“Market Cap $89.23 B As of May 2014
At a Glance
- Industry: Oil & Gas Operations
- Founded: 1972
- Country: Norway
- CEO: Helge Lund
- Website: www.statoilhydro.com
- Employees: 23,413
- Sales: $105.23 B
- Headquarters: Stavanger
#51 Global 2000
- #49 in Sales
- #79 in Profit
- #185 in Assets
- #87 in Market value
Statoil ASA explores, produces, transports, refines and markets petroleum and petroleum-derived products. The company operates through four segments: Development & Production Norway, Development & Production North America, Development & Production International, and Marketing Processing & Renewable Energy. The Development & Production segments, are organized based on a regional model with geographical clusters or units are responsible for the commercial development of the oil and gas portfolios within their respective geographical areas. The Marketing Processing & Renewable Energy segment is responsible for marketing and trading of oil and gas commodities, electricity and emission rights, as well as transportation, processing and manufacturing of the above mentioned commodities, operations of refineries, terminals, processing and power plants, wind parks and other activities within renewable energy. The company was founded on September 18, 1972 and is headquartered in Stavanger, Norway.“
The heritage of Statoil derives from the three major Norwegian petroleum companies Statoil, Norsk Hydro, and Saga Petroleum (the latter two merged in 1999).
Den Norske Stats Oljeselskap A/S was founded as a limited company owned by the Government of Norway on July 14, 1972 by a unanimous act passed by the Norwegian parliament Stortinget. The political motivation was Norwegian participation in the oil industry on the continental shelf and to build up Norwegian competency within the petroleum industry to establish the foundations of a domestic petroleum industry. Statoil was required to discuss important issues with the Minister of Industry, later Minister of Petroleum and Energy. Statoil was also required to submit an annual report to the parliament.
In 1973 the company started work acquiring a presence in the petrochemical industry. This resulted in the development of processing plants in Rafsnes and, in partnership withNorsk Hydro, the Mongstad plant in 1980. In 1981 the company acquired, as the first Norwegian company, operator rights on the Norwegian continental shelf on the Gullfaks field. 1987-88 saw the largest scandal in the company’s history, the Mongstad scandal that made the until then unassailable CEO Arve Johnsen withdraw.
In the 1980s Statoil decided to become a fully integrated petroleum company and started building the Statoil fuel station brand. The stations in Norway originated as Norol stations while the stations in Denmark and Sweden were purchased from Esso in 1985, while the stations in Ireland were purchased from British Petroleum in 1992 and ConocoPhilips Jet in the mid ’90s, then sold by Statoil to Topaz Oil in 2006. Statoil also built up a network of stations in part of Eastern Europe in the 1990s.
In 1991 a controversy arose between Statoil and local environmentalists, mainly from Natur og Ungdom and Friends of the Earth Norway, who protested the building of a newresearch and development centre at Rotvoll, in Trondheim, Norway, a wetlands area close to the city with significant bird life. The controversy climaxed with civil disobedience by the environmentalists, but the centre was still built.
The company was privatised and made a public limited company (allmennaksjeselskap) in 2001, becoming listed on the both the Oslo Stock Exchange and the New York Stock Exchange. At the same time it changed its name to Statoil ASA. The government retained 81,7% of the shares. Through further privatization in 2004 and 2005 the government’s share was reduced to 70,9%.
The Statoil/Horton case refers to the company’s use of bribes in Iran in 2002–2003 in an attempt to secure lucrative oil contracts in that country. This was mainly achieved by hiring the services of Horton Investments, an Iranian consultancy firm owned by Mehdi Hashemi Rafsanjani, son of former Iranian President Hashemi Rafsanjani. Horton Investments was paid $15.2 million by Statoil to influence important political figures in Iran to grant oil contracts to Statoil. The corruption scandal was uncovered by the Norwegian paper Dagens Næringsliv on September 3, 2003.
HydroIn 2007 Statoil bought a large area in the Athabasca oil sand field in Canada after purchasing North American Oil Sands Corporation for $2.2 billion. (In 2012, Statoil had 4 oil sand licences (oljesandlisensene ) as part of the Kai Kos Deh Seh project: Leismer, Corner,Hangingstone, and Thornberry.)
In 1965 Hydro joined Elf Aquitaine and six other French companies to form Petronord to perform search for oil and gas in the North Sea. Hydro soon became a large company in the North Sea petroleum industry, and also became operator of a number of fields, the first being Oseberg.
Hydro acquired in the late 1980s the Mobil service stations in Norway, Sweden, and Denmark, changing their name to Hydro. In 1995 Hydro merged its stations in Norway and Denmark with Texaco, creating the joint venture HydroTexaco. The service station chain was sold in 2006 to Reitangruppen. In 1999 Hydro acquired Norway’s third largest petroleum company Saga Petroleum, who had major upstream operations primarily in Norway and the United Kingdom. The British operations were later sold.
A merger proposal was announced in December 2006.Under the rules of the EEA the merger was approved by the European Union on May 3, 2007 and by the Norwegian Parliament on June 8, 2007. Statoil’s shareholders hold 67.3% of the new company, with Norsk Hydro shareholders owning the remaining 32.7%. The Norwegian Government, the biggest shareholder in both Statoil and Norsk Hydro, holds 67% of the company. Jens Stoltenberg, the then Norwegian Prime Minister, commented that he viewed the merger as “the start of a new era…creating a global energy company and strengthening Norway’s oil and gas industry.”
It has been noted within the analyst community that a proposal will create an entity with much more competitive strength versus its much larger European rivals, including BP, Total, and Shell, while also increasing the ability of the company to make strategic acquisitions, particularly in the Gulf of Mexico.It is the ninth largest oil company in the world, and would be the 48th largest company in the world on the current Fortune Global 500 list with a revenue of NOK 480 billion.
The company’s management team was initially to be led by President and CEO Helge Lund (who previously held the same posts at Statoil), with Eivind Reiten, the President and CEO of Hydro, acting as Chairman. However, Reiten decided to resign as chairman three days after the merger because of a possible corruption case in Hydro’s former oil division. The Vice-Chair and former Minister of Petroleum and Energy Marit Arnstad served as chairperson until 1 April 2008, when Svein Rennemo took up the post on a permanent basis after resigning as the CEO of the Norwegian oil services company Petroleum Geo-Services (PGS).
To reflect a merger of the two companies and with regards of the minor partner, Hydro, it was decided that the joint company should be given a new name. An actual new name was not decided upon at the time of the merger, and StatoilHydro was created for temporary usage only. The firm announced its intention to revert to the name Statoil ASA, and this was approved by the Annual General Meeting in May 2009. The name was changed on 2 November 2009.
The Norwegian state’s share of the company after the merge was initially 62.5%. As a parliamentary decision in 2001 said it was a goal that the government should own 67% of Statoil, it was announced that the Norwegian government intended to increase its share. In 2009, it was announced that the Norwegian government had reached its goal of obtaining 67% of Statoil’s share.
In early June 2011, Statoil ASA has divested 24.1% shares in Gassled joint venture for NOK 17.35 billion ($3.25 billion) to Solveig Gas Norway AS and still has 5% shares in the partnership.
Expansion of resources
Two large oil reserves, estimated to contain 700 million to 1.5 billion barrels of recoverable oil equivalents, were announced in 2011 and 2012. This included a new discovery in the North Sea of 500 million to 1.2 billion barrels and a find in the Havis Prospect of the Barents Sea of 200 to 300 million barrels of oil.
In 2011, Statoil bought Brigham Exploration for $4.4 Billion to gain access to its oil shale operations in North Dakota’s Bakken formation. In 2012, Statoil sent 45,000 barrels of oil per day by railroad cars from North Dakota.”
*Information from Forbes.com and Wkipedia.org
**Video published on YouTube by “Statoilasa“