National oil company monitor series - Ernst & Young - United States

Select from the individual articles below to learn about the dynamic shifts taking place with international oil and gas companies (IOCs) and national oil companies (NOCs) across the globe:

National oil company monitor Q2 2009
The economic slowdown is producing alliances between countries with plentiful oil reserves and those that are dependent on them. In these mutually beneficial arrangements, importing countries are offering financial and technical expertise to the oil-producing nations in exchange for future energy. How long will this last? Don’t miss our targeted insights (pdf, 7mb).

National oil company monitor Q1 2009
The global economic downturn may have created challenges for oil and gas companies, but new acquisition opportunities have surfaced for cash-rich players. Notably, there is a fresh opportunity for IOCs to partner with NOCs on a long-term sustainable basis. Will the new economic environment lead to a renewed interest in foreign involvement (pdf, 751K) and possibly investment by hydrocarbon resource-holding governments? We offer our perspective.

National oil company monitor 2008, Volume III
The instability in the global financial system has brought on a host of challenges, including the drop in oil prices and the need for oil companies to maintain investment through the credit crisis to prevent a supply crunch. Still, the long-term industry fundamentals remain favorable and opportunities exist for well-capitalized companies. Discover what’s driving the strategic business plans of NOCs (pdf, 735K) around the world.

Partnership in the oil & gas sector: new models, new agendas
As the balance of supply and demand shifts, the benefits of partnership between NOCs, IOCs, and service companies become more compelling. A report from Ernst & Young in the UK covers the history of cooperation among these players and what’s influencing partnerships today (pdf, 604K). See also key success factors to consider throughout the partnership lifecycle.

National oil company monitor 2008, Vol. I
New models of partnership are developing between IOCs and NOCs (pdf, 1.8M), with NOCs adopting different strategies to increase their geographical footprint. Learn about how NOCs of energy import dependent countries are adopting more aggressive foreign expansion plans. Improved accountability and transparency, regulatory compliance and corporate governance will be key success factors for internationalizing NOCs to gain access to new markets, says Rob Jessen.

National oil company monitor 2008, Vol. II
NOCs are not only becoming more international in nature, but also more integrated, investing in refining and petrochemicals both at home and abroad. In this edition, we explore the most common strategic drivers of the pursuit of an increased downstream presence by NOCs (pdf, 2.7M), examine new foreign partnerships and alliances, and analyze government policy developments taking place across the globe. Learn more.

Are national oil companies the new international oil companies?
The “national” label for national oil companies (NOC) is becoming less of a definer and the “international” tag is no longer the preserve of international oil companies (IOCs). As the once-held distinction between NOCs and IOCs are becoming more blurred (pdf, 532K), the dynamics of the global oil industry is shifting. Learn more about how NOCs are becoming increasingly integrated and international in scope.

What is next for international oil companies?
Increasing resource nationalism among national oil companies (NOCs) is reducing the opportunities available to the international oil companies (IOCs). IOCs are facing a major challenge (pdf, 520K): convincing NOCS and host governments that they provide value beyond finding and producing oil and gas. The question now remains; what is next for international oil companies? Find out more.