ESTORE AT SHELL CANADA LIMITED
Chad Saunders wrote this case under the supervision of Professors Deborah Compeau and Barbara Marcolin, and Roger Milley solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey …show more content…
THE OIL AND GAS INDUSTRY IN CANADA
Canada was the ninth largest producer of crude oil in the world with exports going almost exclusively to the United States. Of the 2.7 million barrels of crude oil produced in Canada per day, 1.7 million barrels were exported. Similarly, 3.8 trillion cubic feet of the 6.4 trillion cubic feet of natural gas produced annually was exported. In 2002, after a period of considerable consolidation within the industry, upwards of 85 per cent of all oil refining in Canada was owned by a small number of large companies (Shell Canada, Imperial Oil, PetroCanada, Suncor and Husky Energy). These companies were involved in all major aspects of the oil and gas industry in Canada. Their upstream activities included both the search for and the recovery of oil and gas. Their downstream activities included refining, marketing, sale and distribution of oil, gas and chemical products to industrial and retail customers. Exploration and production formed the core of the petroleum industry and spanned the activities of searching for hydrocarbons through to the delivery of oil or gas to the refinery, processing plant or tanker ship for processing elsewhere.
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