...BP in Russia Executive Summary This case study “BP in Russia: Settling the Joint Venture Dispute” goes into the major world energy companies and the formation of joint ventures. This case delves into the 50/50 international joint venture (IJV) formed between British Petroleum (BP) and a group of Russian investors, Alfa Group, Access Industries, and Renova known as AAR. This IJV was formed in September 2003 and was known as TNK-BP.1 TNK-BP’s CEO was Robert Dudley in May 2008. This is when the dispute between the British and Russian shareholders started to escalate. AAR thought that BP was treating TNK-BP as a subsidiary and not a JV. The escalation of the conflict got to the point where BP was seriously considering whether they should walk away from the IJV by selling its stake, acquire AAR’s stake or continue the IJV. This case analysis will explore BP and whether it was a good strategy to enter Russia and pursue an international joint venture with consortium AAR. Next the analysis will look at the evolution of the joint venture and examine the unique challenges faced by the international joint venture. Next the study will detail our recommendations regarding the AAR partnership, their implications and steps to implement this. Lastly the case will be updated to the present time. 1. Did BP pursue the right strategy to enter Russia? There are arguments both for and against BP’s decision to enter Russia. Perhaps the biggest disadvantage to BP’s strategy was...
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...Strategic Management : Principles and Practice Case study « TNK-BP » 1) Explain based on i) the type of partners (competitors or not), ii) the contribution of resources (which resources?) and iii) the nature of the alliance (what is both partners’ purpose?) whether TNK-BP is a scale or scope alliance. The TNK-BP joint venture is an alliance between two competitors(i): the oil British giant BP and the consortium of four Russian billionaires behind AAR. On the hand, BP is the second largest private sector oil company in the world. On the other hand, AAR is a very diversified group; it has interests in banking, retail, telecommunications, and medias but also in oil, notably through TNK which owns oil reserves and facilities. Those two companies contribute differently (ii) to the joint-venture. BP brings its know-how and expertise to exploit oil reserves, as well as the required investment (6,8$ billions of equity). AAR provides oil production in Siberia, oil refining, gaz interest and 1400 filling stations in Russian and Ukraine. One could argue that BP needs natural resources and is ready to pay a premium for it, whereas AAR needs the technology and expertise of BP. This alliance (iii) is a joint venture between BP and AAR because TNK-BP is a new entity that is owned equally by BP and AAR without any mergers or acquisitions from BP to AAR or vice versa. This alliance is a scope alliance since it is driven by complementarities in competence and assets, and because...
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...when one of the world’s largest energy companies, BP, and the Russian state company, Rosneft, unsuccessfully attempted to form a strategic partnership on Arctic development. This failure was caused by the contractual and legal objections of the AAR consortium - BP’s partners in the Russian oil company TNK-BP. In 2003-5, BP and the AAR consortium led by three billionaires with Russian connections - Mikhail Fridman, Len Blavatnik, and Viktor Vekselberg - merged their Russian oil corporate assets - TNK, Sidanko, and Onako and their subsidiaries - under the umbrella of TNK-BP.2 This joint venture was established on a 50/50 basis, the operation of which required mutual joint decision making. The partners also signed a shareholding agreement on TNK- BP’s right of first refusal in relation to potential future oil and gas projects offered to BP or AAR in Russia and Ukraine. This agreement was subsequently used by AAR to stop the BP-Rosneft deal in international courts. Unfortunately, this was not the first time that BP had been unable to change the way it conducted its business in Russia. The first example occurred in 2007-8 when BP was reported to be keen on having Gazprom as a partner instead of AAR. This move would have transformed the TNK-BP joint venture into Gazprom-BP. This did not transpire. Second, in the spring-summer 2008, there was a turbulent ‘misunderstanding’ between BP and AAR, over the corporate governance and future ...
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...Consider Before Buying An ETRM System......................Pages 1-5 1. Hardware Vs. So ware-as-a-Service (SaaS) 2. Speed Of Implementa on 3. Integra on 4. Customiza on 5. Affordability 6. Access 7. Security 8. Protec on Against Loss 9. Project Management 10. Scalability Part 2: A Problem-Solving Approach By Leading Companies ...................................Pages 6-11 Read About Four Very Different Companies & Their Success In Approaching & Implemen ng An Energy Trading & Risk System. Case Study 1: Singapore, Trading Company With Bunkering Opera ons (Company Confiden al) ....................................Page 7 Case Study 2: Germany, Trading Company With Bunkering Opera ons (Company Confiden al)...................................Page 7-8 Case Study 3: Africa, Regional Trading Company: Linetrale ............................................................................................Page 8-9 Case Study 4: Russia, Large Integrated Oil & Gas Company: TNK-BP.........................................................................Pages 10-11 The Costs Of Failing To Manage & Control Risks Are High. The Right ETRM System Is Essential. Don’t buy ANY Trading and Risk Management Until You’ve Read This 10-Point Guide In these tough mes there’s no doubt that managing risk within your organiza on should be a top priority. The costs of failing to manage and control risks are high, but the right Trading and Risk Management system configured in the right...
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...BP plc,[5][6] also referred to by its former name, British Petroleum, is one of the world's seven "supermajor" oil and gas companies.[7] It is a British multinational company, headquartered in London, England, whose performance in 2012 made it the world's sixth-largest oil and gas company, the sixth-largest energy company by market capitalization[8] and the company with the world's fifth-largest revenue (turnover).[9][10] It is a vertically integrated company operating in all areas of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It also has renewable energy interests in biofuels and wind power. [dated info] As of December 2013, BP has operations in approximately 80 countries,[4] produces around 3.2 million barrels per day (510,000 m3/d) of oil equivalent,[1] has total proved reserves of 17.9 billion barrels (2.85×109 m3) of oil equivalent,[11] and has around 17,800 service stations.[12][13] Its largest division is BP America in the United States. In Russia BP owns a 19.75% stake in Rosneft, the world's largest publicly traded oil and gas company by hydrocarbon reserves and production. BP has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index; it had a market capitalisation of £85.2 billion as of April 2013, the fourth-largest of any company listed on the exchange.[14] It has secondary listings on the Frankfurt Stock Exchange and the New...
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...Annual Report and Form 20-F 2013 bp.com/annualreport Building a stronger, safer BP Who we are BP is one of the world’s leading integrated oil and gas companies.a We aim to create long-term value for shareholders by helping to meet growing demand for energy in a safe and responsible way. We strive to be a world-class operator, a responsible corporate citizen and a good employer. Through our work we provide customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving and the petrochemicals products used to make everyday items as diverse as paints, clothes and packaging. Our projects and operations help to generate employment, investment and tax revenues in countries and communities around the world. We employ more than 80,000 people, mostly in Europe and the US. As a global group, our interests and activities are held or operated through subsidiaries, branches, joint arrangements or associates established in – and subject to the laws and regulations of – many different jurisdictions. The UK is a centre for trading, legal, finance, research and technology and other business functions. We have well-established operations in Europe, the US, Canada, Russia, South America, Australasia, Asia and parts of Africa. a On the basis of market capitalization, proved reserves and production. Annual Report and Form 20-F 2013 bp.com/annualreport Front cover imagery Our second BP-operated development in Angola consists of four oil fields – Plutão, Saturno...
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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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...BP From Wikipedia, the free encyclopedia This is the latest accepted revision, accepted on 2 October 2010.Jump to: navigation, search This article is about the energy corporation. For other uses, see BP (disambiguation). For information on the oil spill from the Deepwater Horizon rig, see Deepwater Horizon oil spill. BP p.l.c. Type Public limited company (LSE: BP, NYSE: BP) Industry Oil and natural gas, alternative fuels Founded 1909 (as the Anglo-Persian Oil Company) 1954 (as the British Petroleum Company) 1998 (merger of British Petroleum and Amoco) Headquarters London, United Kingdom Area served Worldwide Key people Carl-Henric Svanberg (Chairman) Tony Hayward (CEO) Bob Dudley (Director, CEO (appointed)) Byron Grote (CFO)[1] Products BP petroleum and derived products BP service stations Air BP Aviation Fuels Castrol motor oil ARCO gas stations am/pm convenience stores Aral service stations solar panels Revenue US $246.1 billion (2009)[2] Operating income US $26.43 billion (2009)[2] Net income US $16.58 billion (2009)[2] Total assets US $236.0 billion (2009) Total equity US $101.6 billion (2009) Employees 80,300 (Dec 2009)[3] Website BP.com A 1922 BP advertisement.BP p.l.c.[4][5] (LSE: BP, NYSE: BP) is a global oil and gas company headquartered in London, United Kingdom. It is the third largest energy company and the fourth largest company in the world measured by revenues and is one of the six oil and gas "supermajors".[6][7] ...
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...Major shareholders and related party transactions Dividends Legal proceedings Relationships with suppliers and contractors Share prices and listings Material contracts Exchange controls Taxation Documents on display Purchases of equity securities by the issuer and affiliated purchasers Fees and charges payable by a holder of ADSs Fees and payments made by the Depositary to the issuer Called-up share capital Administration Annual general meeting Exhibits BP Annual Report and Form 20-F 2010 83 Directors and senior management 84 87 Directors and senior management Directors’ interests 89 Corporate governance 90 105 106 106 107 108 Board performance report Corporate governance practices Code of ethics Controls and procedures Principal accountants’ fees and services Memorandum and Articles of Association 141 Financial statements 142 Consolidated financial statements of the BP group 150 Notes on financial statements 228 Supplementary information on oil and natural gas (unaudited) PC1 Parent company financial statements of BP p.l.c. 111 Directors’ remuneration report 112 Part 1 Summary 114 Part 2 Executive directors’ remuneration 120 Part 3 Non-executive directors’ remuneration UNITED...
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...Royal Dutch Shell PLC RDS.A [pic][pic][pic][pic][pic] [pic][pic] [pic] | | |[pic][pic] | |[pic] | |[pic] | |[pic] | | | | | | | |[pic] | |[pic] ...
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...in about 100 countries and generated $31.8 billion in revenue in 2009. It possesses a strong presence in emerging markets,particularly in Asia. ABB was formed as a result of a 1988 merger between two former competitors, the Swedish ASEA AB and the Swiss BBC Brown Boveri Ltd. The Swedish company added its management strength and the Swiss company added its technological and marketing expertise.The new CEO declared that ABB would be “global and local, big and small, radically decentralized but with central control.” To achieve these seemingly competing objectives, ABB’s CEO chose to implement matrix management. Matrix Management Matrix management is an organizational structure that combines two levels of oversight and control. In ABB’s case in 1993, the company was divided into four corporate divisions (Global dimensions) at the same time as it was divided into three geographic regions (Regional dimensions).The Global dimensions were further partitioned into business areas and the Regional dimensions were partitioned into country holdings. See the nearby figure from Germany’s INFO Institut.Thus, employees reported to two superiors, one from their Global Dimension and one from the Regional dimension. Global dimensions were responsible for strategy, distribution, and R&D, whereas Regional dimensions were responsible for sales and local customer satisfaction.To accomplish the objective to be both “global and local,” ABB’s matrix management pursued global integration and...
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...Sustainability Review 2011 bp.com/sustainability Building a stronger, safer BP What’s inside 2011 was a year of recovery, consolidation and change for BP. Our employees worked hard to make BP a stronger, safer company. We recognize there is more to do, but we believe important progress was achieved during the year, and we are clear on our priorities and responsibilities as we move forward. In this Sustainability Review, we look at how we are working to enhance safety and risk management, earn back trust and grow value, following the Gulf of Mexico accident. Stakeholder voices External and internal stakeholders have been essential in shaping this report. Many of their insights and opinions are highlighted here and online. We also include observations and a summary statement from our external assurance provider, Ernst & Young. During our work we interviewed staff responsible for engaging with external stakeholders and reviewed evidence of how information from these dialogues is captured. We have also attended a selection of briefings to investors and two of the roundtable discussions held in 2011 to understand the perspectives of various thought leaders on how BP should evolve its reporting and communications. We noted that stakeholders welcome this dialogue but there remains a desire for more comprehensive reporting on how BP is changing. Ernst & Young Observation Find out more online This Sustainability Review is a summary...
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...1. Introduction Russia holds the world’s largest reserves of natural gas, the second largest coal reserves, and the eighth largest crude oil reserves. Russia recent years has become the world’s top gas exporter, mainly to Europe. At the time of fast growing electricity demand, when consumption significantly rise with development of new technologies, gas as a source of electricity become more and more important issue. Topic will discuss natural gas industry in Russia and Russian Company Gazprom. Gazprom is a peculiar corporate giant in gas industry. It is most internationally oriented company in Russia. 2. The role of geography Sitting astride the Eurasian landmass and occupying a territory of 17,098.2 thousand square kilometers, and spanning 11 time zones from Kaliningrad in the west to Kamchatka in the east, Russia is the largest state in the world in terms of territorial extent. Its northern shores wash against the Artic Ocean, while the southern resort region of Krasnodar enjoys a Mediterranean climate. Today Russia’s population is 142.2 million, and the average population density is 8.3 persons per square kilometers (1). However, this hides considerable regional variation: the average population density in the Central Federal District, which includes Moscow, is 57.7 persons per square kilometer, while in the Far Eastern Federal District it is only 1.1 persons. The Central Federal District occupies 3.8 per cent of Russia’s territory and was home to 26.2 per...
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...Annual Review 2009 06 Our performance 08 Our market 10 Our strategy bp.com/annualreview Operating at the energy frontiers How a revitalized BP is driving efficiency, momentum and growth Meeting the energy demands of today and tomorrow Oil Natural gas Wind Solar Biofuels Efficiency BP Annual Review 2009 Reconciliation of profit for the year to replacement cost profit The Annual Review for the year ended 31 December 2009 includes the summary financial statement (on pages 1-7 and 10-33), which comprises summaries of the Directors’ Report and the Directors’ Remuneration Report and a summary of the information in the consolidated financial statements. The summary financial statement complies with the information requirements under the Companies (Summary Financial Statement) Regulations 2008. It does not contain sufficient information to allow as full an understanding of the results and the state of affairs of BP and of its policies and arrangements concerning directors’ remuneration as BP Annual Report and Accounts 2009. Shareholders may obtain a copy of BP Annual Report and Accounts 2009 online or on request, free of charge (see page 33). Outside the summarized financial statements (see pages 24-28), references within BP Annual Review 2009 to ‘profits’, ‘result’ and ‘return on average capital employed’ are to those measures on a replacement cost basis unless otherwise indicated. The table below reconciles profit for the year to replacement...
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...PART IV: Case Studies 1. Coca-Cola vs. Pepsi in India: The Battle of the Bottle Continues, 395 2. Arun Ice Cream, 409 3. Gujarat Co-Operative Milk Marketing Federation Limited (GCMMF), 421 4. The Park, Calcutta, 439 5. Kanpur Confectioneries Private Limited (A), 461 6. Kanpur Confectioneries Private Limited (B), 467 7. Aravind Eye Care System: Giving the Most Precious Gift, 473 8. ITC Limited, Bangalore (A), 495 9. ITC Limited, Bangalore (B), 499 10. The Living Room: Redefining the Furniture Industry, 505 11. Cognizant: Preparing for a Global Footprint, 515 12. One Mission, Multiple Roads: Aravind Eye Care System in 2009, 535 13. Wal-Mart Stores, Inc. (WMT), 555 14. Alibaba.com, 583 15. Apple Computer, Inc.: Maintaining the Music Business While Introducing iPhone and Apple TV, 597 16. Blockbuster Acquires Movielink: A Growth Strategy?, 615 17. A Horror Show at the Cinemaplex?, 627 18. JetBlue Airways: Challenges Ahead, 635 19. Blue Ocean Strategy at Henkel, 655 20. Nucor in 2009, 663 21. TNK-BP (Russia) 2008, 687 22. Barclays: Matt Barrett’s Journey—Winning Hearts and Minds, 701 23. Nintendo’s Disruptive Strategy: Implications for the Video Game Industry, 707 Coca-Cola vs. Pepsi in India: The Battle of the Bottle Continues Case 1 S. Manikutty Soft drinks or cool drinks, as they are known in India, refer to non-alcoholic drinks served in bottles or other packaging, to be distinguished from hot beverages such as coffee and tea, or cold beverages such as squashes...
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