are realized through the acquisition of Nexen by CNOOC. As a company that has been experiencing financial difficulties‚ Nexen was more than willing to accept the US$15.1 billion all cash bid or US$27.5 per common share outstanding‚ a 61% premium on its share price as of July 20th 2012‚ by one of China’s biggest oil companies‚ CNOOC. The friendly takeover was contingent on the conditions that CNOOC will retain the current management team and employees of Nexen‚ and establish its North American headquarters
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Nexen/CNOOC company analysis Executive summary Nexen is an oil & gas exploration and production company that operates out of Calgary Alberta‚ Canada. They are a well-run‚ profitable‚ and responsible company that operates in 7 countries and does both onshore and offshore drilling for conventional oil & gas‚ shale gas‚ and oil sands. Their board of directors has recently unanimously agreed to a $15.1 billion buyout by China National Offshore Oil Company (CNOOC)‚ which is
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happened in 2011‚ Bohai Bay‚ China‚ where a China government controlled company‚ namely‚ China National Offshore Oil Company cooperates with a US-based company‚ ConocoPhillips to explore and drill oil. In the project‚ the two companies collaborating‚ the CNOOC accounts for 51% of the shares‚ and CONOCOPHILLPS accounts for 49% of it‚ whereas the minority‚ CONOCOPHILLPS‚ is responsible for conducting the real exploration and development. Unfortunately‚ in late June‚ 2011‚ some oil trace was discovered on the
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CNOOC: BUILDING A WORLD-CLASS ENERGY COMPANY CASE ANALYSIS By Becoming a world-class energy company does have its privileges and requires a significant amount of commitment from a thriving leadership team. Fu Chengyu‚ the President of China National Offshore Oil Corporation joined the company over 30 years ago at its inception. He shared his vision of having a world -class energy company‚ by improving value creation capability‚ low-carbon competiveness‚ and sustainability. After Fu Chengyu
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CNOOC ENERGY CORPORATE SOCIAL RESPONSIBILITY 1 July 1‚ 2010 Issued for Review Lohi Consulting Annie GM Rev. No. Date Revision Status Prepared Checked Approved Confidentiality Notice and Disclaimer This is an electronically controlled document‚ which has been reviewed and approved in accordance with CNOCC Energy Management System. The master approved copy is held by the Quality Department. The screen version of this document is the controlled copy at all times. When
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4 Organizational Culture and Social Responsibility 4 Organizational Strategies 5 Opportunities in the Domestic Environment 6 Overseas Acquisitions 7 Strength of Organization 9 Threat of Organization 10 Products and Services Offered by CNOOC 11 Information Technology and Control Systems 12 Organization Size and Life Cycle 13 Innovation and Change 13 Summary of Key Findings 14 Figure I 16 Figure II 17 Figure III 18 References 19 Executive Summary China National Offshore
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MONTHLY M&A INSIDER OCTOBER 2012 A MERGERMARKET REPORT ON GLOBAL M&A ACTIVITY EDITION CONTENTS GLOBAL OVERVIEW AMERICAS: LATIN AMERICA NORTH AMERICA ASIA-PACIFIC EUROPE MIDDLE EAST & AFRICA ABOUT MERRILL CORPORATION 01 09 18 29 41 52 62 MONTHLY M&A INSIDER Part of The Mergermarket Group MERGERMARKET www.mergermarket.com 80 Strand London‚ WC2R 0RL United Kingdom t: +44 (0)20 7059 6100 f: +44 (0)20 7059 6101 sales@mergermarket.com 11 West 19th Street 2nd fl. New York‚ NY
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“China and the United States are both rivals and partners in the Pacific rim economic affairs.” Discuss. For many years in the Pacific rim scenario the American leadership has always played a key role in political‚ economic‚ military and diplomatic affairs with all the countries in the region. Given the increasing economic interdependence among these states (especially due to the Southeast Asian states ’ economic growth) a desire for integration has risen. The Asia-Pacific Economic Cooperation
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Monday‚ September 10‚ 2012‚ I started Stock-Trak‚ an online portfolio game. Stock- Trak allowed me to gain hands on experience testing different investment strategies in a risk-free‚ yet realistic environment. From September 10 to November 16‚ 2012‚ I took part in one such simulation by managing an online Stock-Trak portfolio. I was given an initial amount of $100‚000 pretend cash with which to invest. All monetary decisions were at my discretion. This paper discusses my trading experience ‚ my portfolio’s
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possibility within the context of Nexen Inc‚ Canadian based oil and gas company’s operations in Yemen‚ where the author currently is employed. Firstly organisational culture will be defined and the formal and informal organisational culture of Nexen will be evaluated. The essay will then go on to consider how these cultures impact on security and will assess the importance of culture within this environment. The essay will then explore if‚ in the case of Nexen‚ cultural changes can be
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