NWO Website Exposes Official List of Companies Involved

The World Economic Forum

 http://www.weforum.org/world-economic-forum

  • is an International Institution committed to improving the state of the world through public-private cooperation.
  • engages political, business, academic and other leaders of society in collaborative efforts to shape global, regional and industry agendas.  Together with other stakeholders, it works to define challenges, solutions and actions, always in the spirit of global citizenship.
  • serves and builds sustained communities through an integrated concept of high-level meetings, research networks, task forces and digital collaboration.
  • delivers unique value to its Partners, Members and Constituents through its Annual and Regional Meetings, its Centres dedicated to global, regional, and industry issues, its future-oriented communities of New Champions, its expert networks of Global Agenda Councils, its TopLink knowledge and interaction platform and the Forum Academy.
  • was established in 1971 as a not-for-profit Foundation and is headquartered in Geneva, Switzerland. It is independent, impartial and not tied to any special interests, working in close cooperation with all major international organisations.
  • strives in all its efforts to demonstrate entrepreneurship in the global public interest while upholding the highest standards of governance. Moral and intellectual integrity is at the heart of everything it does.
  • Read the Annual Report 2013 – 14 here.
Professor Klaus Schwab
Professor Klaus Schwab, Founder and Executive Chairman

From our Founder 

“We live in a fast-moving, highly interconnected world, and our existing systems, structures and formal institutions no longer suffice. Pressing global problems can arise quickly and without warning. At the same time, new and unprecedented opportunities for global growth and positive change are emerging and must be harnessed for the future of humanity.

Barriers between political, economic and social issues have dissolved. The new reality of our networked society is that global, regional and industry developments are completely intertwined. Technological revolutions are changing the context for decision-making and disrupting our conventional decision-making processes.

Today, to address these issues, the world needs a level of global cooperation that is increasingly difficult to attain, precisely due to the growing complexities and interdependencies in the world.

The Forum’s experience since its foundation in 1971 shows there are few issues that cannot be adequately progressed by convening the most relevant actors from all sectors – business, government and civil society – in a high-level, informal environment of trust. Among international institutions, the Forum is an impartial platform for transforming dialogue into insights, insights into agendas, and agendas into action. This provides the practical basis for our mission: to improve the state of the world by serving as a trusted partner of all the stakeholders of global society as they embark upon transformation processes in response to the profound economic, social and political changes sweeping our world.

I encourage you to download our Institutional brochure, which explains in greater depth how we are organized as a community of communities to generate interaction, insight and impact from our activities.”

Leadership and Governance

The World Economic Forum is governed by its Foundation Board. The Foundation Board is the guardian of our mission, values and brand. It is responsible for inspiring business and public confidence in the Forum through an exemplary standard of governance. Individuals with unique leadership experience – from business, politics, academia and civil society – participate for three years in the Board’s activities. The Board’s role includes: managing the statutes of the World Economic Forum and its institutions; appointing new members; reviewing fund applications; determining and monitoring the execution of the World Economic Forum’s strategies; and defining the roles of the Managing Board and committees, including the review of strategies and activities in light of the Forum’s mission.

Foundation Board Members

  • Patrick Aebischer photo
  • Mukesh D. Ambani photo
  • Peter Brabeck-Letmathe photo
  • Mark J. Carney photo
  • Victor L. L. Chu photo
  • Orit Gadiesh photo
  • Carlos Ghosn photo
  • Herman Gref photo
  • Angel Gurría photo
  • Jim Hagemann Snabe photo
  • Susan Hockfield photo
  • Donald Kaberuka photo
  • Klaus Kleinfeld photo
  • Christine Lagarde photo
  • Peter Maurer photo
  • Luis Alberto Moreno photo
  • Indra Nooyi photo
  • H.M. Queen Rania Al Abdullah of the Hashemite Kingdom of Jordan photo
  • Peter Sands photo
  • Joe Schoendorf photo
  • Klaus Schwab photo
  • Heizo Takenaka photo
  • George Yeo photo
  • Jack Ma Yun photo
  •  Min Zhu photo

 

The Forum’s activities are managed by its executive leadership. Led by Founder and Executive Chairman Professor Klaus Schwab, the leadership and staff of the Forum comprise exceptional individuals from all walks of life and over 60 nationalities. This global depth and experience ensures our ability to fully support our global membership and their engagement on global issues.

Chairman

Klaus Schwab photo

Klaus Schwab

Founder, Executive Chairman

Management Committee

David Aikman photoDavid Aikman Head of New Champions
Jennifer Blanke photoJennifer Blanke Chief Economist
Espen Barth Eide photoEspen Barth Eide Head of the Centre for Global Strategies, Member of the Managing Board
Paolo Gallo photoPaolo Gallo Chief Human Resources Officer
Julien Gattoni photoJulien Gattoni Chief Financial Officer
W. Lee Howell photoW. Lee Howell Head of Global Programming, Member of the Managing Board
Jeremy Jurgens photoJeremy Jurgens Chief Information and Interaction Officer
Helena Leurent photoHelena Leurent Head of Business Engagement
Adrian Monck photoAdrian Monck Head of Public Engagement
Gilbert J. B. Probst photoGilbert J. B. Probst Dean, Leadership Office and Academic Affairs
Philipp Rösler photoPhilipp Rösler Head of the Centre for Regional Strategies, Member of the Managing Board
Richard Samans photoRichard Samans Head of the Centre for the Global Agenda,
Member of the Managing Board
Jim Hagemann Snabe photoJim Hagemann Snabe Chairman, Centre for Global Industries
Murat Sonmez photoMurat Sonmez Chief Business Officer, Member of the Managing Board
Jean-Luc Vez photoJean-Luc Vez Head of Security Policy and Security Affairs
Dominic Kailash Nath Waughray photoDominic Kailash Nath Waughray Head of Public-Private Partnerships
Alois Zwinggi photoAlois Zwinggi Head of Operations and Resources, Member of the Managing Board

 

Strategic Partners

A

Y

Z

Industry Partner Groups

Z

Regional Partners

A

  • Abdul Latif Jameel Co.,
  • Aflac Japan,
  • African Development Bank Group,
  • African Rainbow Minerals,
  • AirAsia,
  • Al Dabbagh Group,
  • Al Dahra Holding,
  • Alghanim Industries,
  • Alshaya Group,
  • Apollo Tyres Ltd,
  • averda,
  • Axiata Group Berhad,

B

  • Bajaj Auto,
  • Bank Mandiri,
  • Barclays Africa Group Limited,
  • BNP Paribas,
  • Burgan Bank,

C

  • Capital Bank,
  • Comision Federal de Electricidad,
  • Crescent Enterprises,
  • Crescent Petroleum,

D

  • Dana Gas,
  • Development Bank of Southern Africa,

E

  • Ecobank Transnational,
  • Emirates NBD,
  • European Bank for Reconstruction and Development,
  • European Investment Bank,

F

  • First Bank of Nigeria,
  • FirstRand,
  • Flour Mills of Nigeria,

G

  • Gentera,
  • GMR Group,
  • Goldcorp Inc.,
  • Greenberg Traurig,
  • Grupa Azoty,
  • Grupo Lauman,

H

  • Habboush Group,
  • Habib Bank,
  • Hikma Pharmaceuticals,
  • Hindustan Powerprojects Pvt.,

I

  • Industrial Development Corporation of South Africa,
  • Intercorp,
  • Interprotección,
  • Investec,

K

  • KIO Networks,
  • Kirin Holdings,

L

  • Lippo Group,
  • Lulu Group International,

M

  • Majid Al Futtaim Holding,
  • Mitsubishi Heavy Industries,
  • Mizuho Financial Group,
  • MMI Holdings Limited,

N

  • Naspers,
  • Nigeria LNG Limited,

O

  • Oando,
  • OAO Tatneft,
  • OHL México, S.A.B. DE C.V.,
  • OJSC “Bank Otrkritie Financial Corporation,
  • OJSC Mining&Metallurgical Company “Norilsk Nickel,
  • The Olayan Group,
  • Omnilife-Angelíssima Group,
  • Ooredoo Group,
  • Orrick, Herrington & Sutcliffe,
  • Overseas Infrastructure Alliance,

P

  • PAIPED,
  • Palestine Telecommunications Company,
  • PPF a.s.,

Q

  • Qalaa Holdings

R

  • Rajesh Wadhawan Group,
  • RDIF Management Company ,
  • RGE Pte Ltd,
  • RMZ Corp.,

S

  • Samruk-Kazyna,
  • San Miguel Corporation,
  • SapuraKencana Petroleum Berhad,
  • Sasol,
  • Saudi Telecom,
  • SBI Holdings,
  • Seplat Petroleum Development Company,
  • SICPA Holding,
  • Sinar Mas, Agribusiness & Food,
  • SM Investments Corporation,
  • SMFG,
  • The Standard Bank Group Limited,

T

  • Telkom,
  • Tokio Marine Holdings,
  • Transnet SOC Ltd,

U

  • United Phosphorus

V

  • Vision 3,
  • Visy Industries Pty ,
  • VPS Healthcare,

W

  • Wilmar International Limited

Y

  • YTL Corporation Berhard

Petrobras

From Wikipedia, the free encyclopedia
Not to be confused with Malaysian gas company Petronas.
Petróleo Brasileiro S.A.
Type Sociedade Anônima
Traded as
Industry Oil and gas
Founded 3 October 1953 (61 years)
Headquarters Rio de Janeiro, RJ, Brazil
Area served Worldwide
Key people Maria das Graças Foster (CEO)[1][2]
Almir Guilherme Barbassa (CFO)
Products Petroleum and its derivatives,natural gas, lubricant,petrochemical, fertilizer, biofuel
Revenue Increase US$ 130.0 billion (2013)[3]
Net income Increase US$ 10.0 billion (2013)[3]
Owners Brazilian Government (64 percent)[4]
Employees 80,497 (2010)[3]
Subsidiaries Petrobras Distribuidora, Transpetro,Petrobras Argentina, Braskemamong others.[5]
Website www.petrobras.com/en

Petróleo Brasileiro S.A. or Petrobras (Portuguese pronunciation: [ˌpɛtɾoˈbɾas]) is a semi-public[6] Brazilianmultinational energy corporation headquartered in Rio de Janeiro, Brazil. It is the largest company in the Southern Hemisphere by market capitalization and the largest in Latin America measured by 2011 revenues.[7][8][9]

Petrobras was founded in 1953. While the company ceased to be Brazil’s legal monopolist in the oil industry in 1997, it remains a significant oil producer, with output of more than 2 million barrels (320,000 m3) of oil equivalent per day. The company owns oil refineries, oil tankers, and is a major distributor of oil products. Petrobras is a world leader in development of advanced technology from deep-water and ultra-deep water oil production.[10][11]

In September 2010, Petrobras conducted the largest share sale in history, when US$72.8 billion worth of shares in the company were sold on the BM&F Bovespa stock exchange.[12][13] Upon the sale, Petrobras immediately became the fourth-largest company in the world measured by market capitalisation.[13][14][

Overview

Petrobras headquarters in downtown Rio de Janeiro.

Petrobras controls significant oil and energy assets in 18 countries in Africa, North America, South America, Europe, and Asia. These holdings as well as properties in Brazil give it total assets of $137.3 billion (2012). Petrobras is Latin America’s largest company with 2008 sales of $118.3 billion, according to a ranking from Latin Business Chronicle over Latin America’s Top 500 Companies. The Brazilian government directly owns 54 percent of Petrobras’ common shares with voting rights, while the Brazilian Development Bank and Brazil’s Sovereign Wealth Fund (Fundo Soberano) each control 5 percent, bringing the State’s direct and indirect ownership to 64 percent.[16] The privately held shares are traded on BM&F Bovespa, where they are part of the Ibovespa index.

Petrobras began processing oil shale in 1953, developing Petrosix technology for extracting oil from oil shale. An industrial size retort began processing shale in the 1990s.[17] In 2006, Petrobras claimed that this industrial retort had a design capacity to process 260 tonnes/hour of oil shale.[18] Petrobras operated the world’s largest oil platform — the Petrobras 36 Oil Platform – until an explosion on 15 March 2001 led to its sinking on 20 March 2001. P-36 was replaced by FPSO-Brasil. In 2007, Petrobras inaugurated the Petrobras 52 Oil Platform. The 52 is the biggest Brazilian oil platform and third in the world.[19]

Petrobras is also recognized as the largest sponsor of arts, culture, and environmental protection in Brazil. Among the environmental initiatives, Petrobras is the main supporter of whale conservation and research through the Brazilian Right Whale Project[20] and the Instituto Baleia Jubarte (Brazilian Humpback Whale Institute).[21] Petrobras has been a sponsor of the Williams Formula-1 team. The company employs the H-Bio process to produce biodiesel.[22]

According to Forbes, as of April 2011, Petrobras is the 8th largest company in the world.[23]

History

Petrobras standard model for its land oil pump, popularly known as Wooden Horse (Cavalo de Pau in Portuguese) in UFRN, Natal, Brazil.

Skyscraper hosting Petrobras’ offices in Paulista Avenue, São Paulo.

Petrobras was created in 1953 during the government of Brazilian president Getúlio Vargas, with the support of both the ruling parties and the opposition alike in Congress. However, with the creation of a new government the following year, opposition from the government emerged to Petrobras.

Petrobras commenced its activities with the collection it inherited from the old National Oil Council (pt) (Conselho Nacional do Petróleo, CNP), which, however, preserved its inspection function for the sector.

The oil exploration and production operations, as well as the remaining activities connected to the oil, natural gas, and derivative sector, except for wholesale distribution and retail via service stations, were a monopoly Petrobras held from 1954 to 1997. Early on, in 1961, it was hurt by a pessimistic government report concerning oil prospects in Brazil. Two years after the report’s release, Petrobras created its research center Cenpes.

Unfortunately, only ten years later, the company’s period of growth was halted by the 1973 oil crisis. The entire country was affected, and the “Brazilian miracle”, a period of rapid growth in the economy ended. Petrobras itself nearly went bankrupt. But, then, a year later, the company discovered an oil field in Bacia de Campos. This discovery boosted its finances and helped it restructure nationwide. In 1975, Petrobras signed contracts partnering with private oil contracts concerning exploration for more oilfields in Brazil. The company was also affected by the 1979 energy crisis, but not as bad as in 1973.

During this period, Petrobras became the leader in derivative marketing in Brazil, and, thanks to the company’s performance, it was awarded the Offshore Technology Conference (OTC) in 1992, one which it was granted again in 2001.[24]

After 40 years of exploration, production, refining, and transportation of Brazil’s oil, Petrobras started to compete with other foreign and domestic companies in 1997 when the government approved Law N.9.478. This law broke Petrobras’s monopoly and allowed for competitors to develop Brazil’s oilfields. The Brazilian government also created the National Petroleum Agency (Agência Nacional do Petróleo, ANP), responsible for the regulation and supervision of activities in the petroleum industry, and the National Council of Energy Policies, a public agency responsible for the development of public energy policy. That same year, Petrobras reached the mark of producing 1 million barrels (160,000 m3) per day. The company also executed agreements with other Latin American governments and began operations outside of Brazilian domains.

In 2000, Petrobras achieved a world record for oil exploration in deep waters. The exploration reached a depth of 1,877 metres (6,158 ft) below sea level. The following year, an accident at the P-36 Platform, the world’s largest oil platform, caused it sink on March 20. Petrobras lost about 1,500 tons of oil from this one accident alone.

In 2003, commemorating its 50 years, Petrobras doubled its daily production of oil and natural gas, surpassing the mark of 2 million barrels (320,000 m3). That same year, it acquired the Argentine company Perez Companc Energía (PECOM Energía S.A.). This acquisition also included bases in Bolivia, Peru, and Paraguay. Two years later, on December 19, 2005, Petrobras announced a contract with the Japanese Nippon Alcohol Hanbai to launch a joint-venture. The project, namedBrazil-Japan Ethanol, would import ethanol from Brazil, in a bid to develop an ethanol market in Japan.

On April 21, 2006, the company started production on the P-50 oil platform, in the Albacora East Field at Campos Basin, which gave Brazil self-sufficiency in oil production.[25] The following year, the Tupi oil field in the Santos Basin was discovered. This field could possibly be the world’s largest. In 2008, Petrobras announced the discovery of the Jupiter field, off the coast of Rio de Janeiro.

The following year, Petrobras discovered what is possibly the world’s third largest oil field in the State of São Paulo. However, no evidence has been shown for this so far. In 2009, Petrobras announced a market capitalization plan to finance its future investments in ultra-deep oil exploration. The share offering in the BM&F Bovespa Stock Exchange took place in September 2010, becoming the largest market capitalization in history, with R$ 120,4 billion (US$69,97 billion) in shares issued.[26] In 2009, it also acquired Esso‘s Chilean business. Petrobras also finalized a $10 billion loan from China in return for a ten years long supply of oil (150,000 barrels (24,000 m3) a day the first year, 200,000 barrels (32,000 m3) a day the nine others).[27]

Bolivian controversy[edit]

On May 1, 2006, Bolivia’s president Evo Morales announced the nationalization of all gas and oil fields in the country. Evo Morales ordered the occupation of all fields by the Bolivian Army. Petrobras was heavily affected by the nationalization. At the time, the company’s Bolivian subsidiary had great importance in the country’s economy:[28]

  • Petrobras represented 24 percent of the Bolivian industrial taxes, 18 percent of the country’s GDP and 20 percent of the foreign investments.
  • The company operated in 46 percent of the oil reserves in Bolivia and was responsible for 75 percent of the country’s gas exports to Brazil.
  • The company invested, between 1994 and 2005, US$1.5 billion in the Bolivian economy.

The nationalization strained the relationship between Petrobras and the Bolivian government. On October 28, 2006, after a long negotiation, Petrobras and Bolivia signed an agreement, whereby the company would take 18 percent of the profits, and the Bolivian government would take the remainder.[29]

U.S spying allegations

It emerged in September 2013 that the US government had been allegedly spying on Petrobras after Organizações Globo reported the claims on national television. The information was reportedly provided by US journalist Glenn Greenwald.[30] Petrobras announced that it was investing R$21 billion over five years to improve its data security.[31]

Business

Petrobras’ most important assets are petroleum reserves in Brazil. Its oil field in the Campos Basin accounts more than 80 percent of the Brazilian oil production. The company also works on developing “green energy”, including biodiesel fuel. Petrobras recently opened its business to the ethanol fuel, facing great competition against the North American ethanol. However, investment in biofuels will represent only 1 percent of the company’s profit between 2008 and 2012.[32]

Petrobras works extensively with foreign acquisitions too, buying and controlling some of the most important energy companies in South America and exploring huge deep-water fields of West Africa and the Gulf of Mexico. Petrobras is known for its technology in deep-water exploration. The Tupi field, which could be the world’s third largest oil field (although data is still unverified), is a deep-water discovery, located in the pre-salt layer.[clarification needed]

The company began to increase profits from 2002, with the government’s heavy investments. In the first quarter of 2008, Petrobras reached the market value of US$295.6 billion, surpassing companies such as Microsoft, BP, and Chevron-Texaco, but behind ExxonMobil and General Electric. Petrobras’ market value is also larger than Industrial and Commercial Bank of China, making it the sixth largest company by market value in the world.[33]

Petrobras is involved in the following areas of business

Petrobras’ financial growth between 2002 and 2006

  • Domestic sales: Domestic sales represent the majority of the company’s profit and include the extraction and distribution of oil, natural gas, derivatives, electricity and petrochemical products;
  • Export: The main exports are not of oil extraction itself, but are related to mechanic technologies. However, it is planned that the company starts to export oil in large quantities when it begins to explore the Jupiter and the Tupi fields (see “List of recent oil field discoveries”);
  • Foreign exchange gains: The company imports natural gas from other South American countries, mostly from Bolivia. According to the Brazilian group National Petroleum Agency, Petrobras owns Brazil’s largest and most important gas pipe network, having a near monopoly of the natural gas marketed in the country.

Growth

  • Rising prices: the company profited from rising oil prices in 2007-2008.
  • Increasing demand: oil demand has increased drastically in the emergent countries, for which Petrobras exports its technologies. The BRIC countries’ (Brazil itself, Russia, India and China) growth explains this huge demand. The Brazilian self-sufficiency in Petroleum (as of May 2006) allowed the company to export small quantities of oil.
  • Political issues: despite of being nearly half privately owned, the majority of shares belong to the Brazilian government, which gives it control of the company’s finances and operations. The recent growth of the company is explained by political stability. Since 1997 the Brazilian oil market was opened to foreign investments, but Petrobras continues to be the largest oil company in the country, enjoying a near monopoly.

Oil reserves

At the 20th National Forum, it was revealed that Petrobras, with 11.7 billion barrels (1.86×109 m3) of oil, has the fourth biggest oil reserves among petrochemical companies with publicly traded shares. The figure does not include the recent discoveries in the mega-fields of Tupi, Jupiter, Carioca and Bem-te-vi.[34]

Profitability

The discovery of large reserves in Santos Basin increased its stock price by about 19 percent in one day. Petrobras is considered the most reliable Blue Chip of the Bovespa Stock Exchange.[citation needed] While the North American Crisis of 2007 decreased the value of the stocks of a great majority of STOCK MARKETS in the world, Petrobras helped hold the Bovespa’s activities steady, making it one of the least affected stock exchanges in the world by the crisis.[citation needed]

Investment grade

On 30 April 2008, Brazil received an “investment grade” rating from Standard & Poor’s, given to countries with stable and consistent growing economy. According toStandard & Poor’s, Brazil jumped from a BB+ grade to a BBB-, the minimum level any country needs to reach to receive the grade. Petrobras played a big part in the country’s growth, and the high rating would be useful in attracting foreign investments.[citation needed]

Investors often criticize the company for not increasing gasoline prices in Brazil, in spite of increasing prices in the international market. The company is having problems adapting its business to the ethanol market.[citation needed]

Devaluation

After a great advance on its stock shares (reaching 52.30 Brazilian real (R$) in Ibovespa) in May 2008,[citation needed] Petrobras faced a devaluation in the following month, its shares decreasing to R$43.90 on 19 June 2008.[35][36][37] The most probable explanation for the great fall was the lack of information about the mega-fields recently discovered by the company.[citation needed] The great instability in Wall Street‘s markets also had great weight in those results.

Petrobras’ fall also led to bad results on the entire BM&F Bovespa, as Petrobras and Vale accounted for more than 25% of BM&F Bovespa‘s trade value,[38] the devaluation of those companies’ shares led it to lose more than 6,000 points in just 25 days.

However, with the continuous decrease of oil prices, Petrobras’ stock shares fell to R$33,00 on 14 August 2008. Its market cap presented the biggest loss of value in the Americas,[citation needed] with US$93 billion (13 August 2008).

List of recent oil field discoveries

Oil platform P-51, the first 100-percent Brazilian oil platform

Petrobras doubled its success rate at drilling new wells, 2002–5.[39]

Petrobras latest Oil Discoveries
Date Basin Field API gravity
April 18, 2006 Espirito Santo Golfinho 38[40]
July 11, 2006 Santos Tupi 30[41]
March 2, 2007 Campos Caxareu 30[42]
June 8, 2007 Espirito Santo Pirambu 29[43]
September 5, 2007 Santos Tupi 27[44]
September 10, 2007 Campos Xerelete 17[45]
September 20, 2007 Santos Tupi Sul 28[46]
December 21, 2007 Santos Caramba 27[47]
January 21, 2008 Santos Jupiter Huge Gas field[48]
May 21, 2008 Santos Bem-Te-Vi 36[49]
May 29, 2008 Santos Tiro 36[49]
June 12, 2008 Santos Guará 28[50]
July 14, 2008 Espirito Santo Golfinho 27[51]
August 20, 2008 Campos Aruanã 28[52]
September 26, 2008 Santos Sidon 36[53]
November 21, 2008 Espirito Santo Jubarte 30[54]
November 25, 2008 Jequitinhonha BM-J-3 ?[55]
January 26, 2009 Santos Piracucá ?[56]
April 8, 2009 Santos Corcovado-1 ?[57]
November 16, 2009 Campos Marimbá 29[58]

Mega-fields[edit]

The company’s most important discoveries started at the end of 2007, when the first mega-field, named Tupi, was found at a depth of 5,000 meters below the sea level, the first discovery of the company in the pre-salt layer. The second discovery was announced on January 21, 2008: the new mega-field was named Jupiterand had the same size as Tupi.[59] The company revealed no more information about the field, forcing many investors to regard those facts as an “industrial secret”.

On May 21, 2008, the company announced the discovery of a third oil megafield,[60] located 250 km distant from the state of São Paulo, at a depth between 6000 and 6300 meters below sea level. The discovery was made by a consortium formed by Petrobras (66 percent of participation), Shell (20 percent) and Galp Energia(14 percent). The field’s oil reserves had an API gravity between 25 and 28.

Criticisms

According to the Brazilian economy website InfoMoney.com, North American stock companies are considering the oil mega-field discoveries suspicious. On May 24, 2008, the company’s shares fell 4 percent because of the scarce information given by Petrobras about the fields.[61]

An article written by Roberto Altenhofen Pires Pereira for InfoMoney.com said (translated from Portuguese):

Despite the incredible advance of 14 percent in Petrobras stock shares after the discovery of Tupi and Jupiter fields, the North American answer for the shares was the worst possible. Petrobras’ ADR’s — American Depositary Receipts — fell more than 4 percent in New York. It seems that the market is interpreting the discovery with mistrust. (…) Everyone knows that the potential of the fields is huge, but that stills being only a “potential”. No concrete information about the fields’ capacity has been released at any time. These are only expectations, which still face a great technological challenge to the exploration of so deep deposits, which may even make this exploration unfeasible.

Reputation

By the end of 2003, Petrobras subscribed to the United Nations Global Compact, a voluntary agreement which encompasses a set of principles regarding human rights, working conditions and the environment. The company’s growth since 2006 has made Petrobras the most profitable company in the Brazilian economy, and gave it great importance worldwide, being recognized as the eighth biggest oil exploring company in the world.[63] Since 2006 Petrobras has been listed in the Dow Jones Sustainability Index, an important reference index for environmentally and socially responsible investors. On February 25, 2008, the Spanish consultancy firmManagement and Excellence acknowledged Petrobras as the world’s most sustainable oil company.[64]

The civil society named Transparency International, which fights against global corruption, published a list on April 28, 2008 containing the names of 42 companies with high transparency levels, in which Petrobras was included.[65]

In May 2008, World Trademark Review magazine awarded[66] the Petrobras trademark team with an Industry Award for Latin American Team of the Year, a category in which Petrobras competed with Coca-Cola, Pepsico, and Procter and Gamble.[67]

Major oil spills – 1975 to 2001[68]
Date Volume (litres) Location
March 1975 6 million Guanabara Bay
October 1983 1.5 – 3 million Bertioga
February 1984 700,000 Cubatão
August 1989 690,000 São Sebastião
January 1994 350,000 – 400,000 Campos Basin
May 1994 2.7 – 3.1 million São Sebastião
March 1997 600,000 – 2.8 Guanabara Bay
October 1998 1 – 1.5 million São José dos Campos
January 2000 1.3 million Guanabara Bay
March 2000 18,000 Tramandaí
March 2000 7,250 São Sebastião
July 2000 4 million Barigui Iguaçu Rivers
August 2000 1,800 Rio Grande de Norte
August 2000 4,000 Angra dos Reis
November 2000 86,000 São Sebastião
March 2001 1.4 million Campos Basin

Global operations

Petrobras’ global oil exploration, as shown in December 2006 with a total of 243,292 BOED

Refinery in Cochabamba, Bolivia

Petrobras global operations extends over 27 countries (including Brazil). Those operations are more related to diplomatic trades than oil exploration, although the company has important fields in India, Turkey, Angola and Nigeria. The most important countries for commercial agreements are Japan, United Kingdom and China. The complete map can be seen in Petrobras official link Petrobras Worldwide.

International Associations

Petrobras is a member of the following international associations:

New Zealand

In June 2010, Petrobras was granted a five-year permit for exploration of the Raukumara Basin, off the East Cape of New Zealand.[69] April 2011 and the Orient Explorer began surveying off the east coast of New Zealand’s North Island. Greenpeace protestors, in opposition to the deal between the New Zealand government and Petrobras, attempted to halt the work by swimming in front of the survey ship.[70] Local Maori[71] felt the risk to the local waters and fish stocks, should oil be found and drilling go ahead, was too high a price and that better consultation with local people was required.[72] In 2012 Petrobras returned their exploration licences amidst their “annus horribilis“.[71]

Petrobras in popular culture

  • Petrobras maintains a high budget to fund Brazil’s cultural production, such as films, theatre plays and scholarly works. It is the largest sponsor of culture in Brazil since the 1990s.[73]
  • In the Speed Racer live-action movie, one of the cars featured is the “Green Energy”, a biodiesel fueled racing car sponsored by Petrobras.
  • Petrobras is the main sponsor of the Brazilian Série A.
  • Petrobras was a secondary sponsor for the AT&T WilliamsF1 Team from 1998 to 2008 and has resigned with Williams F1 from 2014 onwards.
  • Petrobras was a sponsor for Flamengo in Brazil from 1984 to 2009.
  • The sauropod dinosaur Petrobrasaurus is named after this company.

The Secret of the Seven Sisters

all 4 video of the secret of the seven sister are there in the link below

http://revelar777.blogspot.com/search/label/oil

On August 28, 1928, in the Scottish highlands, began the secret story of oil.

Three men had an appointment at Achnacarry Castle – a Dutchman, an American and an Englishman.

The Dutchman was Henry Deterding, a man nicknamed the Napoleon of Oil, having exploited a find in Sumatra. He joined forces with a rich ship owner and painted Shell salesman and together the two men founded Royal Dutch Shell.

The American was Walter C. Teagle and he represents the Standard Oil Company, founded by John D. Rockefeller at the age of 31 – the future Exxon. Oil wells, transport, refining and distribution of oil – everything is controlled by Standard oil.

The Englishman, Sir John Cadman, was the director of the Anglo-Persian oil Company, soon to become BP. On the initiative of a young Winston Churchill, the British government had taken a stake in BP and the Royal Navy switched its fuel from coal to oil. With fuel-hungry ships, planes and tanks, oil became “the blood of every battle”.

The new automobile industry was developing fast, and the Ford T was selling by the million. The world was thirsty for oil, and companies were waging a merciless contest but the competition was making the market unstable.

That August night, the three men decided to stop fighting and to start sharing out the world’s oil. Their vision was that production zones, transport costs, sales prices – everything would be agreed and shared. And so began a great cartel, whose purpose was to dominate the world, by controlling its oil.

Four others soon joined them, and they came to be known as the Seven Sisters – the biggest oil companies in the world.

In the first episode, we travel across the Middle East, through both time and space.

We waged the Iran-Iraq war and I say we waged it, because one country had to be used to destroy the other. As they already benefit from the oil bonanza, and they’re building up financal reserves, from time to time they have to be bled.”– Xavier Houzel, an oil trader

Throughout the region’s modern history, since the discovery of oil, the Seven Sisters have sought to control the balance of power.

They have supported monarchies in Iran and Saudi Arabia, opposed the creation of OPEC, profiting from the Iran-Iraq war, leading to the ultimate destruction of Saddam Hussein and Iraq.

The Seven Sisters were always present, and almost always came out on top.

Since that notorious meeting at Achnacarry Castle on August 28, 1928, they have never ceased to plot, to plan and to scheme.

At the end of the 1960s, the Seven Sisters, the major oil companies, controlled 85 percent of the world’s oil reserves. Today, they control just 10 percent.

New hunting grounds are therefore required, and the Sisters have turned their gaze towards Africa. With peak oil, wars in the Middle East, and the rise in crude prices, Africa is the oil companies’ new battleground.

“Everybody thought there could be oil in Sudan but nobody knew anything. It was revealed through exploration by the American company Chevron, towards the end of the 70s. And that was the beginning of the second civil war, which went on until 2002. It lasted for 19 years and cost a million and a half lives and the oil business was at the heart of it.– Gerard Prunier, a historian

But the real story, the secret story of oil, begins far from Africa.

In their bid to dominate Africa, the Sisters installed a king in Libya, a dictator in Gabon, fought the nationalisation of oil resources in Algeria, and through corruption, war and assassinations, brought Nigeria to its knees.

Oil may be flowing into the holds of huge tankers, but in Lagos, petrol shortages are chronic.

The country’s four refineries are obsolete and the continent’s main oil exporter is forced to import refined petrol – a paradox that reaps fortunes for a handful of oil companies.

Encouraged by the companies, corruption has become a system of government – some $50bn are estimated to have ‘disappeared’ out of the $350bn received since independence.

But new players have now joined the great oil game.

China, with its growing appetite for energy, has found new friends in Sudan, and the Chinese builders have moved in. Sudan’s President Omar al-Bashir is proud of his co-operation with China – a dam on the Nile, roads, and stadiums.

In order to export 500,000 barrels of oil a day from the oil fields in the South – China financed and built the Heglig pipeline connected to Port Sudan – now South Sudan’s precious oil is shipped through North Sudan to Chinese ports.

In a bid to secure oil supplies out of Libya, the US, the UK and the Seven Sisters made peace with the once shunned Colonel Muammar Gaddafi, until he was killed during the Libyan uprising of 2011, but the flow of Libyan oil remains uninterrupted.

In need of funds for rebuilding, Libya is now back to pumping more than a million barrels of oil per day. And the Sisters are happy to oblige.

In the Caucasus, the US and Russia are vying for control of the region. The great oil game is in full swing. Whoever controls the Caucasus and its roads, controls the transport of oil from the Caspian Sea.

Tbilisi, Erevan and Baku – the three capitals of the Caucasus. The oil from Baku in Azerbaijan is a strategic priority
for all the major companies.

From the fortunes of the Nobel family to the Russian revolution, to World War II, oil from the Caucasus and the Caspian has played a central role. Lenin fixated on conquering the Azeri capital Baku for its oil, as did Stalin and Hitler.

On his birthday in 1941, Adolf Hitler received a chocolate and cream birthday cake, representing a map. He chose the slice with Baku on it.

On June 22nd 1941, the armies of the Third Reich invaded Russia. The crucial battle of Stalingrad was the key to the road to the Caucasus and Baku’s oil, and would decide the outcome of the war.

Stalin told his troops: “Fighting for one’s oil is fighting for one’s freedom.”

After World War II, President Nikita Krushchev would build the Soviet empire and its Red Army with revenues from the USSR’s new-found oil reserves.

Decades later, oil would bring that empire to its knees, when Saudi Arabia and the US would conspire to open up the oil taps, flood the markets, and bring the price of oil down to $13 per barrel. Russian oligarchs would take up the oil mantle, only to be put in their place by their president, Vladimir Putin, who knows that oil is power.

The US and Putin‘s Russia would prop up despots, and exploit regional conflicts to maintain a grip on the oil fields of the Caucusus and the Caspian.

But they would not have counted on the rise of a new, strong and hungry China, with an almost limitless appetite for oil and energy. Today, the US, Russia and China contest the control of the former USSR’s fossil fuel reserves, and the supply routes. A three-handed match, with the world as spectators, between three ferocious beasts – The American eagle, the Russian bear, and the Chinese dragon.

Peak oil – the point in time at which the highest rate of oil extraction has been reached, and after which world production will start decline. Many geologists and the International Energy Agency say the world’s crude oil output reached its peak in 2006.

But while there may be less oil coming out of the ground, the demand for it is definitely on the rise.

The final episode of this series explores what happens when oil becomes more and more inaccessible, while at the same time, new powers like China and India try to fulfill their growing energy needs.

And countries like Iran, while suffering international sanctions, have welcomed these new oil buyers, who put business ahead of lectures on human rights and nuclear ambitions.

At the same time, oil-producing countries have had enough with the Seven Sisters controlling their oil assets. Nationalisation of oil reserves around the world has ushered in a new generation of oil companies all vying for a slice of the oil pie.

These are the new Seven Sisters.

Saudi Arabia’s Saudi Aramco, the largest and most sophisticated oil company in the world;

Russia’s Gazprom, a company that Russia’s President Vladimir Putin wrested away from the oligarchs;

The China National Petroleum Corporation (CNPC), which, along with its subsidiary, Petrochina, is the world’s secnd largest company in terms of market value;

The National Iranian Oil Company, which has a monopoly on exploration, extraction, transportation and exportation of crude oil in Iran – OPEC’s second largest oil producer after Saudi Arabia;

Venezuela’s PDVSA, a company the late president Hugo Chavez dismantled and rebuilt into his country’s economic engine and part of his diplomatic arsenal;

Brazil’s Petrobras, a leader in deep water oil production, that pumps out 2 million barrels of crude oil a day;

Malaysia’s Petronas – Asia’s most profitable company in 2012.

Mainly state-owned, the new Seven Sisters control a third of the world’s oil and gas production, and more than a third of the world’s reserves. The old Seven Sisters, by comparison, produce a tenth of the world’s oil, and control only three percent of the reserves.

The balance has shifted.