ExxonMobil is the world’s largest publically-traded Oil and Gas company. Tracing its roots to John D. Rockefeller and the Standard Oil Company in 1870, ExxonMobil has leveraged its almost 150 years of experience to lead the industry in the extraction and refinement of oil.1 Though headquartered in Irving, TX, Exxon is truly a global energy company, with current operations in over 50 countries on six continents.2 Through their vast, interconnected network of resources, Exxon is currently the third
CONTENTS 1. EXECUTIVE SUMMARY 2. INTRODUCTION Literature Review Global Oil & Gas Industry Overview Indian Oil & Gas Industry Overview Company Overview (ONGC) 2 4 6 6 20 23 24 26 28 38 39 40 41 3. INTERNAL CONTROL & INTERNAL AUDIT Internal Control Internal Audit Standards on Internal Audit 4. PROJECT PROFILE Objectives Research Methodology 5. LEARNINGS & OBSERVATIONS Learnings Audit Scope & Coverage Organisation Structure of IA Department Audit planning & process
9-201-054 REV : M A Y 4, 2010 B ENJA M IN E ST Y M ICHA EL K A NE BP Amoco (A): Policy Statement on the Use of Project Finance As two of the largest oil and gas firms in the world, The British Petroleum Company p.l.c. (BP) and Amoco Corporation (Amoco) had a long history of competitive encounters. This rivalry continued into the 1990s in a variety of locations ranging from the United States to the North Sea to, more recently, the Caspian Sea—a region that had opened up to exploration by Western
Petrozuata, was the first joint venture in a series of strategic associations between PDVSA, Venezuela 's state-owned enterprise entrusted with the task to "efficiently develop and manage the country 's hydrocarbon resources and promote economic development", its subsidiaries and foreign
Association of International Petroleum Negotiators (AIPN) Stabilisation in Investment Contracts and Changes of Rules in Host Countries: Tools for Oil & Gas Investors Peter D Cameron ACIArb PhD (University of Edinburgh), LLB (Joint Honours) (University of Edinburgh) Professor of International Energy Law and Policy CEPMLP, University of Dundee, UK firstname.lastname@example.org FINAL REPORT 5 July 2006 © Copyright Peter D Cameron PDCameron/AIPN/Final Report. 5 July 2006 Table
Sustainability Review 2010 bp.com/sustainability 2 A letter from our group chief executive / 4 How BP is changing 6 Gulf of Mexico oil spill / 14 How we operate / 22 Energy future 30 Safety / 34 Environment / 38 Society Within hours of the Deepwater Horizon accident, BP teams were working to stop the leak. We also acted to minimize the spill’s impact on the environment by containing, removing and dispersing oil offshore, protecting the shoreline and cleaning up oil that came ashore. And we
sector. The authors of the report are Marc Heitner (Task Manager), Waqar Haider (co-Task Manager), Rashid Aziz (macroeconomic impact), Raul Garcia (gas regulation, Bank consultant), Masami Kojima (environment, household fuels,) and Shane Streifel (petroleum downstream). The peer reviewers are Alan Townsend and Mark Sundberg. vi Table of Contents Executive Summary..................................................................................................................................
Report China National Petroleum Corporation About the Report This is China National Petroleum Corporation’s seventh annual Corporate Social Responsibility Report since 2006. This report accurately represents what we did in 2012 to honor our commitments to the economy, the environment and society. It is important that we provide the following information: Reporting company: China National Petroleum Corporation (CNPC) Alternative reference: China National Petroleum Corporation is also referred