A Review of Oil and Gas Reserve Acquisition Activity and Its Contribution to Company Performance

1992 ◽  
Author(s):  
C.E. Johns ◽  
J.D. Gailey
Keyword(s):  
Oil And Gas ◽  
Company Performance

OVERSEAS RECRUITING IN THE OIL AND GAS INDUSTRY — A CASE STUDY

1985 ◽  
Vol 25 (1) ◽  
pp. 134
Author(s):  
R. Bogan
Keyword(s):  
United Kingdom ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
The United States ◽  
Structured Interview ◽  
Sufficient Information ◽  
Company Performance ◽  
Gas Industry ◽  
The United Kingdom ◽  
High Level

Early in 1982 CSR Limited established an Oil and Gas Division. By 1983 this Division had recruited twenty-six overseas technical personnel mainly from Canada and the United Kingdom. The Company needed to recruit overseas because the skills required were not available in Australia.During 1983 a review of the recruitment and settlement of these personnel and their families was undertaken. The objectives of this review were to:improve the Company performance in the recruitment, induction and settlement of overseas recruits and their families;increase the likely "length of stay" in Australia of overseas recruits and their families;to address specific problems faced by recruits and their families in settlement in Australia.In depth interviews were conducted with twenty-one of the twenty-six recruits and their families using a structured interview format.The analysis of the interviews results revealed that:on average it took longer for those recruited in the United Kingdom to obtain immigration "approvals" and to physically relocate than those recruited in Canada;families with previous experience in relocating adapted and coped better with the physical move and resettlement than families without previous experience.The detailed results showed further that:While there was sufficient information provided about the job and department, there was dissatisfaction with the lack of detailed information about aspects of living in Australia, particularly: taxation; housing; bank mortgage arrangements; cost of living data and medical insurance.There were gaps in the expectations that many- recruits and their families had about living in Australia, such as climate, lifestyle and housing. This was attributed to an "oversell" through glossy brochures and "word pictures".The attention given to staff and their families on arrival was seen as a positive introduction to Australia and CSR's Oil and Gas Division.The provision of initial temporary accommodation in a single apartment complex for all overseas recruits and families in Adelaide assisted greatly in the induction and settlement process. It provided a high level of support especially for wives with young children. The "welcome waggon" group together with the assistance provided by the wives of senior executives were also positive influences in the settlement process.The most positive features seen in the move to Australia were career and lifestyle opportunities. On the other hand loss of disposable income was seen as a significant negative.From the results and analysis a detailed set of recommendations and actions were developed to improve company performance in recruitment and settlement. These recommendations were implementated prior to the 1984 recruiting mission to Canada, the United States and the United Kingdom.The preliminary results from the 1984 recruiting mission have resulted in:a reduction in recruiting lead time;quicker and more informed decision making by candidates and their families in accepting job offers;more professional preparation of both the recruiting teams and the company's agents overseas.

scholarly journals Analysis of Short Term Financial Performance: A Case Study of an Energy Service Provider

2019 ◽  
Vol 2 (2) ◽  
pp. 113-122
Author(s):  
Jan Horas Veryady Purba ◽  
Muhammad Rayno Septian
Keyword(s):  
Financial Performance ◽  
Asset Management ◽  
Swot Analysis ◽  
Oil And Gas ◽  
Company Performance ◽  
Short Term ◽  
Financial Ratio ◽  
Financial Ratio Analysis ◽  
Comprehensive Picture ◽  
Energy Service

Objective – This study aims to analyze the short-term financial performance of an energy service company, and compared to companies in the oil and gas mining sub-sector. The results of this study indicate the profit and loss, asset management, and profitability of the company in the last 5 years. Design/methodology – The method used is descriptive method and quantitative method. The period of analysis of financial statement data is 2013-2017. This study uses (1) trend analysis to see a comprehensive picture of the company (2) financial ratio analysis to see company performance (3) comparative analysis comparing company financial statements with similar industries (4) SWOT analysis to determine strengths, weaknesses, opportunities, and threats and strategies needed by the company. Results – The Cost of Goods per Sales ratio tends to decrease, so sales decline. The company's EBIT trends are relatively smaller than the industry average. This reflects that the sampled company has not maximized the company's EBIT. The company has tried to maximize gross profit and with good asset management will have an impact on increasing profitability in the future. 

scholarly journals Analisis Kinerja Keuangan dengan Metode Economic Value-Added pada Studi Kasus Perusahaan Subsektor Pertambangan Minyak dan Gas Bumi yang Terdaftar di Indeks Saham Syariah Indonesia (ISSI)

2019 ◽  
Vol 9 (1) ◽  
pp. 17
Author(s):  
Endah Fatmasari ◽  
Bambang Sugeng Dwiyanto
Keyword(s):  
Financial Performance ◽  
Oil And Gas ◽  
Economic Value ◽  
Weighted Average ◽  
Value Added ◽  
Added Value ◽  
Stock Index ◽  
Company Performance ◽  
Economic Value Added ◽  
Secondary Sources

<em>Oil and gas are non-renewable natural resources, whick means they can be exhausted within a certain periode of time, if no new reserves of oil and natural gas resources are found. Energy, especially oil and gas, is very limited amount, but the world’s needs for oil and gas are currently increasing, so making investments in the oil and gas mining subsector will be an attractive choice for investors. World demand of oil and gas increases, while the limited its availability in each country has caused fluctuations in its exports and imports. They face a difficult assessment of the company performance in this subsector. Therefore, we need an analysis of the financial performance in oil and gas mining subsector companies as a tool to assess how the performance of the in this area. Economic value-added (EVA) method is one of the right measurement tools to assess the performance of companies in the mining sector. The aim of this study is to determine the financial performance of companies by using the EVA (economic value-added) method in the oil and gas subsector companies listed on the ISSI (Indonesian Sharia Stock Index) in period 2013-2017. The calculation of EVA value of a company is preceded by determining the value of Net Operating Profit After Tax (NOPAT), Weighted Average Cost of Capital (WACC), capital charges (CC), and invested capital (IC) from data that has been collected in the secondary sources. Four companies in oil and gas mining subsector listed on the Indonesia Sharia Stock Index (ISSI) were analyzed in this research. The results showed that two companies have positive EVA, while rest of two companies have positive and negatif EVA in certain years. A positive EVA means that there is an economic added-value to the company.</em>

scholarly journals Exploring the Linkages Between Deming’s Principle, World-Class Company, Operational Excellence, and Company Performance in an Oil and Gas Industry Setting

2005 ◽  
Vol 7 (2) ◽  
pp. 205 ◽  
Author(s):  
Wakhid Slamet Ciptono
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Equation Modeling ◽  
Company Performance ◽  
Effective Response ◽  
Gas Industry ◽  
Positive Effects ◽  
World Class ◽  
Operational Excellence ◽  
Monetary Gain

This study explores the linkages between Deming’s Principle, World-Class Company, Operational Excellence, and Company Performance in the Indonesia’s oil and gas industry. The aim of this study is to examine the causal relationships model between the Deming’s Principle (DP), World-Class Company (WCC), Operational Excellence (OE), and Company Performance (Monetary Gain Performance or MGP and Value Gain Performance or VGP). The author used 140 strategic business units (SBUs) in 49 oil and gas companies in Indonesia. The survey was administered to every level of management at each SBU (Top, Middle, and Low Level Management). A multiple informant sampling unit is used to ensure a balanced view of the relationships between the research constructs, and to collect data from the most informed respondents on different levels of management. A total of 1,332 individual usable questionnaires were returned thus qualified for analysis, representing an effective response rate of 50.19 percent. Path analysis and structural equation modeling (SEM) are used to analyze the effect of Deming’s principle on company performance and to investigate the interrelationships between Deming’s principle, world-class company, operational excellence, and company performance. The results show that Deming’s Principle has significant positive and indirect effect on company performance (monetary gain performance and value gain performance). Although the Deming’s Principle has no significant direct effects on company performance, the Deming’s Principle has significant positive effects on the intervening variables (world-class company and operational excellence). The result also shows that a complete model fit and the acceptable parameter level that indicate the overall parameter are good fit between the hypothesized model and the observed data. By concentrating on a single industry (oil and gas), SEM specification of the causal relationship model between five constructs can be more complete and specific because unique characteristics of the oil and gas industry can be included (upstream and downstream chain activities). Finally, the particular design of the research and the findings suggest that the structural model of the study has a great potential for replication to manufacturing as well as service operations.

Intangibles and performance in oil and gas industry

2019 ◽  
Vol 57 (5) ◽  
pp. 1267-1285 ◽  
Author(s):  
Vladimir Dženopoljac ◽  
Shahnawaz Muhammed ◽  
Stevo Janošević
Keyword(s):  
Oil And Gas ◽  
Corporate Performance ◽  
Panel Data Analysis ◽  
Market Performance ◽  
Oil And Gas Industry ◽  
Company Performance ◽  
Content Type ◽  
Oil And Gas Companies ◽  
The Impact ◽  
Oil And Gas Sector

Purpose The purpose of this paper is to assess the extent to which financial and market performance of companies in the oil and gas sector can be attributed to the value of their intangibles. Design/methodology/approach The research utilized publicly available data on global oil and gas companies from 2000 to 2015. Panel data analysis was used to assess the relationship between intangibles (measured by Calculated Intangible Value (CIV)) and financial and market performance of these companies. Findings Results show that intangibles had a significant impact on firm performance in multiple financial measures. Firms’ intangibles also influence their market capitalization, indicating that the financial markets discount such information in their pricing. Research limitations/implications Although the impact of intangibles on corporate performance is found to be significant, the size of that impact is small, suggesting that significant increase in the size of intangibles would only lead to a modest increase in corporate performance. Additionally, the research sample was limited to the top oil and gas firms listed in the Fortune 2000 global list and limits the generalization of the findings. Despite these limitations, the research provides greater confidence in using CIV to assess intangibles in organizations. Practical implications This research highlights the importance and ways of measurement of intangibles for managers in oil and gas companies and its significance for their firms’ performance. Originality/value The paper fills the gap in the literature in the assessment of intangibles in the oil and gas sector, as well as in the assessment of using CIV to measure the impact of intangibles on company performance.

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