Najm Petro Oil, Tehran (2026)

14/07/2019

پانزدهمین دوره آموزشی علمی تجارت و بروکری (واسطه گری) فرآورده های نفتی و پتروشیمی
7 و 8 شهریور ماه 1398
کسب اطلاعات بیشتر 09021400591 (برنا)

18/01/2018

آغاز ثبت نام دوازدهمین دوره آموزش بروکری فرآورده های نفتی و پتروشیمی
برای دریافت اطلاعات بیشتر می توانید آدرس ایمیل خود را در کامنت ها بگذارید تا فرم خدمتتان ارسال گردد.
و یا می توانید با 09021400591 هماهنگی های لازم را انجام دهید

19/07/2017

آغاز ثبت نام یازدهمین دوره آموزش بروکری فرآورده های نفتی و پتروشیمی
برای دریافت اطلاعات بیشتر می توانید آدرس ایمیل خود را در کامنت ها بگذارید تا فرم خدمتتان ارسال گردد.
و یا می توانید با 09021400591 هماهنگی های لازم را انجام دهید

24/12/2016

آغاز ثبت نام دهمین دوره آموزش بروکری فرآورده های نفتی و پتروشیمی
برای دریافت اطلاعات بیشتر می توانید آدرس ایمیل خود را در کامنت ها بگذارید تا فرم خدمتتان ارسال گردد.
و یا می توانید با 09021400591 هماهنگی های لازم را انجام دهید

06/07/2016

آغاز ثبت نام نهمین دوره آموزش بروکری فرآورده های نفتی و پتروشیمی
برای دریافت اطلاعات بیشتر می توانید آدرس ابمبل خود را بگذارید تا فرم برایتان ارسال گردد.
و یا می توانید با 09021400591 هماهنگی های لازم را انجام دهید

30/01/2016

آغاز ثبت نام هشتمین دوره آموزش بروکری فرآورده های نفتی و پتروشیمی
برای دریافت اطلاعات بیشتر می توانید آدرس ابمبل خود را بگذارید تا فرم برایتان ارسال گردد.
و یا می توانید با 09021400591 هماهنگی های لازم را انجام دهید

20/07/2015

آغاز پیش ثبت نام هفتمین دوره آموزش بروکری فرآورده های نفتی و پتروشیمی
برای دریافت اطلاعات بیشتر می توانید آدرس ابمبل خود را بگذارید تا فرم برایتان ارسال گردد.
و یا می توانید با 09021400591 هماهنگی های لازم را انجام دهید

27/03/2015

Dear Colleagues and Brokers
For Downloading Updated SCOs You Can Visit Our Website:
WWW.NAJM-PETRO-OIL.COM

31/10/2014

As various Caribbean refineries closed, reopening them faced a problem. Even if you could get cheaper WTI-based crude to them, they would be competing against US refineries powered by lower-cost natural gas. A refinery in the Caribbean would have little alternative except to use expensive fuel oil.
But industry sources are reporting that Atlantic Basin Refining, which is expected to be the new owners of the US Virgin Islands’ St.Croix refinery, known as Hovensa, is believed to have a business plan that will bring in cheaper sources of energy–specifically, LNG–to power the refinery.
The St.Croix refinery, previously owned by Venezuela’s state-owned PDVSA and Hess, was shut in February 2012 after the joint-venture partners said the use of fuel oil to generate power led to losses. Earlier this week, Hess CEO John Hess said on the company’s third quarter earnings conference call that the company remained in negotiation for the sale of the refinery, which it owns in a joint venture with Venezuelan state oil company PDVSA.
On Tuesday, Virgin Islands Governor John de Jongh said the refinery was purchased for $1.6 billion by ABR.
When the refinery was shut, it had a capacity of 350,000 b/d, down from 650,000 b/d at its peak in 1974. The St.Croix refinery is expected to refine about 300,000 b/d of crude oil when—and if– it restarts in about two years.
Houston-based sources said ABR—who is behind this group appears to be an industry mystery– is expected to either bring in LNG-fired power plants on barges for the time being until it prepares itself to import LNG from the mainland to power the St.Croix refinery.
(St. Croix is already going through a conversion away from fuel oil, looking to move to propane as the energy source for its electric grid, as this story spells out.)
“The move to use LNG to power the refinery more than anything else is the key to restarting and operating the St.Croix refinery in a profitable manner,” said an industry source.
“There are LNG fired power plants on barges already in operation in the Caribbean and ABR would in the short term exercise this option and work on building a longer term solution. But one thing is clear: it will bring in LNG supplies from the mainland to power the St.Croix refinery,” said a hedge fund source.
The St.Croix refinery was never under the jurisdiction of the Jones Act or the US’ restrictions on the export of domestic crudes, even though it’s a US possession. This means ABR can bring US domestic crudes into the US Virgin Islands and ship products out to the mainland on foreign-flagged vessels.
However, there is a limit to how much light sweet crude the refinery can process. Its history, not surprising given its Venezuelan ownership, is that it previously refined 25% heavy sweet and 75% heavy sour crudes. So the growing supply of US light sweet crude on the surface is not a natural fit for the plant.
“The St.Croix refinery still has room to ship products to the US, namely Florida and the other US Atlantic Coast states but will have to increasingly look at export markets too,” said a Gulf Coast refinery source.

05/09/2014

Economist Philip Verleger looks at the size of the US Strategic Petroleum Reserve, and then looks at the world’s hot spots, and sees a way to solve some of the problems of the latter with the former. He has contributed this guest post to The Barrel blog.
Russia’s adventurism in Ukraine, ISIS’s alarming advances in Syria and Iraq, China’s economic slowdown, and the continuing US consumer malaise share a common cause: high oil prices.
Russia could not afford its aggressive moves against Eastern Europe if oil sold for $60 per barrel rather than $100. ISIS’s aggression would grind to a halt if sales of oil from its captured areas were cut off. US consumers might spend more but for their constant fear of higher gasoline prices.
Today, the global economy’s burden of high-cost oil can be removed for a year or two if two countries — the United States and Saudi Arabia — cooperate. The United States’ role would be to sell the almost seven hundred million barrels of oil held in its strategic petroleum reserve. The addition of this oil to global markets would bring prices down to $50 if the second player, Saudi Arabia, simply did nothing, that is, maintained its current production. Should this happen, crude prices could be halved.
The policy is predicated on the fact that the United States no longer requires its Strategic Petroleum Reserve. The reserve was created at a time when the nation was very dependent on imported oil. The dependency is in the past. The Reserve no longer serves the purpose for which it was developed. It can, however, be used as a strategic asset today.

01/09/2014

Several years of steady jet fuel prices have led US airlines to lighten their hedging loads, punctuated by the world's largest airline doing entirely without what is essentially insurance on its biggest cost.

Newly merged American Airlines said it had sold off its hedging contracts by the end of the second quarter.

24/08/2014

BHP Billiton CEO Andrew Mackenzie is a multilingual, soft-spoken Scot who had a brilliant academic career before moving into industry. Rio Tinto’s urbane CEO Sam Walsh is a patron of the arts in Western Australia and is well-known for collecting antique jugs.
Neither men are what you might describe as “bruisers.” Yet both have rolled up their sleeves since taking charge a year or so ago, flexing their managerial muscles with the aim of turning their mining companies into much leaner and meaner organizations.
The most dramatic example of this was BHP’s move this month to spin off assets it no longer considered to be core into a new, as yet unnamed company. It wasn’t necessarily a case of preferring one commodity over another–BHP will retain its Australian thermal coal mines but will de-merge its South African ones–but rather the bias was about size, scale and the lifespan of the assets.
Mackenzie explained that BHP wanted to focus on fewer, larger, higher quality resources basins where technology and mechanization could help it lower operating costs and become ever more efficient. He described it as the company’s “simplification dream.”
Walsh, too, has spoken of a “back to basics” approach, where the miner concentrates on doing fewer things better and more effectively. This was borne out by Rio’s recent fire sale of its disastrous metallurgical coal project in Mozambique–a bull market acquisition if ever there was one by Walsh’s predecessor Tom Albanese back in 2011–to an Indian consortium. Both mining companies also have dramatically scaled back their capital expenditure plans for the next couple of years.
Miners getting fighting fit
But the companies are not only becoming leaner and meaner because the old regimes may have put on a few too many pounds and become too profligate when commodity prices were high. Rather, they are responding to a slowing China and subdued global economy that has resulted in coking and thermal coal prices dropping 15% and 18%, respectively, since the start of 2014. More vital has been the 25% plunge in iron ore seen this year, considering the steelmaking raw material comprises around 90% of Rio’s total business and around 55% of BHP’s.
Coal and Iron Ore
Along with technological innovations to get costs down, such as Rio’s driverless trucks and trains at its Western Australian iron ore mines, throughput is also critical to a company’s cost base. Mining and infrastructure costs decrease as production and export volumes increase.
The world’s fourth-largest iron ore miner, Fortescue Metals Group, was able to lower its production costs from $44/mt to $34/mt in the twelve months to June 30 on the back of a 48% year-on-year jump in output to 140 million mt. Fortescue CEO Nev Power said in August that lowering operating costs enabled the company to generate “strong cash flows” even with iron ore prices of around $95/mt CFR.
Smaller companies focus on survival
But only companies of the size and scale of Rio, BHP and Fortescue–all of which own their rail and port infrastructure–are in a position to be able to thrive in the current price environment. While they continue to work on reducing costs and increasing operational efficiencies, aspiring miners and developers are doing all they can merely to survive.

Najm Petro Oil

14/07/2019

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19/07/2017

24/12/2016

06/07/2016

30/01/2016

20/07/2015

27/03/2015

31/10/2014

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