| 1 |
Saudi Aramco (ARAMCO) |
*Saudi Arabia |
12.0 |
State |
- Oil and gas exploration and extraction |
- Environmental sustainability |
| - Refinement |
- Solutions in the energy field with low carbon emissions |
| - Petrochemistry |
- Strategic0investment |
| 2 |
Gazprom |
Russia |
8.3 |
State |
- Gas and oil production |
- Integral focus |
| - Gas transmission systems (Russia and abroad) |
- Synergy among subsidiaries |
| |
- Sustainable development |
| 3 |
National Iranian Oil Company (NIOC) |
*Iran |
6.0 |
State |
- Oil and gas exploration and extraction |
- Profitability, competitiveness modernization |
| - Petrochemistry |
- Skilled labor training |
| |
- Drive research in R&D centers |
| 4 |
Exxon Mobil |
USA |
4.7 |
Private |
- Oil exploration and production |
- Large- scale investment |
| - Refinement |
- Prevention of conflicts of interest |
| - Transportation |
- Protection of the tangible and intangible (information) assets of thecorporation |
| - Supply and services |
|
| 5 |
Rosneft |
Russia |
4.7 |
State |
- Oil and gas production |
- Transparency |
| - Refinement |
- Confidence for the investors |
| - Petrochemical |
- Maximum yield for the shareholders |
| 6 |
Petro China |
China |
4.0 |
State |
- Oil and gas production |
- Continuous improvement |
| - Refinement |
- Modern corporate governance |
| - Commerce |
- Innovation |
| 7 |
British Petroleum |
United Kingdom |
3.7 |
Public Limited Company |
- Oil exploration and production |
- Good governance |
| - Refinement |
- Operational and financial efficiency |
| - Transportation |
|
| - Supply and services |
|
| 8 |
Royal Dutch Shell |
Anglo- -Dutch |
3.7 |
Private |
- Oil exploration and production |
- High performance standards |
| - Refinement |
- Strategic decision-making |
| - Transport and supply |
- Long- term profitability |
| 9 |
Pemex |
Mexico |
3.6 |
State |
- Oil and gas exploration and extraction |
- Contribution to energy security through the processing, distribution and commercialization of hydrocarbons and their derivatives |
| - Refinement |
- Profitability and sustainability criteria to benefit national development |
| - Distribution |
|
| - Commerce |
|
| - Services |
|
| 10 |
Kuwait Petroleum Corporation (KPC) |
*Kuwait |
3.4 |
State |
- Oil exploration and production |
- Global leadership and profitability |
| - Refinement |
- Development of new methods to better compete in the market |
| - Commercialization |
- Creation of value |
| - Petrochemistry |
|
| - Maritime transport |
|
| 11 |
Chevron Corporation |
USA |
3.3 |
Private |
- Oil and gas exploration and production |
- Operational excellence |
| - Refinement |
- Competitiveness and profitability in the global market |
| - Transport and services |
|
| 12 |
Abu Dhabi National Oil Company (ADNOC) |
*United Arab Emirates |
3.1 |
State |
- Oil and gas production |
- Maximization of the value of each barrel of oil seeking the best return for the business |
| - Storage |
- Operational efficiency |
| - Refinement |
- Development of technology |
| - Petrochemistry |
|
| - Distribution |
|
| 13 |
Petrobras |
Brazil |
2.9 |
Majority state- owned |
- Oil and gas production |
- Innovation and technological development |
| - Refinement |
- Technologies that contribute to reduce reservoir uncertainties, promote integration, increase accessibility and quality of reservoir databases and petroleum systems. |
| - Maritime transport |
- Technologies and practices to reduce costs and increase revenues, along the entire logistics chain, for upstream and downstream. |
| - Transport and services |
|
| - Innovation and technology development |
|
Pemex in the context of the global oil company: investment policy and lessons learned
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Source: Prepared by the author based on 
Source: Prepared by the author based on 
Source: Prepared by the author based on 
Source: Prepared by the author based on 
Source: Prepared by the author based on