3. SECTOR ANALYSIS
A recent report points out that the Indian oil and gas industry is anticipated to be
worth US$ 139.8 billion by 2015. India‘s economic growth is closely related to
energy demand; therefore the need for oil and gas is projected to grow more,
thereby making the sector quite conducive for investment.
4. CURRENT STATE OF THE INDIAN OILAND
GAS SECTOR IN INDIA
The oil and gas sector in India is a critical component of the country‘s
economy, accounting for 15 per cent of the country‘s gross domestic
product (GDP)
In 2011, natural gas accounted for 10 per cent of the country‘s total
energy requirements, whereas estimates suggest that this figure will
reach 20 per cent by 2025
Market reports estimate that this growth is expected to take the size of
the Indian gas market to that of the gas market in Japan, the largest
consumer of liquefied natural gas (LNG) in Asia, by the end of 2015
15% contribution to GDP, PSU units contribute around 68%of India's
total annual requirement rest by the private sectors.
5. TOP 10 PLAYER OF INDUSTRY
OIL AND NATURAL GAS CORPORATION (ONGC)
RELIANCE INDUSTRIES LIMITED (RIL)
INDIAN OIL CORPORATION LIMITED (IOCL)
BHARAT PETROLEUM CORPORATION LIMITED (BPCL)
GAIL (INDIA) LIMITED
CAIRN INDIA LIMITED
OIL INDIA LIMITED (OIL)
HINDUSTAN PETROLEUM CORPORATION LIMITED (HPCL)
ESSAR OIL LIMITED
PETRONET LNG LIMITED
6. Type Of Competition:-
A competitive oligopoly is a market that is dominated by only a
few large firms. These firms prefer not to compete via price wars
and therefore compete in various other ways, such as advertising,
product differentiation and barriers.
8. Demand for Petroleum Products
Various groups have estimated long-term demand projections for oil
for the country from time to time. Some of the main projections are
contained in:
India Vision 2020,
India Hydrocarbon Vision 2025
Energy Information Administration (EIA) and
International Energy Agency (IEA)
While the projections by IEA and EIA are based on lower GDP growth
rates and are in the range of 230 MMT to 264 MMT, India
Hydrocarbon Vision (IHV) 2025 projects the demand for the year 2025
in the range of 235 MMT to 368 MMT.
9. Approach Adopted to Estimate Future Demand
The following two approaches have been considered for
assessing the oil requirements for future.
Top-down Approach: Overall energy requirements with
share of various fuels in the primary commercial energy basket
(considered by Planning Commission and reported in IEP) by
linking GDP with energy elasticity.
Bottom-up Approach: End use approach considering the
impact of various parameters. While assessing the
requirements factors like impact of gas, vehicle population
growth, improved fuel efficiency, technological improvements in
engine designs.
11. Professional trade bodies of oil and gas
industry in India
ALGA PROCESSING LLC
We are an oil and gas processing consulting and equipment company.
Our main services and products are mainly used in oil and gas industry
such as separation, oil treating, etc. Many of the products we provide
are customized according to the project.
Website: www.algaprocessing.com
Illinois Oil & Gas Associaation
The voice of the oil and gas producing industry for over 50 years for
Illinois
Website: www.ioga.com
13. Chairman & Managing Director
of Top Three players
Hindustan Petroleum Corporation Ltd
India's third largest oil marketing company
Mr. Mukesh Kumar Surana
A Mechanical Engineer with Master‘s degree
in Financial Management
Surana joined HPCL in the year 1982.
Handled a wide range of responsibilities
including leadership positions in Refineries,
Corporate, Information Systems and upstream
business of HPCL.
14. Hindustan Oil
Exploration Company
Ltd
P Elango
Holds a Masters degree in Business Administration and
began his career with ONGC in 1985.
One of the five finalist for Platts' first-ever Asia CEO
of the Year award 2013
He was the Chief Executive Officer & Whole Time
Director of Cairn India Limited.
15. Chairman of Green Gas Ltd
Shri M. Ravindran
His focus is to help Green Gas in its endeavor of Growth and
Corporate Governance
He was also working as Director (HR) of GAIL (India) Limited
since1st June, 2013
He replaces K K Gupta, Director (Marketing), Bharat Petroleum
Corporation Ltd (BPCL)
16. Child Care
Education
Health Care
Skill Development
Sports
Environment & Community Development
CSR Policy of Hindustan Petroleum Ltd
17. Hindustan Oil Exploration Corporation Ltd
CSR Policy
Promote local content by developing entrepreneurship
Improve access to clean drinking water;
Enhance the quality of education in our Operating Area;
Promote personal safety, environmental and technology awareness
Support promotion of local culture and sports
19. Controlling body of the industry
Petroleum and Natural Gas
Sector
Central level State level
Energy
Directorates
DGH (Upstream)
Other Government
bodies
Regulators
Oil Industry development
Board
Central or High Technology
Oil Industry Safety Directorate
PNGRB
(Downstream)
Department of
commerce and
industry
Ministry of
Petroleum and
Natural Gas
Petroleum Conservation and
Research Association
Petroleum Planning
and Analysis Cell
20. The following is a list of the top 10 risk
factors
Regulatory and legislative changes and increased cost of
compliance
Volatile oil and gas prices
Inability to expand reserves or find replacement reserves.
Operational hazards including blowouts, spills and personal injury.
Natural disasters and extreme weather conditions.
Inaccurate reserve estimates.
Inadequate liquidity or access to capital, indebtedness.
Environmental or health restrictions and regulations.
General national or global economic concerns
General industry competition
21. Steps taken to Promote Oil and Gas Industry
24 x 7 LPG service via web launched to provide LPG consumers an
integrated solution to carry out all services at one place, through
MyLPG.in, from the comfort of their home.
Government of India entered into bilateral discussion with Norway
to extend co-operation between the two countries in the field of oil
and natural gas and hydrocarbon exploration.
oil diplomacy initiatives have been intensified through meaningful
engagements with hydrocarbon rich countries
22. Environmental issues due in Oil and Gas
industry
Machinery, gas flares and light pollution disrupt scenic views and
clear night skies
Dangerous methane emissions contribute to climate change
25. 0
5
10
15
20
25
30
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
1.57
1.26
0.01
14.03
7.64
20.73
14.8
1.56
1.26
0
14.53
11.21
25.83
12.34
1.74
1.41
0
15.33
12.76
24.46
12.74
2015
2014
2013
26. 0
10
20
30
40
50
60
70
80
90
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
4
3.95
0
44.78
7.37
7.04
30.37
4.92
4.87
0
73.46
7.44
39.08
8.52
4.85
4.81
0
85.96
15.73
77.2
3.53
2015
2014
2013
27. 0
5
10
15
20
25
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
1.87
1.25
0.47
11.77
23.52
11.77
14.57
1.26
0.98
0.66
9.49
20.37
9.49
14.43
1.18
0.88
0.68
15.32
21.15
15.32
8.84
2015
2014
2013
28. 0
5
10
15
20
25
30
35
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
1.06
0.85
0.33
23.96
19.46
23.96
16.23
1.17
0.93
0.38
34.49
21.73
34.49
10.89
1.01
0.84
0.37
31.71
21.63
31.71
10.07
2015
2014
2013
29. 0
10
20
30
40
50
60
70
80
90
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
4
3.95
0
44.78
7.37
7.04
30.37
4.92
4.87
0
73.46
7.44
39.08
8.52
4.85
4.81
0
85.96
15.73
77.2
3.53
2015
2014
2013
30. 0
5
10
15
20
25
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
1.87
1.25
0.47
11.77
23.52
11.77
14.57
1.26
0.98
0.66
9.49
20.37
9.49
14.43
1.18
0.88
0.68
15.32
21.15
15.32
8.84
2015
2014
2013
31. 0
5
10
15
20
25
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
1.87
1.25
0.47
11.77
23.52
11.77
14.57
1.26
0.98
0.66
9.49
20.37
9.49
14.43
1.18
0.88
0.68
15.32
21.15
15.32
8.84
2015
2014
2013
32. 0
5
10
15
20
25
Current Ratio Quick Ratio Debt Equity
Ratio
Stock Turnover
Ratio
Debtors
Turnover Ratio
EPS Ratios P.E Ratios
1.87
1.25
0.47
11.77
23.52
11.77
14.57
1.26
0.98
0.66
9.49
20.37
9.49
14.43
1.18
0.88
0.68
15.32
21.15
15.32
8.84
2015
2014
2013
33. The biggest mistake that oil and gas companies can make in this difficult
business landscape is to focus solely on reducing costs (either operating or
general and administrative) and spending; this strategy is effective only in a
very narrow range of market conditions and rarely effective enough to make
businesses successful over the long term. Rather, companies should carefully
consider the supply of assets, analyze the logistics of accessing available
markets, and ensure a long-term presence in these markets without getting into
a bidding war. Oversupply and lower prices represent a real challenge to the
industry, but that doesn’t mean the future is all gloom. It just means that
producers and refiners need to be prepared and adopt strategies that take
advantage of the new reality.
Conclusion