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  • EY - The Norwegian oil field services analysis 2013 - EY - Norway
    Products Paper and Packaging Transport shipping og offshore Tjenester Rådgivning Advisory About Advisory Services Performance Improvement Risk IT Advisory for Financial Services Revisjon Assurance Om Revisjon Assurance Regnskapsrapportering Climate Change and Sustainability Services Rådgivningstjenester Finansiell Rapportering Finansiell Revisjon Gransking og forebyggende tjenester Skatt avgift og forretningsjus Om Skatt avgift og forretningsjus Skatterådgivning Internasjonal skatterådgvining Cross border Tax Advisory Internasjonal handel Forretningsjus Global Compliance og rapportering Human Capital Personbeskatning Skatteregnskap Tax Performance Advisory Tax Policy and Controversy Transaksjonsrådgivning skatt og avgift Interprising Merverdiavgift og annen indirekte skatt Strategic Growth Markets Transaksjoner Om Transaction Advisory Services Lead Advisory Restrukturering Divestiture Advisory Services Operational Transaction Services Transaksjonsrådgivning finansiell Transaksjonsrådgivning skatt og avgift Verdsettelse og modellering Spesialtjenester Climate Change and Sustainability Services Global Business Network Insourcing Services Karriere Student Vår identitet Dine muligheter Din utvikling Din hverdag Bli en del av EY Erfarne Advisory Assurance Tax Transactions Bransjer Support Services Vår identitet Dine muligheter Din hverdag Bli en del av EY Hjem Bransjer Olje og gass The Norwegian oil field services analysis 2013 The Norwegian oil field services analysis 2013 Navigasjon Oil Gas Publications and newsletters Our events Share Recent headlines have indicated an increasing challenging environment for the oilfield service industry in Norway In the 2013 edition of The Norwegian Oilfield Service Analysis EY offers an in depth study of the actual situation and development of the oilfield service industry in Norway based on actual performance of the 814 companies covered from 2008 and up to and including 2013 The report highlights the development and dynamics of the industry and includes key statistics on the size and development of the industry As such the report is of great value in understanding the competitive position for players in this industry over the course of the last 6 years The report points on the strong

    Original URL path: http://www.ey.com/NO/no/Industries/Oil---Gas/EY-The-Norwegian-oil-field-services-analysis-2013 (2016-02-10)
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  • Business pulse: oil and gas - Overview - EY - Global
    Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Oil Gas Business pulse oil and gas Business pulse oil and gas Inside Business pulse oil and gas Interaction with governments and regulatory bodies Core business focus and counterparty risk management The pace of technological change Emerging challenges Share How can you be confident your company is well placed to meet the risks and challenges currently on the horizon And how can you know that opportunities aren t passing you by This report will help you answer both of these questions It explores the top 10 risks and opportunities in the global oil and gas sector in 2013 and looking ahead to 2015 This report takes the pulse of current thinking insights and expectations from industry executives and EY specialists The purpose of this report is to provoke discussion and debate about how your company is meeting today s and tomorrow s challenges and opportunities Are the items on the global lists similar to those you are monitoring The risk and opportunity radar is a device that allows us to present a snapshot of the top 10 risks and opportunities for global businesses The risks and opportunities at the

    Original URL path: http://www.ey.com/GL/en/Industries/Oil---Gas/Business-pulse--oil-and-gas---Overview (2016-02-10)
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  • EY - Working capital management in the oil and gas industry - EY - Global
    Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Oil Gas Cash in the barrel 2014 Cash in the barrel 2014 Working capital management in the oil and gas industry Inside Working capital management in the oil and gas industry Working capital performance deteriorated in 2013 Working capital results by segment Working capital performance by segment Driving working capital excellence Share The working capital WC performance of global oil and gas companies in 2013 deteriorated from 2012 with cash to cash C2C increasing by 2 This outcome contrasts with the one reported in the previous year when C2C dropped by 3 Despite the setback last year the oil and gas industry as a whole still reported an overall drop of 4 in its C2C between 2007 and 2013 Oil and gas companies have been focusing much more rigorously on cash and WC management in an effort to grow their returns on capital and deliver sufficient cash flow to cover investments and dividends Most significant WC initiatives have included Implementing more effective management of payment terms and tightening up controls around contracts with partners customers and suppliers Further streamlining of supply chains Better management of procurement Improved coordination between engineering manufacturing and field support functions and processes Closer collaboration with each of the participants in the value chain More active management of the trade offs between cash cost

    Original URL path: http://www.ey.com/GL/en/Industries/Oil---Gas/EY-cash-in-the-barrel-2014 (2016-02-10)
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  • The emergence of Canadian gas divestments - EY - Canada
    Valuation Business Modelling Specialty Services Business Immigration Law Services China Overseas Investment Network Climate Change and Sustainability Services French Business Network Global Business Network Language Translation and Communication Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Experienced Advisory Assurance Tax Transactions Industries Support Services The EY difference Your development Life at EY Joining EY Alumni Home Industries Oil Gas The emergence of Canadian gas divestments The emergence of Canadian gas divestments Challenges and success factors Contents Executive summary Canadian divestments Challenges Considerations The EY divestment approach Conclusion Share Over the last two years we ve seen a marked increase in the number of gas divestments taking place in Canada s oil and gas sector A number of forces are driving companies to shed assets and rethink their business strategies and portfolio management approach Driving these decisions are uncertain natural gas prices sustained high oil prices an increase in North American gas production reduced gas demand from the US and market access challenges Figure A The majority of analysts agree that North American natural gas prices will continue to remain flat ver the next several years Henry Hub natural gas prices have hovered around 4 mmbtu with the exception of an increase during January March due to cold weather across North America The forward curve for AECO the Alberta gas trading benchmark for gas delivered within Alberta remains in the 3 50 4 00 range with no real signifiant gains even in the high price scenario The massive gas resource base driven mainly by the shale gas revolution unfolding in North America is in part responsible for creating this downward pressure on gas prices Increased well productivity in major plays across the continent is contributing to abundant gas supplies across North America Marcellus

    Original URL path: http://www.ey.com/CA/en/Industries/Oil---Gas/The-emergence-of-Canadian-gas-divestments (2016-02-10)
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  • Financing the future energy landscape - EY - Global
    Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Oil Gas Financing the future energy landscape Financing the future energy landscape Key findings Inside Key findings Regional differences in private equity for oil and gas Industry subsectors and energy alternatives Share The oil and gas industry is experiencing major capital investment with US 700 billion slated for projects under development An estimated three quarters of these ventures will cost more than US 1 billion illustrating how today s projects are the largest and most technically challenging ever undertaken Mergermarket on behalf of EY surveyed 100 global PE executives to better understand this transformational period in the oil and gas industry The main drivers of PE activity in the oil and gas industry Given the current market it s not surprising a majority of respondents 55 cite capital requirements as the principal driver for PE involvement in oil and gas The availability of financing is another significant factor with 41 of

    Original URL path: http://www.ey.com/GL/en/Industries/Oil---Gas/Financing-the-future-energy-landscape---Key-findings (2016-02-10)
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  • EY at the World Petroleum Congress - EY - Global
    and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Oil Gas EY at the World Petroleum Congress Funding challenges in the oil and gas sector Share The following is an excerpt from our accepted abstract Oil and gas industry faces a major funding challenge by Andy Brogan EY s Global Oil Gas Transactions Advisory Leader Oil and gas industry faces a major funding challenge The oil and gas industry has been experiencing a period of major investment with upstream spending topping 700 billion in 2013 This record level of investment is set against a backdrop over the next 20 years to finance its contribution to the world s future energy needs Despite the industry s immense appetite for capital compared to other capital intensive industries it has been relatively conservative when it comes to financial structuring Oil and gas fund raising Source ThomsonONE In addition to traditional sources of capital more creative financing techniques and new sources of finance will help to ensure that sufficient and efficient funding is available to finance projects in the future In response to heightened political and economic instability companies have begun

    Original URL path: http://www.ey.com/GL/en/Industries/Oil---Gas/EY-at-the-World-Petroleum-Congress-Funding-challenges-in-the-oil-and-gas-sector (2016-02-10)
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  • EY Global Corporate Divestment Study - Oil and gas watch - EY - Global
    watch Power and utilities watch Technology watch About the study The 2014 EY Global Corporate Divestment Study analyzes leading portfolio review and divestment strategies and provides insights around a central thesis strategic portfolio management leads to improved divestment outcomes Results are based on 720 interviews with corporate executives surveyed over September and October 2013 by FT Remark the research and publishing arm of the Financial Times Group The survey includes executives from the Americas Asia Pacific Europe the Middle East and Africa EY OilGas Share Focus on capital allocation leads to robust deal making Capital allocation is paramount for oil and gas companies that have to make long term investment decisions against a global backdrop of fluctuating commodity prices shifting energy politics and both changes in supply and demand and the wider capital markets Companies are constantly assessing what geographies asset types and areas of the value chain offer the best opportunities This is reflected in robust levels of M A activity Q Over the past year what structures transactions has your executive board reviewed with respect to a divestment or spin off Embrace technological change Evolving technology has become a major consideration in the portfolio review process Nearly a third 32 of executives say technological change has completely or significantly changed their core strategy with a further 37 saying their strategy has changed somewhat The successful application of horizontal drilling and hydraulic fracturing technologies for example has transformed the US energy market The US has moved from major importer to potential exporter of natural gas in less than a decade The impact of these technologies has seen oil field service companies base M A strategies on securing a competitive advantage in new technology Overcome two key challenges Oil and gas companies undertaking strategic divestment identified two challenges to overcome Pricing gaps between buyers and sellers Access to capital A third of oil and gas executives see value disparity between vendor and buyer as the main obstacle to completing a divestment Commodity price is a key factor in this and natural gas prices in particular continue to have wide regional variations However oil prices have been trading in a narrow band close to US 100 during the last 18 months a level of pricing stability that the industry has not seen for 15 years For 29 of executives buyer access to capital is the greatest challenge when divesting an asset Increasing capital markets activity could see buyers with good balance sheets expand acquisition activity possibly exploiting the competitive advantage over less well funded peers The IPO window reopening has also provided a credible alternative to divestment A strong focus on portfolio management and long term strategy remains crucial as companies in the oil and gas sector determine which non core businesses or assets to divest Case study Americas based oil and gas company There are few industries that have undergone as much dramatic change as the oil and gas sector says the Chief Financial Officer of an Americas based company

    Original URL path: http://www.ey.com/GL/en/Services/Transactions/EY-global-corporate-divestment-study-oil-and-gas-watch (2016-02-10)
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  • EY - Portfolio management in oil and gas - EY - Global
    Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Oil Gas Portfolio management in oil and gas Portfolio management in oil and gas Inside Portfolio management in oil and gas Optionality in oil and gas How EY can help Share Today s volatile oil and gas market has resulted in decreased prices Companies need to respond to the changing landscape flexibly proactively and competitively by incorporating and preserving optionality in their portfolios Over the last several years unprecedented events including geopolitical upheaval and significant technological advances have significantly altered oil and gas activity across the board At the same time many projects have struggled to get sanctioned or are still a long way from achieving full production Amid all these factors it is very difficult to predict the future state of the industry making it even more important to have a flexible portfolio Price volatility is likely to move to the top of the risk agenda in 2015 Companies that are strong financially and able to readjust their business portfolio are more likely to weather the storm and thrive in any price environment What does optionality really mean for oil and gas companies Simply put a company has optionality if it can quickly effectively and efficiently shift its focus from underperforming businesses assets and projects to better performing ones that fit with its current strategy and enhance the overall value of the portfolio Leveraging optionality through active portfolio management Active business and portfolio management is a critical link connecting corporate strategy capital allocation portfolio management and project implementation Frequent and effective reviews help companies identify possible symptoms of portfolio inertia early and correct them before they significantly hinder business performance Five step approach for managing portfolio Connect with us Stay connected with us through social media email alerts or webcasts Or download our EY Insights app for mobile devices Video Portfolio management in oil and gas EY s Andy Brogan discusses the challenges and opportunities within portfolio management and how EY can help Contact us Contact the Global Oil Gas Center Press Release Oil and gas needs focused portfolio management to address decade long decline in return on capital Related content

    Original URL path: http://www.ey.com/GL/en/Industries/Oil---Gas/EY-portfolio-management-in-oil-and-gas (2016-02-10)
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