In February 1959, transnational oil companies decided to reduce the prices of Venezuelan crude oil by 5 to 25 cents per barrel and Middle Eastern crude oil by 18 cents per barrel. In August 1960, oil companies further lowered the prices of crude oil from the Middle East by 10 to 14 cents per barrel. (2) At the time, these were substantial percentage reductions. The two successive cuts were adopted without prior consultation with the governments concerned. The only reason given for these price reductions was the state of the market, a market largely monopolized by these companies. Those measures were clearly in the interests of enterprises and their countries of origin and did not take into account the national interests of oil-exporting developing countries. However, in developing countries, there may not be a clear process. This requires proactive dialogue that gives host country officials what they need to approve your project. For example, the host country may not have a procedure in place to conduct an environmental impact assessment. In this case, you can consult your company`s expert (or, if applicable, a consultant) to develop a convenient, no-frills process that meets your requirements and recognized international standards. This proposal can be submitted to local officials in order to obtain their input and, hopefully, their eventual approval. In most original concession agreements in the Middle East, payments to host governments were set at a fixed royalty per ton of oil produced and exported – typically four gold shillings per ton, which at the time was about $1.65 per tonne, or 22 cents per barrel. In 1948, the Venezuelan government increased its tax rate to ensure a 50-50 distribution of profits between it and companies.
This formula was extended to Saudi Arabia, Kuwait and Iraq between 1951 and 1952. This led to a higher level of oil revenues, which eventually went from the flat royalty of 22 cents a barrel in 1950 to about 80 cents a barrel in the mid-fifties. (2) All these events culminated in the historic meeting held in Baghdad on 10 and 14 September 1960, at which representatives of Iran, Iraq, Kuwait, Saudi Arabia and Venezuela laid the foundations for OPEC as a permanent intergovernmental organization with international status. In accordance with Article 102 of the Charter of the United Nations, the Agreement Establishing OPEC was duly registered with the Secretariat of the United Nations on 6 November 1962. The comprehensive support model, when the need is great and the capacity of the host government is lacking, as in the Central African Republic or South Sudan, humanitarian assistance can support national capacities to respond to a disaster, respond to the absence of governments, or intervene to protect and assist civilians who have fallen into conflict. Regulatory approvals must be planned for each project – international or national. Internationally, however, it can be more difficult to understand what approvals are required. The planning process must be followed far enough to detect regulatory barriers. For example, if a project has mobilized equipment and personnel to clean up the site, but does not have the required regulatory approval, there will be a delay. In April 1959, the Economic Council of the Arab League sponsored the first Arab Petroleum Congress in Cairo, in which Venezuela and Iran also participated as observers. Informal consultations between delegates from Saudi Arabia, Venezuela, Iran, Kuwait, the former United Arab Republic (Egypt and Syria) and the Department of Petroleum of the Arab League resulted in the preparation of a memorandum of understanding. This document, which was not published until 1961, sheds a lot of historical light on subsequent developments in Venezuela`s relations with the Middle East, the founding of OPEC and the development of its policies.
(2) Congress also passed a resolution calling on oil companies to consult with oil-exporting governments before making price changes. People who lack experience in admission tend to hesitate. They are afraid to list all the necessary permits for fear of missing one, so they postpone the task in front of them. Or they may not be able to get a direct response from the host government as to what permits are required. One way out of this impasse is to hire an expert with local knowledge. Your counterpart should be able to help you get in touch with one of them. As a company and as a member of the global community, (Company B) strives to create superior value for our investors, customers, partners, host governments, local communities and our workforce. To succeed, we must deliver world-class performance that surpasses the capabilities of our most powerful competitors. Operational Excellence (OE) is a key driver of business success and an important part of our corporate execution strategy.
Operational excellence is defined as “the systematic management of process safety, personal safety and health, environment, reliability and efficiency to achieve world-class performance”. With an increase in demand and funding, the number of people entering the field has also increased. Today, about 450,000 humanitarian workers worldwide work with 11 UN agencies, more than 780 international non-governmental organizations (INGOs), about 3500 national humanitarian NGOs, and the International Red Cross and Red Crescent Movement.6 The majority of people doing humanitarian work are nationals from countries where humanitarian crises or interventions are taking place. .
