DOWNLOAD
1 min read
A Conversation Leveraging Best Practices In Petro-Canada
In 1976, the Canadian government sponsored the creation of Petro–Canada as a vehicle for Canadian oil and gas policy and, as it put it at the time, "a window on the oil and gas industry in Canada." Since then Petro–Canada has grown into the second–largest oil company in Canada, with assets worth C$6.5 billion, principally by acquiring the Canadian subsidiaries of multinational oil companies such as Fina, BP, and Gulf. In 1985, the government abandoned interventionist policies and deregulated the energy sector. In 1991 and 1995, the government equity in Petro–Canada was reduced through public share offerings to 20 percent.
In 1976, the Canadian government sponsored the creation of Petro–Canada as a vehicle for Canadian oil and gas policy and, as it put it at the time, "a window on the oil and gas industry in Canada." Since then Petro–Canada has grown into the second–largest oil company in Canada, with assets worth C$6.5 billion, principally by acquiring the Canadian subsidiaries of multinational oil companies such as Fina, BP, and Gulf. In 1985, the government abandoned interventionist policies and deregulated the energy sector. In 1991 and 1995, the government equity in Petro–Canada was reduced through public share offerings to 20 percent.
RELATED INFORMATION
The North American Free Trade Area: Impacts and Implications
The North American Free Trade Area (NAFTA) - comprising the United States, Canada, and Mexico - will soon come into being as the world's largest trading bloc, directly challenging the growing primacy…
Leadership and Transformation: Learning from the Best of the Best
Accelerating change in markets and technologies has made the ability to change successfully the determining factor in sustaining company performance. Yet, achieving transformational change in…
Identifying Strategic Environmental Opportunities: A Life Cycle Approach
Leading companies now recognize that commitment to the environment can help them not only avoid costly problems or liabilities, but also identify environmentally based opportunities for competitive…