Our vision is to become a leading market player
Canaf offers you long-term supply contracts at competitive prices
Make you successful and together we can achieve this
The concepts of the Canaf Oil & Gas Consortiums,, trace our beginnings from the early days in the British Virgin Islands. From the mining shores of the Sub-Saharan African continent with cumulative discoveries, which led to the formation of the Canaf Petro-Chemicals - 1997. The company later became the subject of envy for today’s buyers and major subject refineries, subsequently, Canaf Petro-Chemicals Refinery™. We took on the name Canaf Petro-Chemicals Refinery™ when we acquired Canafric Oil in 2005, which nearly doubled our worldwide proven commitment in oil and natural gas reserves, was the very significance in our success at large from end to end, maintaining the product chain of custody from start to finish.
We are one of the world’s leading dynamic integrated energy and petrochemicals group companies. It consists of Canaf Petro-Chemicals Refinery™ the businesses of Upstream, Integrated Gas, Downstream, and Projects & Technology Collaborative Space Cloud Platform. Our people and their commitment to getting results the right way – by operating responsibly, executing with excellence, applying innovative technologies and capturing new opportunities for profitable growth, drive our success. We offer high safety and environmental standards, strong ethical values; an innovation culture and wide-ranging career development propose solutions of coverage with a strong focus in the optimization and the creation of value.
The global Project Team starts with a Vice-President that is assigned to a specific CPCR business model, project, acquisition, or drilling/mining partnership. They can execute mandated projects with or without additional CPCR team members. The Mandate plays the role of presenting project finance alternatives, oil/gas buy/sell procedures to the Seller along with negotiating and monitoring the transaction. The Project Manager finds and develops on-the-ground Sellers and works with the CPCR Security Group at a Table Top Meeting (TTM) or CPCR Security Group secured transaction facility. The Acquisition Team is responsible for securing the product and bringing it and the Seller’s Rep to CPCR’s refinery partner for final assay and direct payment to the Seller. The Consultant provides on-the-ground intelligence to the entire Project Team.
Incorporated deep within our strategic vision is a project and business model development imagination that is based on unified global teamwork and a willingness to succeed. The invisible hand of our global purpose and vision affects every global consultant, project manager, mandate, executive or member within the CPCR, as well as any one of our external project financiers, sellers and joint-venture partners. Creating changes in the fabric of the oil/gas industries, then reacting to them with our unique one-of- a-kind secured transaction concept; is the central mission and primary focus of our distinct global business model methodologies.
Our low risk/high profit margin concepts including project financing, oil/gas acquisition, along with the refining and payment of the commodity have been carefully integrated and slowly refined into the structures of the CPCR Groups over the past three years, and now becomes “standard procedure” when communicating with our Project Teams around the world.
The global business models and concepts behind our global project reach in this modern world of internet marketers and commodity scammers are rather innovative by any business standard. Scrapping the old planning models and blueprints of most oil/gas and project funding acquisition companies that use the “top-down” management approach, we work under a functional structure of a “collective” that utilizes the multiple talents and resources of our global Vice-Presidents, Mandates, Project Managers, Joint Venture Partners and Consultants.
Our strategic concept starts with locating REAL oil/gas Sellers; continues with the acquisition of the commodity by our security and acquisition teams; and is completed with the payment for the commodity via bank-to-bank transfer from our oil/gas refinery partner’s end- buyers in the United States, Europe and Asia.
The CPCR global project development and business model philosophies lend itself to the art of strategic development and the power of controlling its own niche-based environments. Strategic development is the name given to the most important, difficult, and encompassing challenge that confronts any private or public business organization; that is, how to lay the foundation to an innovative company for tomorrow's success while competing and positioning itself to win in today's global economy.
To map such a foundation and road map to success in the oil and gas markets today along with name recognition required the Company’s Founders, Chief Global Strategist, Treasurer and CFO to create a number of radical and diverse business model, project financing. Moreover, acquisition concepts; as well as create rapid growth models that would adapt to, and in most cases, be the new standards of secured transactions in its own specially developed market space in the Oil, Gas, and renewable energy industries to reduce the carbon footprint. natural gas crude oil thermal coal
The goals in outperforming existing companies seeking to purchase oil/gas in Africa, South America, Russia and India while developing new business relationships and drilling/mining contracts take leadership, trust and a good business model. No matter how well purchase and acquisition strategies with oil/gas sellers are conceived and executed, unless those strategies were negotiated based on trust, security and cooperation; any success achieved by the business relationship will be short-lived and unfruitful.
Capabilities and competencies drive marketplace advantage in a number of ways. “Invisible” competencies, such as the ability to find and develop new and existing oil/gas Seller opportunities; the ability to utilize banking instruments and internal funding to finance these projects; and the ability to present drilling/mining and joint Venture partnership alternatives will give the CPCR Groups an obvious advantage before they are manifest to other global competitors.
By incorporating these invisible global project competencies, along with its private website, resource portals and internal project platform, the CPCR creates a distinct competitive advantage; Developing and maintaining a distinct competitive advantage requires not only winning the confidence and trust of the CPCR global oil/gas Sellers, but outperforming competitors as well.
This can be achieved in two distinct and quite unrelated ways; the first is “strategic renovation” or renewal, and secondly, “strategic invention” or reinvention. The CPCR has created a strategic renovation for secured oil/gas transactions with the integration of security and acquisition teams in Africa, Europe, Asia and the Americas; and the strategic invention of oil/gas Business Models that create a radical shift in the conventional relationships between Buyers and Sellers.
In today’s new age of oil/gas acquisition, serious investors recognize that investments in non-vetted companies and their transactions provide little security and are too short-lived and risky. They want to collaborate with aggressive and forward-thinking companies that have a clear and viable concept, who can manage buy/sell contracts with the best supply sources in the world; that can think “outside the box”.
In addition, who can concentrate their internal resources and energies on that small core of activities that create the real uniqueness and value added for the company? Great ideas and great business models, not physical promises, build great companies. CPCR is such a company changing how global commodities acquisition is performed. We know that without revenue, growth and profit, we cannot invest in or create our own future. That growth must come from within the CPCR Groups itself, from our own core competencies, and from our global oil/gas supply partnerships.
The CPCR approach to managing core competencies strategically is not just a technical task or a senior management task; it is a task for the entire global organization. From the Vice-Presidents managing the project; to the Project Managers working with drillers/miners in the fields, sea and rocky caverns; to the Mandate, Acquisition and Security Teams working with our oil/gas Sellers.
Moreover, to the refinery partners processing crude oil into refined physical petroleum products with ASTM International for all Standards, Tests and Procedures in Canada; the CPCR has a vested interest both physically and financially as it controls the processes from start to finish. The role of Visionary and Strategic Developer of the CPCR projects and business models, therefore, is essentially one of energizing the entire organization – all members and associates at all levels, in all functions, in every regional or global location.
Every member of the CPCR Groups since June 2009 believes in the original vision and purpose of its Founder and the new business models that have been developed since then. Every CPCR member and Seller has access to a private website with portals for oil/gas and financial instrument education; and an internal platform for current and pending CPCR projects, acquisition and current buy/sell contracts.
LIST OF REQUIRED LIMITS IN THE INSURANCE POLICY ACCORDING TO PRODUCTS OR SERVICES
The required limits shall always be those set forth by the Insurances Division according to the file below and/or any subsequent updates thereof issued. In case of doubt or contradiction, confirmation must be requested from the Insurances Division
CIF/Delivered: Title to and risk of loss or damage to the Crude Oil / Gas and/or Vessel shall pass from Seller to Buyer at the storage tank farm when the Crude oil / gas is about to be discharged into the Buyer’s shore tank / refinery etc. as the Product passes the Vessel’s permanent hose connection. Upon the connection and/or movement of Cargo into final Buyers, discharge facility the Seller stands discharged from any and all liabilities of loss or damage.
PART A - IN RESPECT OF FOB LOCAL AUTHORITARIANISM TANK FARMS JURISDICTIONS MARINE DELIVERIES
Title to and risk of loss or damage to any Product delivered under this Agreement shall be transferred from Seller to Buyer at the Load Port as the Product passes the Vessel’s permanent hose connection. (This is only in the event that the buyer arranges their own vessels to take Product delivery from the loading ports.)
PART B - IN RESPECT OF CFR, CIF AND DELIVERED MARINE DELIVERIES
PART C - IN RESPECT OF EX-TANK, INTO TANK, FREE INTO PIPE, EX-PIPE, AND IN SITU DELIVERIES
PART D - IN RESPECT OF DELIVERIES FCA INTO AND DELIVERED FROM TANK TRUCKS AND RAILCARS
*In contracts where the currency is not the pound and the limits must be indicated in this currency, the exchange value against the pound will be used, rounding the result up to the nearest hundred thousand.
**If a contract includes various activities, the widest coverage requirements and highest damages limits will be applicable.
In cases of construction, installation, laying pipes or drilling, the "Specialist Operations" endorsement must be requested. If using underwater equipment, the "Subsea equipment" endorsement or policy must be requested.
A team of experienced industry veterans coming from the oil, financial and logistics sector runs CANAF. Its management and active employees, who are therefore focused on the long-term success of the business, promoting management depth and stability, and encouraging prudent risk management, exclusively own CANAF.