Global Energy Company Research Articles

ChevronTexaco Corp.

Mergent's Dividend AchieversVolume 2, Issue 2 p. 52-52 U.S. Company Report ChevronTexaco Corp.† First published: 22 April 2005 https://doi.org/10.1002/div.2223 † Contact: : David J. O'Reilly — Chmn., C.E.O. Address: : 6001 Bollinger Canyon Road, San Ramon, CA 94583-2324 Web Site: : www.chevrontexaco.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Oil and Gas (MIC: 14.2 SIC: 911 NAIC: 24110) ChevronTexaco is a global energy company engaged in fully integrated petroleum operations, chemicals operations and coal mining activities. Co. also holds investments in power generation and gasification businesses. Petroleum operations consist of exploring for, developing and producing crude oil and natural gas; refining crude oil into finished petroleum products; marketing crude oil, natural gas and the many products derived from petroleum; and transporting crude oil, natural gas and petroleum products. As of Dec 31 2003, net proved reserves of natural gas were 20,191 billion cubic feet and net proved reserves of crude oil, condensate and natural gas liquids totaled 8,599 million barrels. Volume2, Issue2Spring 2005Pages 52-52 RelatedInformation

ChevronTexaco Corp.

AbstractOil and Gas (MIC: 14.2 SIC: 2911 NAIC:324110)ChevronTexaco is a global energy company engaged in fully integrated petroleum operations, chemicals operations and coal mining activities. Co. also holds investments in power generation and gasification businesses. Petroleum operations consist of exploring for, developing and producing crude oil and natural gas; refining crude oil into finished petroleum products; marketing crude oil, natural gas and the many products derived from petroleum; and transporting crude oil, natural gas and petroleum products. As of Dec 31 2003, net proved reserves of natural gas were 20,191 billion cubic feet and net proved reserves of crude oil, condensate and natural gas liquids totaled 8,599 million barrels.

Project Management Strategy—project management represented as a process based set of management domains and the consequences for project management strategy

Project Management is not as consistently effective as it ought to be. If we re-examine some of the examples of failures or poor performance we can see that the causes often originated in poor management particularly at the front-end during strategy formulation, rather than poor downstream execution. Yet most of the project management literature concentrates on the execution tools and techniques rather than the effective development and deployment of project management strategy within a total process concept. An initial process model of project management was presented at the IPMA 15th World Congress in May 2000. This paper reports on further research, developing the model and its deployment, to place project management and project management strategy in the context of business development. Adding value to the business and leading to a reappraisal of the role of project managers in a global energy company.

The globalisation of Russian energy companies: a way out of the financial crisis?

This paper analyses the emergence of global energy companies in Russia. Within the framework of the history and rules of privatisation, the unfavourable investment climate, and the distortions of the internal Russian market, a dual structure of the Russian energy sector developed. Economic survival at present is strongly linked with internationalisation of business activities for one group of companies, while the second group of companies remains trapped in restructuring of assets and loans and reorganisation of ownership. The members of the first group are on their way to becoming Western style energy companies with strategies similar to those of their international counterparts. Case study evidence is provided on Lukoil, Gazprom and the power industry. The success of Russian global energy companies will have consequences for international competition, particularly in Eastern Europe and Russia.

Leveraging Knowledge: Transferring Energy Services To New Markets

ABSTRACT In newly competitive energy markets long-term customer commitments will be sought and gained from value-added energy services. The concept of selling energy services rather than a regulated commodity is part of an emergent “sustainable development” paradigm which requires transformation of corporate and consumer cultures. Information systems and knowledge management will be central to transferring new energy services concepts and capabilities. Global energy companies will accelerate change as they create collaborations which deploy their information through technology-based knowledge management systems.

Leveraging Knowledge: Transferring Energy Services To New Markets

ABSTRACT In newly competitive energy markets long-term customer commitments will be sought and gained from value-added energy services. The concept of selling energy services rather than a regulated commodity is part of an emergent “sustainable development” paradigm which requires transformation of corporate and consumer cultures. Information systems and knowledge management will be central to transferring new energy services concepts and capabilities. Global energy companies will accelerate change as they create collaborations which deploy their information through technology-based knowledge management systems.