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2018 | Buch

Saudi Aramco 2030

Post IPO challenges

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Über dieses Buch

This book discusses the strategic shift in ownership of Aramco, the Saudi Arabian Oil Company, and its potential impact on Aramco's role in a post- privatized world. Scheduled to become an IPO in 2018, Aramco is on the verge of becoming the largest IPO on the market. As the world’s largest oil and gas company, Aramco’s impending privatization has important implications for the world’s petroleum market. This book, therefore, undertakes an analysis of Aramco, examining its history, its current role in Saudi Arabia’s economy, and its future role as an IPO. The chapters highlight the likely outcomes for Aramco in proceeding with its planned IPO and privatization, as well as the various policy options and models available to it by drawing on the privatization of other national oil companies in Norway , Russia, Brazil, and China. The book also explores the complexities that will be involved in transforming Saudi Aramco to a privatized company—albeit with significant government oversight and control—and addresses key questions on the issues likely to be faced, such as IPO pricing, the listing, domain, and market capacity, and potential stakeholders. As such, this book will be of interest to academic researchers studying energy economics, energy policy, and the political economy of the Middle East, as well as private sector decision makers in energy related fields, international organizations, international oil companies, energy commodity traders, and public sector energy policy makers with interest in Saudi Arabia and Aramco’s IPO.

Inhaltsverzeichnis

Frontmatter
Chapter 1. From Infancy to the Global Energy Warehouse: Looking into the Past Is a Guide for the Future
Abstract
Today, Saudi Aramco is a fully integrated, global petroleum company and the principal producer of oil and gas in Saudi Arabia. The company has all the attributes of a mature national oil company (NOC), with activities spanning exploration and production, processing and refining of petrochemicals, shipping of crude oil and refined products, distribution of refined products, and services such as storage, finance, insurance, and aviation.
Mohamed A. Ramady
Chapter 2. Not Your Average National Oil Company
Abstract
Aramco today produces approximately one in every eight barrels of the world’s crude oil supply, and the company is of the firm belief that as the global population grows, economies, especially of some of the major developing countries like China and India, grow; standards of living increase; and energy will continue to be an essential opportunity for Aramco. At the same time, the company is aware of global concerns arising from fossil fuel emission and global warming and the trend for use of renewable energy. The company today rests somewhat secure based on Aramco’s undisputed low cost base and its upstream oil might, despite some dispute over the size of the Kingdom’s oil reserves discussed in later chapters. Saudi Aramco is also moving ahead and is taking steps to capture and create value from the hydrocarbon it produces.
Mohamed A. Ramady
Chapter 3. Aramco’s New 2030 Vision and Mission Mandate: Managing Expectations
Abstract
The economic development of Saudi Arabia has been unique in many ways as the Kingdom has realized, from the outset of its oil boom starting in the 1960s, that there is a trade-off between the immediate needs of fast economic and social development and the necessity of taking a long-term conceptual framework of planning for a sustained path of future growth, one that is not held hostage to the vagaries of international oil price movements. This dilemma has been acknowledged earlier by those at the helm of Saudi energy policy (Nazer 1991), who argued that economic development for Saudi Arabia was a function of capital accumulation, but that capital by itself carried no magic wand by which the role of scarcity in human society can be abolished, and that while the Kingdom had the “techniques” of modern industrial/energy production, technology and manpower were scarce.
Mohamed A. Ramady
Chapter 4. From NOCs to Privatized Oil Companies: A Comparative Country Experience
Abstract
During the early 1990s, and as a part of a widespread drive for “freer” markets and reforms across the globe, a number of full and partial privatizations of government-owned enterprises, including national oil companies (NOCs), occurred. In the late 1970s and 1980s, government intervention in the economy came under attack, and the Keynesian basis for state economic intervention started to fall out of favor. Developing country economies failed to perform well in many cases, and this failure was attributed to inefficient, ineffective, and often corrupt government intervention (Dharwadkar et al. 2000). This trend seemed to have been triggered by a number of factors, including lower commodity prices, rising revenue needs among the governments engaging in restructuring programs, pressure from international capital markets, especially for countries that were indebted, and seemingly internal shifts in public preferences with regard to market organization and the roles of government (Wainberg and Foss 2007).
Mohamed A. Ramady
Chapter 5. The Aramco IPO: Governance, Listing, Options, and Policy Implications
Abstract
Saudi Arabia has made it abundantly clear that it wants to look to a future beyond oil, as the crash in crude oil prices that began in 2014 left the country with a gaping budget deficit, although the National Transformation Plan aims for a balanced budget by 2020 as discussed in earlier chapters. Some of this would be achieved through efficiency reviews of current and planned projects with some SR 17 bn of cost cuts ($4.53 bn) and savings in the first quarter of 2017 (Arab News 2017). The key aim was to pursue the reform plans aimed at shifting the economy away from reliance on hydrocarbon revenues and paring back support for a generous welfare state to cope with the reduction in crude prices in the face of a resurgent US shale output.
Mohamed A. Ramady
Chapter 6. Conclusion and Recommendations
Abstract
Saudi Arabia’s heir apparent and future King Mohammed bin Salman has made it abundantly clear that Saudi Aramco will play a central role in the economic transformation of the Kingdom. The Vision 2030 and the National Transformation Plan 2020 are strategic decisions to wean the Kingdom away from oil dependency and ensure that a more sustainable non-oil revenue base supports this transformation. Saudi Aramco’s IPO, first announced during 2016, would assist the transformation, partly reversing the 1980 nationalization of Aramco by selling around 5% of the company to local and international investors. The objectives were clearly set out by Prince Mohammed: the flotation would transform Aramco into a global integrated energy company, increase its corporate governance, and use the proceeds of the IPO to invest in Saudi and international projects to generate non-oil revenue.
Mohamed A. Ramady
Backmatter
Metadaten
Titel
Saudi Aramco 2030
verfasst von
Dr. Mohamed A. Ramady
Copyright-Jahr
2018
Electronic ISBN
978-3-319-67750-7
Print ISBN
978-3-319-67749-1
DOI
https://doi.org/10.1007/978-3-319-67750-7

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