Iraq Oil

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Why did the U.S. invade Iraq in 2003?

U.S. intelligence produced reports showing Saddam Hussein was in possession of nuclear weapons.

DHL, Aid and Iraqi Oil Implications of the Draft Hydrocarbon Legislation and Foreign Aid on the Iraqi Oil Infrastructure and Trade Mechanisms.

Background Information Oil in Iraq Number one export Third largest known reserves in the world Oil Infrastructure Basics Current Law Allocations Security Environment Invasion Current

Crude Oil Statistics

Crude Oil Statistics (Cont.)

Draft Hydrocarbon Legislation Undivided ownership of Oil wealth Creation of Oil bodies FOGC INOC MOI Contract Regulation

Trade Facilitation through Monetary Policy Aid for Trade Pre-Invasion Oil For Food Program IRRF Creation of CPA Security Funds IMF Funds Post-Conflict Assistance SBA’s

Impact on Oil Policy Economic dependence on Oil Created more secure environment Future investment Foreign influence in Policy making mechanisms PSAs Regional Contracts

Problems With DHL and Current Programs DHL problems with Federal vs. Regional control Contracting Fund distribution PSAs Internal Issues Refining Corruption Oil Smuggling

Analysis Need for a DHL Ratification Clearly defined allocation Contract Distribution Mechanism Other additions Security Anti-Corruption mechanism Aid Overall beneficial Can eventually impinge upon Iraq

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The Extractive Industries Transparency Initiative (EITI) is geared towards improving governance in the oil, gas and minerals sector. The EITI currently includes 53 countries across the world, half of which are in Africa. It is governed by multi-stakeholder coalitions representing business, governments and civil society organisations. The EITI started out in 2007 by disclosing payments made by companies to governments in the form of license fees, taxes and other payments. Governments in turn disclosed payments they received from companies to identify possible discrepancies in reported revenues. Disclosures under the EITI are now increasingly fine-grained, focusing on identifying beneficial owners, publicising contracts, commodity trading transparency and project level investments. The EITI seeks to tackle corruption, promote accountability, strengthen institutions, and contribute to domestic resource mobilisation. The current approach also highlights gender and environmental considerations in government and company reporting. Many EITI countries are currently facing a triple crisis occasioned by the Covid-19 pandemic: a health emergency, a massive fall in government revenues triggered by oil and commodity price falls, and an economic crisis caused by a huge reduction in global demand. This lecture explores the continued salience of governance and transparency work in the extractives sector during a period of acute global crisis, amid growing constraints on government budgets and capacity, and increasing limitations on civic space and advocacy. This Sussex Development Lecture addresses this set of issues to place the EITI in a broader perspective as a leading global transparency and accountability initiative. This lecture is part of the Sussex Development Lecture series: Global development challenges: towards a politics of hope. Speaker Mark Robinson, Executive Director of the Extractives Industries Transparency Initiative, EITI

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TYPES OF PETROLEUM CONTRACTS AGREEMENT; Product Sharing Contract/Agreement (PSC/PSA); Concession (or Tax-and-Royalty) Contracts; STABILIZATION; EGYPTIAN HYDROCARBON FISCAL REGIME;; Main Differences Concessionary & Production Sharing Contracts (PSCs); Participation/Joint Venture/ Association (or Arrangements); Service Contracts; WHAT CHOICES OF LAW ARE POSSIBLE? Rule of Capture; Law of the Sea Act 77 & the Rule of Capture; KEY ISSUES IN UNITIZATION AGREEMENTS; UNITIZATION CLAUSES; Discretionary Unitization Clauses; Non-Discretionary Unitization Clauses; Cross-border or International Unitization; EGYPT PETROLEUM FUTURE; UNDERSTANDING EGYPT; PRODUCTION SHARING CONTRACTS AND TAX BARRELS; Egypt Production Sharing Contract (PSC); Typical Egypt Development Lease

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Selling to the Government : Best Prospects for Small Entrepreneurial Firms Page 2 International Management Summer B Professor J. Haar Selling to the Government: Best Prospects for Small Entrepreneurial Firms Prepared By: Andrew Hussey Cecilia Jimenez Juan Diego Membreño Table of Contents 3Introduction - Why Sell to the Government? 4Department of Defense (DoD) - Brief Information 5Laws, Rules, Restrictions/ Limitations 7Confidentiality and Security 8Small Businesses Programs 12Contracting Methods & Bidding Procedures 15Contracts 16General Services Administration - GSA 17Advantages and Disadvantages of Selling to the Government 18Effects of Political Change 19Best Prospects for Small Businesses Entrepreneurs – By Industry 21Other Government Trends 23CASES AND SUCCESS STORIES: 24Rose Wang &Binary Consulting Inc. 24Lurita Doan & New Technologies Management Inc. 25Turkish Firms Using DoD Procurement Programs 25Bavarian Nordic – Denmark, Biopharmaceutical Company 26Steps to Consider 28Difficulties 30Foreign Firms and US Government Contracts 31Strategies and Final Recommendations 32Conclusion 34REFERENCES 38APPENDIX Selling to the Government: Best Prospects for Small Entrepreneurial Firms Introduction - Why Sell to the Government? Selling to the United States government is a multi-billion dollar market – per year. The size of this market cannot be given a specific monetary value, due to the fact that every year, the U.S. government spends more money than it did in the previous year. Trends are showing that government spending increases every year sometimes by as much as ten to twenty percent. Back in the mid-1980s, selling to the government was roughly a $30 billion per year market (Black 1989). Since then, government spending has increased more than ten fold. This is especially apparent in the defense segment of the government. The United States government will not hesitate to spend whatever it needs to satisfy the wants of its defense, regardless of how much it stands to lose or gain. With a market this big, there is no end to the opportunities that exist for the small business man or woman. This paper will focus on the opportunities that exist for disadvantaged small entrepreneurial firms who would like to sell to the government and touch on what would be required for such a firm to do so. The thought of having the government as a consumer of these small disadvantaged businesses seems like an awkward situation, but it provides for much of the growth of these small firms, both domestic and foreign. [See Definition in Appendix for Small/Disadvantaged/Minority Firm] Department of Defense (DoD) - Brief Information The United States Department of Defense, created in 1949, is the executive department of the government that watches over everything involving or relating to national security and the military (DoD “About DoD” 2007). Its headquarters is the Pentagon, located in Arlington County, Virginia. The DoD has more.

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

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A DAY IN THE LIFE OF A SALESMAN / WOMAN

A DAY IN THE LIFE OF A SALESMAN / WOMAN

A DAY IN THE LIFE OF A SALESMAN / WOMAN

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B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

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A DAY IN THE LIFE OF A SALESMAN / WOMAN

A DAY IN THE LIFE OF A SALESMAN / WOMAN

A DAY IN THE LIFE OF A SALESMAN / WOMAN

Iraq Oil

1. Why did the U.S. invade Iraq in 2003?

2. U.S. intelligence produced reports showing Saddam Hussein was in possession of nuclear weapons.

3. DHL, Aid and Iraqi Oil Implications of the Draft Hydrocarbon Legislation and Foreign Aid on the Iraqi Oil Infrastructure and Trade Mechanisms.

4. Background Information Oil in Iraq Number one export Third largest known reserves in the world Oil Infrastructure Basics Current Law Allocations Security Environment Invasion Current

5. Crude Oil Statistics

6. Crude Oil Statistics (Cont.)

7. Draft Hydrocarbon Legislation Undivided ownership of Oil wealth Creation of Oil bodies FOGC INOC MOI Contract Regulation

8. Trade Facilitation through Monetary Policy Aid for Trade Pre-Invasion Oil For Food Program IRRF Creation of CPA Security Funds IMF Funds Post-Conflict Assistance SBA’s

9. Impact on Oil Policy Economic dependence on Oil Created more secure environment Future investment Foreign influence in Policy making mechanisms PSAs Regional Contracts

10. Problems With DHL and Current Programs DHL problems with Federal vs. Regional control Contracting Fund distribution PSAs Internal Issues Refining Corruption Oil Smuggling

11. Analysis Need for a DHL Ratification Clearly defined allocation Contract Distribution Mechanism Other additions Security Anti-Corruption mechanism Aid Overall beneficial Can eventually impinge upon Iraq