Research project 2
Enbridge Inc. Oil &Gas Pipelines Basic Materials
North American energy infrastructure company which further provide energy to people they want and desire in a safe and dependable manner. Liquids Pipelines transports about 25% of North America’s crude oil and 20% is gas and mid stream transport which is considered as the natural gas consumed in the US; Gas Distribution and Storage serves approximately 75% of Ontario residents via approximately 3.8 million metre connections; and Renewable Energy are among our core businesses. The common share market of this company is Toronto stock exchange and New York stock exchange.
Vision: Our ambition is to become North America’s leading energy infrastructure supplier. By achieving this goal, to ensure the economic well-being of North Americans who rely on affordable and reliable energy they play an important role in this sector. Moreover, there incomparable infrastructure franchises transport, distribute, and generate energy, with the primary objective of improving North American quality of life by delivering the energy they need in the safest and most responsible manner possible. Worker and public safety, environmental, social, and governance (ESG), stakeholder relations, customer service, community investment, and employee happiness are all areas in which we aspire to be a leader.
Our diverse footprint enables us to invest selectively in not just our core industries, but also new developing platforms including as carbon capture, sequestration, and storage, hydrogen, and renewable natural gas, all of which are being pushed by the ongoing energy revolution (RNG). As shown by the growth of our Gas Transmission and Midstream and Renewable Power Generation businesses throughout time, we have effectively adopted this diversified approach and have found opportunities in change throughout our history.
Organization’s major equipment and technologies: the company is mostly dealing with gas so for that they are using different methods to transfer gas from one place to another with the help of pipeline.
Key strategic of company:
Ascertain those activities are both safe and dependable.
Enhance the profitability of our key operations
Maintain your financial strength and flexibility.
Disciplined Capital Allocation
Expansion of the Core Business and Implementation of the Capital Plan
Our strategy objectives for the next several years are similar to those of prior years. Our primary aim will remain to promote community safety and environmental preservation in a proactive manner. Our dedication to minimising our carbon footprint, fostering long-term connections in the communities we serve, and supporting equality, inclusion, and transparency all contribute to our capacity to run our assets and produce cashflow over time.
Relationship with employees: One of our major aims is to assist our workers reach their maximum potential, which is critical to our long-term success. We appreciate diversity and have included inclusive practises into our leadership style and programmes. We also work hard to keep our compensation and retention programmes competitive in the market, with both short- and long-term performance incentives.
Technology: Technology has become a part and parcel of everyone life and in energy sector technology help us to achieve our goals. There two labs are situated in Calgary. Moreover, it shows our commitment to technology-based business solutions. Our everyday operations have been embedded with the use of technology to assist with asset safety, reliability, and profitability.
Competitive environment: Our liquids pipeline network faces competition from rival carriers shipping western Canadian liquid hydrocarbons to markets in Canada, the United States, and abroad. Existing pipelines compete largely on the basis of transportation costs, supply availability, service quality and dependability, contract carrier options, and proximity to markets. Proposed pipeline extensions that give access to markets already serviced by our liquid’s pipelines, as well as proposed initiatives to improve infrastructure in the Alberta regional oil sands market, all add to the competition.
LITERATURE REVIEW
Oil and gas consumption is vital for maintaining economic growth in developed countries as well as progress in emerging countries. This is true even if the future projection predicts significant increases in energy efficiency. Without such progress, demand may rise at a far quicker rate. Gas consumption is now being driven by strong development as a fuel for clean and efficient electric power generation, which is expanding at a slightly higher rate than oil. With the passage of time, the demand for oil and gas resources has outpaced supply. The minor rise in resources in recent years reflects access to formerly off-limits locations for industry, as well as technological advancements that enable us to drill profitably in increasingly difficult working circumstances. The issue is to ensure that new and found resources can be produced in an economically and environmentally sound manner to fulfil rising demand while also avoiding natural field decline. (J. Longwell, 2002)
Corrosion is a serious and costly problem in the petroleum industry, necessitating special considerations in the design of production equipment. Extreme CO2 or H2S levels are extremely difficult to deal with. The four types of corrosion are weight loss, stress corrosion cracking (SCC), corrosion fatigue, and galvanic corrosion. Design challenges and preventative measures are discussed for each of these corrosion types. Moreover, weight corrosion is the most common in all these types and it explosion is dependent on environmental conditions. (Tuttle, 1987)
Blockchain technology has been under development for more than ten years and is currently a popular trend in a wide range of industries. The main concepts and essential technology of blockchain are discussed, followed by four examples of how blockchain is being utilised in the oil and gas industry: trading, management and decision-making, supervision, and cyber security. The transaction’s monetary and time expenses are increased by a considerable amount of documentation and reconciliation labour. Finally, the application status, amount of blockchain knowledge in the oil and gas sector, opportunities, challenges, risks, and development trends are explored. In the oil and gas trade, third-party management expenses are relatively expensive, the trade negotiating process is inefficient, and vital data transmission is delayed. Cyber-attacks pose a greater threat to sensitive data. (Lu, Huang, Azimi & Guo, 2019)
The global oil and gas industry is examined and assessed, with an emphasis on the strategic, financial, and business aspects of the industry. Our purpose is to provide a single point of contact for corporate leaders, students, government officials and regulators, industry workers, and the public who are interested in learning more about how the world’s largest industry operates. We discuss how resource nationalism and national security influence NOCs’ competitive behaviour, how complex projects are planned and executed, how fiscal regimes are created, how crude oil is bought and sold, why cost management is so important in the oil and gas industry, why some oil and gas companies are integrated across a diverse set of activities while others have a narrow focus on a single sector, and why some oil and gas companies are in trouble. Andrew Inkpen, M. H. (2011).
Defenders of Canada’s oil and gas sector have resorted to nationalist and conservative populist narratives in recent years to portray expansion as a windfall to Canadian workers and taxpayers. to illustrate how a shift in spatial framing from the national to the regional permitted a particular populist narrative to develop as a sort of “regional ecological populism” We perform a frame analysis of communications materials generated by a number of notable First Nations and environmental organisations openly campaigning against Northern Gateway, following how these organisations articulated a similar regional ecological populist theme. Neubauer, R. (2019).
Part 3 case study report
To understand the concept of supply chain management of (Enbridge Inc) company. Moreover, in this case study we are taking the example of Nestle supply chain with the help of that we can understand the process of Enbridge Inc.
Supply Chain Management- Enbridge Inc
Like Enbridge’s business, our supply chain is complex. We rely on a network of suppliers and contractors across North America to help us build pipelines and facilities, supply vital equipment and supplies, provide specialised knowledge, and provide service to customers and other stakeholders. Concerns and trends that affect our organisation and supply chain channels are evaluated and adjusted on a regular basis. Human trafficking, recycled steel, and supplier diversity are all factors to consider. Cost challenges in logistics and transportation, changing legislation, commodity volatility, technology and digitalization gains that affect processes and increasing consumer expectations, human trafficking, recycled steel, and supplier diversity are all factors to consider. Fundamental human rights (e.g., freedom of association and promoting an inclusive and respectful workplace); occupational health and safety; business ethics (e.g., corruption and anti-competitive practises); management system quality; and subcontractor guidance (i.e., whether suppliers require their sub-contractors to adhere to supplier standards).
Our organization structure:
Enbridge’s supply chain management (SCM) function is centralised and serves the whole organisation. The SCM function oversees all aspects of supply management, from planning and governance to strategic sourcing and tactical procurement to materials management and contract administration. Our SCM department includes centralised personnel devoted only to advancing our sustainability and Indigenous engagement efforts. (“Supply Chain Management”, 2018)
How supply chain management work:
We analyse vendors throughout the supplier lifecycle—from registration through offboarding—as part of our Supplier Management programme. All suppliers are checked as part of our pre-qualification procedure, and we only deal with those that meet and respect our high standards. To pre-qualify vendors and monitor continuing supplier performance, we use ISNetworld, a worldwide contractor and supplier management resource, as well as internal subject-matter experts.
References:
Reuters, T., 2020. Enbridge Inc. [online] Annualreports.com. Available at: [Accessed 21 October 2021].
(Reuters, 2020)
J. Longwell, H. (2002). The future of oil and gas industry: Past approach and new challenges. Retrieved 2 November 2021, from https://royaldutchshellplc.com/wp-content/uploads/2013/01/longwell_WE_v5n3.pdf
(J. Longwell, 2002)
Tuttle, R. (1987). Corrosion in Oil and Gas Production. Journal Of Petroleum Technology, 39(07), 756-762. doi: 10.2118/17004-pa
Lu, H., Huang, K., Azimi, M., & Guo, L. (2019). Blockchain Technology in the Oil and Gas Industry: A Review of Applications, Opportunities, Challenges, and Risks. Retrieved 2 November 2021, from https://ieeexplore.ieee.org/abstract/document/8675726
Neubauer, R. (2019). Enemies at the Gateway: Regional Populist Discourse and the Fight Against Oil Pipelines on Canada’s West Coast. ORIGINAL RESEARCH article.
Andrew Inkpen, M. H. (2011). The Global Oil & Gas Industry: Management, Strategy and Finance. United States of America: Penn well corportaion.
Supply Chain Management. (2018). Retrieved 17 November 2021, from https://www.enbridge.com/sustainability-reports/sustainability-report-2018/areas-that-enable-continuous-improvement/supply-chain-management/supply-chain-management
(“Supply Chain Management”, 2018)