity through technology and innovation rather than put more towards leadership. The IT step initiative consists of the distribution of a PC with free Internet connection. Only employees will receive this offer and no contractors. The root problem in this case is how Statoil’s should incorporate the IT Step initiative into their company. Due to high employee...
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...Statoil is one of the largest global integrated oil companies. There are three major areas in Statoil: Upstream, Midstream, & Downstream. Each major area has a strategic fit in Statoil. Upstream by far is the most important area of the business. Upstream is responsible for the exploration and production of oil & natural gas worldwide with an exceptionally strong portfolio in exploration and production. The role of Midstream is to apply commercial and functional excellence to enable the success of Upstream & Downstream assets. Statoil does this by providing safe and reliable midstream infrastructure and services, commercializing our equity gas resource base, and maximizing the value of our equity gas, crude oil, natural gas liquids, and refined products. Downstream manages the refining, sales and marketing of fuels, lubricants, additives and chemicals to retail, commercial and industrial customers through its Manufacturing, Products, Lubricants, and its StatCHEM joint venture with Phillips 66. As integrated oil company, I believe risk factors in the supply chain can impact both Upstream and Downstream. These risks can be either internal or external. Statoil supply chain consists of several different activities that transform natural resources into a refined product that is deviled to the end customer. Any disruptions in either Upstream or Downstream Supply Chain will results in reduced revenues, decreased market shares, inflated cost, and damaged business reputations. There are...
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...In the mid-2000s, oil prices began to surge due to an increase in global oil consumption. Since oil production in conventional fields could not meet demand, oil prices continued to rise. With oil prices increasing, energy companies saw it profitable to begin obtaining oil from shale formations that were traditionally hard to drill using techniques such as hydraulic fracturing. Such techniques led to a boom in unconventional oil production. Due to these techniques, the United States alone has added 4 million barrels of oil per day to the global market since 2008 (Figure 1). However, such an increase in supply was initially masked by political conflicts in key oil regions (Figure 2). As oil companies in the U.S. continued to see productivity growth, the global market began to drastically change. Oil demand flatlined as economies weakened and cars became more fuel-efficient; this ultimately led to a surplus of oil (Figure 3) that caused oil prices to drop. While companies have utilized hydraulic fracturing (“fracking”) to increase oil production in the U.S., they now are starting to feel monetary constraints due to increased marginal costs. Fracking a well is extremely sensitive to the law of diminishing returns, with output falling about 65% after the first year, causing new wells to be constantly drilled in order to maintain production (Plumer, 2015). However, the decreasing marginal product does allow companies to quickly adjust to falling oil prices by scaling back on...
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...In the mid-2000s, oil prices began to surge due to an increase in global oil consumption. Since oil production in conventional fields could not meet demand, oil prices continued to rise. With oil prices increasing, energy companies saw it profitable to begin obtaining oil from shale formations that were traditionally hard to drill using techniques such as hydraulic fracturing. Such techniques led to a boom in unconventional oil production. Due to these techniques, the United States alone has added 4 million barrels of oil per day to the global market since 2008 (Figure 1). However, such an increase in supply was initially masked by political conflicts in key oil regions (Figure 2). As oil companies in the U.S. continued to see productivity growth, the global market began to drastically change. Oil demand flatlined as economies weakened and cars became more fuel-efficient; this ultimately led to a surplus of oil (Figure 3) that caused oil prices to drop. While companies have utilized hydraulic fracturing (“fracking”) to increase oil production in the U.S., they now are starting to feel monetary constraints due to increased marginal costs. Fracking a well is extremely sensitive to the law of diminishing returns, with output falling about 65% after the first year, causing new wells to be constantly drilled in order to maintain production (Plumer, 2015). However, the decreasing marginal product does allow companies to quickly adjust to falling oil prices by scaling back on...
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...create a long-term value for its shareholders through marketing, transportation, production, and petroleum-derived products ("Corporate governance," 2010). Statoil is an international energy company with operations in more than 30 countries and has 15,000 employees. Distribution is mainly in the North Sea and their activities are all upstream and downstream oil exploration. They are one of the biggest producers of oil and gas worldwide. Statoil is committed to accommodating the world's energy needs in a responsible manner, applying technology and creating innovative business solutions. The primary objective is to increase Statoil's productivity and profits through technology and innovation. In this case mid and top level management are responsible for the overall outcome of the objective. Statoil's IT step program is major initiative by management to increase knowledge of information technology and their ability to use that technology to personal and business advantage in the future (Anderson, 1998-2000). All of the employees will be affected by the success of the implementation of this program. In 1996, Einar Eng wants to take the IT step so he can increase the employees' knowledge of information technology thus having the ability to have a better business advantage for the future. The IT step involves offering all Statoil employees an ISDN networked, multi-media PC for free at home- given a commitment to spend some time learning how to use it. The current strategy toward "flatter...
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...The World Business Council for Sustainable Development (WBCSD) has identified alarming levels of growth in urbanization and consumption in a new report, and describes the crucial role of business in the transition to sustainability. According to the report, "Business and Development: Challenges and Opportunities in a Rapidly Changing World," published this month by WBCSD, "the world is experiencing a historic shift of economic and political power from the traditional base of industrialized countries to the emerging economies." As the report points out, by 2050, three of the four largest economies -- China, India, and Brazil -- will be those of countries now described as developing. As development in those and other countries intensifies, their populations will become increasingly urban. By 2050, when the world's population is expected to be about 9 billion, 70 percent of the world's population will live in urban environments, with the great majority living in cities in developing countries. "Urbanization is happening fast," the report observes, "And most of it is being poorly managed, putting hundreds of millions of the urban poor in harm's way." As the economic emergence of developing countries continues, global consumption patterns will become increasingly critical. "Global consumption patterns and trends are putting unsustainable and increasing stress on the Earth's ecosystems, the supply of material resources needed for industrial growth, and human social systems...
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...Date: September 17, 2013 To: Dr. Grieshaber From: Cindy Huynh Subject: Assignment #1 – Societal Role of Business and Social Responsibility Oil & Gas Company Social Responsibility In today’s world it is no longer enough for a corporation to serve customers, employees, and shareholders. It is the responsibility and duty of a corporation to serve the communities where they do business and enhance competitiveness of the company while simultaneously advancing social and economic conditions. This concept is called corporate social responsibility. CSR is a process with the aim to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members. Everywhere you look today you will see most big company have a team that dedicate exclusively to corporate social responsibility. Companies Corporate Social Responsibility can be easily seen on their websites. A formal statement or code of ethics summarizes corporate values, and expectations for many companies. The societal expectations on corporate social responsibility of businesses are increasing drastically. Corporate sector has been under pressure to implement environmentally responsible practices. Oil and Gas is top among those sectors. There have been a lot of concerns regarding the use of Hydraulic Fracking in the industry. Some of the concerns are that chemical could potentially leak...
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...In coming years, oil and gas firms ("oil companies") will need to cope strategically with increasing demand (with a limited or shrinking supply), threats from substitute products, and global competition. In order to deal with these issues, oil companies must engage in smart reservoir management, intelligently plan for market trends, and adjust to better compete with rivals that may be operating under a different economic model. The supply of oil and gas is finite, yet demand is expected to increase. Supply issues are exacerbated by the fact that the exact quantity of untapped oil and gas reserves is unknown. Oil companies need to engage in smart reservoir management in order to better manage downward supply shocks and ensure that additional exploration and development resources are expended if current resources begin to dry up become otherwise unavailable. This way, they will make expensive capital investments based more on science as opposed to their "best guess". Reservoir management can likely be improved through the use of technology such as computer modeling and satellite reconnaissance. In conjunction with the operational management described above, oil companies should also keep an eye on the economic value of their reserves. For example, It might be more profitable at times to sell a reserve rather than continuing to run it as a producing asset. Issues of sustainability and substitute products need to be addressed in order for oil companies to avoid unexpected market...
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...Mini Project in simulation: Groups and Simulations projects: • Group 1: Supermarket REMA 1000 • Group 2: Supermarket FAKTA • Group 3: Fuel Station -Statoil • Group 4: Ticket Box (Cinema) • Group 5: Post office - Horsens • Group 6: Fuel Station – Uno X • Group 7: VIA Canteen The group can choose another simulation project, but it has to be approved beforehand! Desktop activity: • Create a conceptual description and model for the simulation problem. Remark: each group have to make their own assumption about the simulation problem. Max 1 A4 page. • Explain figure 4.1 in relation to group’s simulation problem. Max ½ A4 page. • Create a flow diagram for the simulation problem. Max 1 A4 page. • Make you first model in Simul8 – and make 10 replications (Select Clock, Change Random Nos and Run). Write the results for mean time in system down – the group have to use these in exercise ‘Analyzing of result’. • Make a plan for data collection. Max 1 A4 page. These activities should be finished Friday 14th October at 16 o’clock. – And then the results must be frozen! NB: The deadline has been extended till Wednesday 26th October 10:00. Data Collection: • Analyse the site for your simulation – identify flow and special equipments. • Discuss how to obtain data • Make data capturing for example from 11.30 to 12.30 (there should be about 50 – 100 observations) • Selecting Statistical Distribution ...
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...CORROSIVE RESISTANT ALLOY (CRA) LAYER Jan van der Ent1 ; Niele Findlay2 ; Niels Portzgen3 ; Oddbjørn Nupen4 ; Geir Endal5; Olav Førli6 1 RTD Rotterdam The Netherlands 2 RTD Perth Australia 3 RTD Rotterdam The Netherlands 4 Technip Oslo Norway 5 Statoil Stavanger Norway 6 DNV Oslo Norway Abstract Development of the Norne Satellite Field comprises the connection of the two oil fields Stær and Svale to the Norne FPSO (see Figure). A unique solution, a common, single pipeline was selected by Statoil for transport of the multiphase well stream from the two oil reservoirs. The Norne field is located at 66° North and subjected to strict environmental requirements. Therefore a Carbon steel pipeline, built with a corrosive resistant alloy layer ( CRA ), had been selected for the resistance against the corrosive fluid without the use of chemicals. An implication of this construction method is that the pipeline girth welds have to be made with an austenitic welding consumable (typically Inconel), which is very difficult to inspect using ultrasonic testing method. Furthermore the reeling process used for the pipeline installation require severe weld flaw detection capabilities. An extensive AUT-CRA qualification program has been utilized by Technip and Statoil to confirm that the proposed CRA inspection method meet the quality standards and requirements of DNV OS F101 Appendix E. Throughout the qualification process it has been verified that the CRA inspection technique adequately detects and qualitatively...
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...articles that address water management subjects such as the optimization of water usage. Obama’s Spending Plan Pumps $260M into Water Technology R&D President Obama’s budget includes almost $260 million to fund a water innovation strategy, which the White House says will boost water sustainability and reduce the price ... February 10, 2016 Produced Water Treatment Technology Combines Separation Equipment, Flocculent from Seaweed A pilot project to test produced water treatment technology is underway in the Middle East. Sorbwater Technology, a Norway-based company that has developed a technology ... February 9, 2016 Meet the Technologies GE, Statoil Say Will Revolutionize Oil & Gas Water Management The latest technologies poised to reduce water usage in onshore oil and gas production, according to General Electric and Statoil, include a ... February 5, 2016 Flint Water Crisis Website Now Includes Interactive Map, Chlorine Sampling Results As the Flint water crisis continues, the EPA has released preliminary water quality data about chlorine levels in Flint’s drinking water, as well as ... February 1, 2016 How to Prevent Another Flint Water Crisis The Flint water crisis, resulting in potentially toxic levels of lead in the city’s water supply, shines a spotlight the devastating environment, health ... February 1, 2016 Wastewater Recycling Process Can Reduce Disposal Costs 98% A vacuum distillation system by H2O GmbH has reduced the amount of wastewater produced...
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...he Telenor ASA - SWOT Analysis company profile is the essential source for top-level company data and information. Telenor ASA - SWOT Analysis examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy. Telenor is a provider of telecommunications services. The company's majority shareholding is held by the Norway government, with an ownership share of 54% at the end of FY2009. The company is also the largest provider of TV services in the Nordic region. It provides mobile services, fixed line services and broadband services. The company primarily operates in Norway. It is headquartered in Fornebu, Norway and employs 40,300 people. The company recorded revenues of NOK97,650 million ($15,623 million) during the financial year ended December 2009 (FY2009), an increase of 1.5% over FY2008. The operating profit of the company was NOK13,321 million ($2,131.2 million) in FY2009, a decrease of 15.2% over FY2008. Its net profit was NOK10,104 million ($1,616.5 million) in FY2009, a decrease of 31.8% over FY2008. Scope of the Report - Provides all the crucial information on Telenor ASA required for business and competitor intelligence needs - Contains a study of the major internal and external factors affecting Telenor ASA in the form of a SWOT analysis as well as a breakdown and examination of leading product revenue streams of Telenor ASA -Data is supplemented with details on Telenor...
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