The other day , I came to know about my senior, who had a million dollar firm in the silicon valley, I was filled up with joy and enthrillment. But more than that, I was filled with the sense of the feeling - " If he can , I can ".
well, Is it a mere comparison or simply a reflection..........
Tuesday, September 02, 2008
Saturday, August 02, 2008
Guangdong Liquefied Natural Gas (LNG) Terminal, China
Found a very good source on net......
http://www.hydrocarbons-technology.com/projects/guangdong/
Enclosing the same for benfits of all........
Order Year2002Construction Started2003Project TypeLiquefied Natural Gas (LNG) terminal and pipelineLocationGuangdong Province, ChinaEstimated Investment$900mCompletionPhase 1 - on stream June 2006; Phase 2 - 2008Production and AimSupply of cities and power stations around the Pearl River delta and Hong Kong with five million tons a year of LNG by 2008Full specifications
--------------------------------------------------------------------------------
This project involves the construction of China's first Liquefied Natural Gas (LNG) terminal and associated high-pressure gas pipelines to supply Guangdong Province with 3.3 million tons of LNG a year (four billion cubic metres a year of natural gas) by 2008.
Guangdong province is currently the largest importer of Liquefied Petroleum Gas (LPG) in China and the new LNG terminal is expected to impact greatly on the LPG market and other fuels currently used in the Province.
The project was first launched in 2002 and is due to be constructed in two phases. Phase 1 was completed in 2006 (first LNG was onstream by the end of June 2006) and Phase 2 by 2008. The project is in joint development and is shared by:
China National Offshore Corporation (CNOOC) - 33% share
Guangdong Province consortium (includes Shenzen Investment Holding Company, Guangdong Electric Power Holding Company, Guangzhou Gas Company, Dongguan Fuel Industrial General Company and Foshan Municipal Gas General Company) - 31% share
British Petroleum Amoco - 30% share
Hong Kong Electric and Light Company - 3% share
Hong Kong and China Gas Corporation - 3%
Jones Day were the advisors on the project. The project will cost an estimated $900m to construct.
LIQUEFIED NATURAL GAS CONTRACTORS AND CONSTRUCTION
The Feasibility Study Report (FSR) was submitted to the National Development and Reform Commission (NDRC) of the Provincial Government in April 2003. The Environmental and Social Impact Assessment (ESIA) was carried out by Atkins of Hong Kong. The FSR and budget were passed by the Provincial Government during the second quarter of 2003, allowing the appointment of contractors for the Phase 1 construction to be started.
Early site preparation by CNOOC was underway in May 2003 with the cooperation of the Shenzen Planning Bureau, Land and Resources Bureau, Construction Bureau and the Logistics Department of Guangdong Military Zone. The Front End Engineering Design (FEED) contract was awarded to Halliburton KBR and JGC Corporation of Yokohama, Japan. The conceptual design was carried out by MW Kellogg Ltd in London, UK.
The STTS Group, a French / Italian joint venture comprising Saipem, Technigaz and the engineering companies Tecnimont and Sofregaz, was awarded the Engineering, Procurement, Construction (EPC) lump sum turnkey contract for the project. This contract is worth $240m with Saipem receiving a 60% share worth $145m.
FIRST PHASE
The first phase of the project involves the construction of the LNG import terminal, two LNG storage tanks, regasification plant, the associated marine engineering works and a 300km trunkline system. The LNG terminal is being constructed at Ping Tou Jiao on the Dapeng Peninsula in Dapeng Bay. The trunkline is being constructed on the eastern side of the Pearl River delta to supply Pingshan, Dongguan, Guangzhou and Foshan.
"The project will cost an estimated $900m to construct."The trunkline has two lateral branch pipelines to connect to two new gas fired power stations and three recently converted oil fired power stations in China. In addition there is a lateral pipeline to deliver LNG to a gas fired power station owned by Hong Kong Electric and Light Company and also to the Hong Kong and China Gas Corporation.
SECOND PHASE
The second phase will see an increase in the capacity at the LNG terminal and the extension of the trunkline by a further 182km past Foshan to supply other cities in the Pearl River delta, including Zhuhai, Zhongshan, Jiangmen and Heshan.
The import capacity of the terminal will then be increased by a further two million tons of LNG a year to five million tons a year. It is expected that the LNG transmission system will also be also be able to accommodate a further 1.5 billion cubic metres of natural gas a year expected from reserves in the South China Sea. The second phase supply contract is still out to tender and was not due to be awarded until late 2006.
LIQUEFIED NATURAL GAS SUPPLY CONTRACT FOR THE FIRST PHASE
Bids were invited for the supply contract for the new LNG terminal in Guangdong province from September 2000 by the Provincial Government. The supply contract was awarded to North West Shelf Venture (NSW), an Australia-based consortium, in August 2002. The export deal is worth AU$25bn over the supply period which has been set at 25 years (3.3 million tons a year).
The consortium includes Woodside Energy Ltd (the operator), BHP Billiton (North West Shelf) Pty Ltd, Japan Australia LNG (MIMI) Pty Ltd and Shell Development (Australia) Pty Ltd. All members of the consortium hold an equal share of the concern. It is likely that CNOOC (oil and offshore gas producing unit) will seek to acquire a participating interest in the North West Shelf Venture.
The fulfilment of this supply contract will require NSW to construct additional processing trains and a second trunkline from the North Rankin A platform to shore in Western Australia.
"Guangdong province is currently the largest importer of LPG in China."There are three existing processing trains at the Karratha LNG liquefaction plant on the Burrup Peninsula, each with a capacity to produce 2.5 million tons a yar of LNG. A fourth is being constructed with a capacity of 4.2 million tons a year, which should come onstream in mid 2004. A fifth train is also now planned. The combination of the fourth and fifth trains will more than double the output of the Karratha plant.
NSW will ship the LNG in conjunction with two Chinese partners, COSCO and China Merchants. This will require three new LNG transport vessels. NSW currently has a fleet of eight vessels to serve existing customers with a ninth under construction by Daewoo of South Korea. The construction of three new LNG vessels will be commissioned in due course.
http://www.hydrocarbons-technology.com/projects/guangdong/
Enclosing the same for benfits of all........
Order Year2002Construction Started2003Project TypeLiquefied Natural Gas (LNG) terminal and pipelineLocationGuangdong Province, ChinaEstimated Investment$900mCompletionPhase 1 - on stream June 2006; Phase 2 - 2008Production and AimSupply of cities and power stations around the Pearl River delta and Hong Kong with five million tons a year of LNG by 2008Full specifications
--------------------------------------------------------------------------------
This project involves the construction of China's first Liquefied Natural Gas (LNG) terminal and associated high-pressure gas pipelines to supply Guangdong Province with 3.3 million tons of LNG a year (four billion cubic metres a year of natural gas) by 2008.
Guangdong province is currently the largest importer of Liquefied Petroleum Gas (LPG) in China and the new LNG terminal is expected to impact greatly on the LPG market and other fuels currently used in the Province.
The project was first launched in 2002 and is due to be constructed in two phases. Phase 1 was completed in 2006 (first LNG was onstream by the end of June 2006) and Phase 2 by 2008. The project is in joint development and is shared by:
China National Offshore Corporation (CNOOC) - 33% share
Guangdong Province consortium (includes Shenzen Investment Holding Company, Guangdong Electric Power Holding Company, Guangzhou Gas Company, Dongguan Fuel Industrial General Company and Foshan Municipal Gas General Company) - 31% share
British Petroleum Amoco - 30% share
Hong Kong Electric and Light Company - 3% share
Hong Kong and China Gas Corporation - 3%
Jones Day were the advisors on the project. The project will cost an estimated $900m to construct.
LIQUEFIED NATURAL GAS CONTRACTORS AND CONSTRUCTION
The Feasibility Study Report (FSR) was submitted to the National Development and Reform Commission (NDRC) of the Provincial Government in April 2003. The Environmental and Social Impact Assessment (ESIA) was carried out by Atkins of Hong Kong. The FSR and budget were passed by the Provincial Government during the second quarter of 2003, allowing the appointment of contractors for the Phase 1 construction to be started.
Early site preparation by CNOOC was underway in May 2003 with the cooperation of the Shenzen Planning Bureau, Land and Resources Bureau, Construction Bureau and the Logistics Department of Guangdong Military Zone. The Front End Engineering Design (FEED) contract was awarded to Halliburton KBR and JGC Corporation of Yokohama, Japan. The conceptual design was carried out by MW Kellogg Ltd in London, UK.
The STTS Group, a French / Italian joint venture comprising Saipem, Technigaz and the engineering companies Tecnimont and Sofregaz, was awarded the Engineering, Procurement, Construction (EPC) lump sum turnkey contract for the project. This contract is worth $240m with Saipem receiving a 60% share worth $145m.
FIRST PHASE
The first phase of the project involves the construction of the LNG import terminal, two LNG storage tanks, regasification plant, the associated marine engineering works and a 300km trunkline system. The LNG terminal is being constructed at Ping Tou Jiao on the Dapeng Peninsula in Dapeng Bay. The trunkline is being constructed on the eastern side of the Pearl River delta to supply Pingshan, Dongguan, Guangzhou and Foshan.
"The project will cost an estimated $900m to construct."The trunkline has two lateral branch pipelines to connect to two new gas fired power stations and three recently converted oil fired power stations in China. In addition there is a lateral pipeline to deliver LNG to a gas fired power station owned by Hong Kong Electric and Light Company and also to the Hong Kong and China Gas Corporation.
SECOND PHASE
The second phase will see an increase in the capacity at the LNG terminal and the extension of the trunkline by a further 182km past Foshan to supply other cities in the Pearl River delta, including Zhuhai, Zhongshan, Jiangmen and Heshan.
The import capacity of the terminal will then be increased by a further two million tons of LNG a year to five million tons a year. It is expected that the LNG transmission system will also be also be able to accommodate a further 1.5 billion cubic metres of natural gas a year expected from reserves in the South China Sea. The second phase supply contract is still out to tender and was not due to be awarded until late 2006.
LIQUEFIED NATURAL GAS SUPPLY CONTRACT FOR THE FIRST PHASE
Bids were invited for the supply contract for the new LNG terminal in Guangdong province from September 2000 by the Provincial Government. The supply contract was awarded to North West Shelf Venture (NSW), an Australia-based consortium, in August 2002. The export deal is worth AU$25bn over the supply period which has been set at 25 years (3.3 million tons a year).
The consortium includes Woodside Energy Ltd (the operator), BHP Billiton (North West Shelf) Pty Ltd, Japan Australia LNG (MIMI) Pty Ltd and Shell Development (Australia) Pty Ltd. All members of the consortium hold an equal share of the concern. It is likely that CNOOC (oil and offshore gas producing unit) will seek to acquire a participating interest in the North West Shelf Venture.
The fulfilment of this supply contract will require NSW to construct additional processing trains and a second trunkline from the North Rankin A platform to shore in Western Australia.
"Guangdong province is currently the largest importer of LPG in China."There are three existing processing trains at the Karratha LNG liquefaction plant on the Burrup Peninsula, each with a capacity to produce 2.5 million tons a yar of LNG. A fourth is being constructed with a capacity of 4.2 million tons a year, which should come onstream in mid 2004. A fifth train is also now planned. The combination of the fourth and fifth trains will more than double the output of the Karratha plant.
NSW will ship the LNG in conjunction with two Chinese partners, COSCO and China Merchants. This will require three new LNG transport vessels. NSW currently has a fleet of eight vessels to serve existing customers with a ninth under construction by Daewoo of South Korea. The construction of three new LNG vessels will be commissioned in due course.
Monday, June 16, 2008
LNG Boom in India
IN 2003, NTPC dropped deals at around 4-5 per MBTU
It was summarily turned down as an "overpriced" and "unviable" offer. Less than three years later, potential buyers from India -- including those who passed on the $4.5 offer -- are scrambling to buy LNG even at $7 or $8. It's a steal at that price: countries like Japan and South Korea are buying LNG at $11 and $20.
It's taken just three years to turn the market dynamics of the LNG industry on its head. With demand in India and China growing at 6-7 per cent a year, suddenly LNG is a suppliers' market.
But it's no party for suppliers, either. Between buying gas at respectable prices from producers across the world and India, to selling them to customers like power plants and fertiliser companies at a profit-generating rate, the suppliers have their work cut out.
This isn't a temporary situation. Natural gas is a clean fuel and given the rising costs of emission control equipment, Indian power generators are increasingly switching from coal-fired to gas-fired plants. As are auto makers.
It was summarily turned down as an "overpriced" and "unviable" offer. Less than three years later, potential buyers from India -- including those who passed on the $4.5 offer -- are scrambling to buy LNG even at $7 or $8. It's a steal at that price: countries like Japan and South Korea are buying LNG at $11 and $20.
It's taken just three years to turn the market dynamics of the LNG industry on its head. With demand in India and China growing at 6-7 per cent a year, suddenly LNG is a suppliers' market.
But it's no party for suppliers, either. Between buying gas at respectable prices from producers across the world and India, to selling them to customers like power plants and fertiliser companies at a profit-generating rate, the suppliers have their work cut out.
This isn't a temporary situation. Natural gas is a clean fuel and given the rising costs of emission control equipment, Indian power generators are increasingly switching from coal-fired to gas-fired plants. As are auto makers.
Tuesday, May 06, 2008
Good Bye - Maharashtra
While boarding the plane at Mumbai Chatrapati Shivaji Airport, I was boarding a new life........
Operations Officer - Loni LPG Plant.
Well this was a deep sea change for me.....Lot of advises and well wishes of ppl are there with me....
Operations Officer - Loni LPG Plant.
Well this was a deep sea change for me.....Lot of advises and well wishes of ppl are there with me....
Thursday, December 06, 2007
Stir frying
Why Chinese companies have multiple Accounting systems
China, of course, is legendary for its lack of financial transparency, and has actually brought financial misappropriation to an art form.
While the numbers vary, estimates suggest that some 20% to 30% of all loans extended have actually been diverted for re-deposit or for “stir-frying” purposes.
Re-depositing is the practice of obtaining loans at extremely low interest rates and depositing them in the issuing bank to earn a profit in higher-yielding bank accounts.
“Stir frying” is the Chinese slang term for putting the money into Chinese markets in an attempt to manipulate share prices and profit. But most of the money has come back and remains “performing” at least to date.
In a related wrinkle, a hugely disproportionate amount of money (at least, by Western standards) is loaned out on a long-term basis, only to be paid back a month later. While this creates havoc with asset matching, this helps the borrowing company look more financially active than they are and presumably appear sounder at the same time. Asset matching, in case you are not familiar with the concept, refers to the practice of having long-term loans extended against long-term assets, and short-term loans extended against short-term assets.
When long-term funds are lent against short-term assets, or vice versa, there is a “mismatch. India has its own stories of mismatches. Reliance has very well used the same techniques to fund its mega projects.
This kind of short-term/long-term mismatch is actually surprisingly common in many Asian markets - including China - because it’s a strategy that can help a company obtain still more funding, especially during times of high growth. The rough equivalent in U.S. terms would be a person who borrows money even though he or she may not need it and then pays it back in an attempt to boost his or her personal credit rating.
The lending crisis in the United States was the result of two things:
Derivatives contracts that were unmonitored.
And improperly categorized risks unseen by both management and regulators alike.
Here in China, however, the real danger stems from lending driven by guanxi, or “connections.” [Although the West defines guanxi as "connections," that's actually something of an oversimplification; some sociologists have actually likened it to "social capital." But even that doesn't capture all of the nuances that make the Asian culture so fascinating to watch and study.]
Because the social concept of "face” is so important in Asian cultures, there has historically been a tendency to lend money on a preferential basis to favored clients based on nothing more than the connection between lender and borrower - regardless of actual credit worthiness.
China’s bankers are learning quickly, however. Beijing is keenly aware that many banks may not have been properly checking the creditworthiness of their borrowers, so the government has taken steps to implement stricter lending requirements even as it has increased the amounts of lendable cash available.
While many Western executives claim to have been surprised by the credit crisis, I find it interesting that many of China’s bankers seem to be anticipating a credit crunch of their own. Indeed, a recent survey by China Orient Asset Management Corp. of 333 banking officials - including 89 risk-management officers - found that more than half the respondents expected their bad loans to rise in 2009. Additionally, nearly 40% of the respondents expected sharp increases in non-performing loans within the first half of the year.
Yet, few bankers expect Beijing to turn off the lending spigots anytime soon. While Beijing could certainly do so, it wouldn’t be in its interest to cut back on new loans, or to change the rules when it comes to stimulus-driven-lending programs - at least not for the time being. After all, there’s just too much riding on China’s ability to maintain a high rate of economic growth.
Beijing remains optimistic it can hit its growth targets, although “caution” is becoming the watchword around here. And as long as the growth imperative remains in effect, consumers and businesses here can have every expectation that the money will continue to flow from the banking faucet - even if an increasing percentage of that credit is destined to turn into “bad.”
But that’s okay: Government perhaps want its companies to just earn money.
Monday, June 25, 2007
Tuesday, May 29, 2007
Monday, May 21, 2007
Retailing in India - Entry of Wal Mart
Indian Telecom giant Bharti and World’s retail gaint Wal Mart are eyeing the $400Bn Indian retail sector. Only 5% of the sector is with the organized players. Whopping 95% is still unorganized.
So, they are eyeing a market of 380 billion dollars. They have appointed Technopak Consultancy as their advisors.
But there is a catch here. Already a lot of problem are being faced by the already existing players. The margins have really shrunk for them. Some of them are on the verge of extinction. Subhiksha, a well established player, is in dire financial situation.
Following are the challenges before the new joint venture between the 2 players.
1. Vastness of the Supply sources. – Food grains from Punjab and Spices from south India covering a distance of 3000 kms. Remember just 10 years back India was importing some 20 percent of its wheat requirements not because it produced less but because it found it cheap to import the same from Australia than moving it from Punjab and Haryana.
2. Resistance (Mentally ) to a foreign Player. :- Just remember what happened the KFC in south India when the launched their chain there. There was a lot of ill word and hatred spread against it in both the print and electronic media.
3. ROI- well the biggest question yet to be answered in the big projects are those related to the ROI. How they will be able to justify the ROI among such a tough competition from already established players. Location is very important in this business and its very important to have locations of high footfalls, which are unfortunately already occupied. Also it’s very uneconomical to have crowding of a particular place.
4. Competition from the unorganized sector: - People from unorganized sector is bound to be there. Currently they are operating on very high profit margins. But with increased competition they are bound to reduce their margins and put up a great with new players.
Now what should be their strategy.
India specific strategy.
1. Focus on select few markets and select few products instead of putting up a broad front of products.
2. Dynamic Supply Chain :- India is a dynamic and growing economy and hence rigid supply chains will falter soon. See how fast Pune has grown as a manufacturing hub and gugaon as service hub.
3. Recruitment :- Focus on training more than giving perks.
4. Buy / Produce decision :- Very critical and depends on location to location.
So, they are eyeing a market of 380 billion dollars. They have appointed Technopak Consultancy as their advisors.
But there is a catch here. Already a lot of problem are being faced by the already existing players. The margins have really shrunk for them. Some of them are on the verge of extinction. Subhiksha, a well established player, is in dire financial situation.
Following are the challenges before the new joint venture between the 2 players.
1. Vastness of the Supply sources. – Food grains from Punjab and Spices from south India covering a distance of 3000 kms. Remember just 10 years back India was importing some 20 percent of its wheat requirements not because it produced less but because it found it cheap to import the same from Australia than moving it from Punjab and Haryana.
2. Resistance (Mentally ) to a foreign Player. :- Just remember what happened the KFC in south India when the launched their chain there. There was a lot of ill word and hatred spread against it in both the print and electronic media.
3. ROI- well the biggest question yet to be answered in the big projects are those related to the ROI. How they will be able to justify the ROI among such a tough competition from already established players. Location is very important in this business and its very important to have locations of high footfalls, which are unfortunately already occupied. Also it’s very uneconomical to have crowding of a particular place.
4. Competition from the unorganized sector: - People from unorganized sector is bound to be there. Currently they are operating on very high profit margins. But with increased competition they are bound to reduce their margins and put up a great with new players.
Now what should be their strategy.
India specific strategy.
1. Focus on select few markets and select few products instead of putting up a broad front of products.
2. Dynamic Supply Chain :- India is a dynamic and growing economy and hence rigid supply chains will falter soon. See how fast Pune has grown as a manufacturing hub and gugaon as service hub.
3. Recruitment :- Focus on training more than giving perks.
4. Buy / Produce decision :- Very critical and depends on location to location.
Saturday, February 10, 2007
Monday, February 05, 2007
Sunday, January 21, 2007
Monday, January 15, 2007
Wednesday, December 27, 2006
Saturday, December 09, 2006
Sunday, November 05, 2006
Sunday, October 29, 2006
Story of a wannabe corporate honco
Hi and many thankx 2 every bdy who had paid visit to my blog.....
Well the motive behind this blog is to undertand and address the issues faced by the people faced in the middle of their careers.
This paricular breed of people constitute the majority of work force in any economic setup. This is valid for not only basic economic identies like bussiness but for all intangible arenas as extreme as politics.
Ok let lamme get straight to the point .
As one takes step out of child hood and gets into adoloscence , something very permanent mindset starts building up in the child ( in exceptional cases it can start building up in childhood itself ).
This mindset is regarding his future , his apirations , his desires and yes his agony and fears regarding futures .Yes it is very correct that the very first thoght about the future erupts into the child mind is due to his fears and apprehensions . The same had been proved by many pschologists and researchers.
At most of the times this is the very stage at which the inputs from his surounding and parents and peers start crepting into his mind.
Well the motive behind this blog is to undertand and address the issues faced by the people faced in the middle of their careers.
This paricular breed of people constitute the majority of work force in any economic setup. This is valid for not only basic economic identies like bussiness but for all intangible arenas as extreme as politics.
Ok let lamme get straight to the point .
As one takes step out of child hood and gets into adoloscence , something very permanent mindset starts building up in the child ( in exceptional cases it can start building up in childhood itself ).
This mindset is regarding his future , his apirations , his desires and yes his agony and fears regarding futures .Yes it is very correct that the very first thoght about the future erupts into the child mind is due to his fears and apprehensions . The same had been proved by many pschologists and researchers.
At most of the times this is the very stage at which the inputs from his surounding and parents and peers start crepting into his mind.
Story of a wannabe corporate honco
Hi and many thankx 2 every bdy who had paid visit to my blog.....
Well the motive behind this blog is to undertand and address the issues faced by the people faced in the middle of their careers.
This paricular breed of people constitute the majority of work force in any economic setup. This is valid for not only basic economic identies like bussiness but for all intangible arenas as extreme as politics.
Ok let lamme get straight to the point .
As one takes step out of child hood and gets into adoloscence , something very permanent mindset starts building up in the child ( in exceptional cases it can start building up in childhood itself ).
This mindset is regarding his future , his apirations , his desires and yes his agony and fears regarding futures .Yes it is very correct that the very first thoght about the future erupts into the child mind is due to his fears and apprehensions . The same had been proved by many pschologists and researchers.
At most of the times this is the very stage at which the inputs from his surounding and parents and peers start crepting into his mind.
Well the motive behind this blog is to undertand and address the issues faced by the people faced in the middle of their careers.
This paricular breed of people constitute the majority of work force in any economic setup. This is valid for not only basic economic identies like bussiness but for all intangible arenas as extreme as politics.
Ok let lamme get straight to the point .
As one takes step out of child hood and gets into adoloscence , something very permanent mindset starts building up in the child ( in exceptional cases it can start building up in childhood itself ).
This mindset is regarding his future , his apirations , his desires and yes his agony and fears regarding futures .Yes it is very correct that the very first thoght about the future erupts into the child mind is due to his fears and apprehensions . The same had been proved by many pschologists and researchers.
At most of the times this is the very stage at which the inputs from his surounding and parents and peers start crepting into his mind.
Friday, October 27, 2006
Targets Anti Adulteration Drive
Surender Kumar - Waluj DAhegaon Gangapur - Wastage of Company Investments
Friday, October 20, 2006
Monday, October 16, 2006
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