WSJ Article / Interesting Read

Oil Prices Hit High, Before Sliding, Amid Disrupted Supply

Interruptions across the world and OPEC’s productions cuts buoy a beleaguered oil industry

The Bashneft PAO oilfield, Russia. Oil-supply cuts and disruptions have coincided with healthy oil demand this year as the global economy enjoys a rare spurt of synchronized growth.
The Bashneft PAO oilfield, Russia. Oil-supply cuts and disruptions have coincided with healthy oil demand this year as the global economy enjoys a rare spurt of synchronized growth. PHOTO: ANDREY RUDAKOV/BLOOMBERG NEWS

LONDON—The beleaguered global oil industry is seeing the beginning of the end of the crude glut.

A wave of oil-supply disruptions, rising demand and OPEC’s production cuts has raised hopes among investors and producers that global oil supplies are finally falling back in line with demand, after years of being out of whack.

Oil inventories in the industrialized world—a proxy for the glut—have fallen to their lowest levels in two years. Brent crude, the international benchmark, rose past $65 a barrel in volatile trading Tuesday for the first time since June 2015 before falling to $63.46 a barrel on Tuesday evening in London.

Oil-industry players are now preparing for a more stable price around $60 a barrel or higher, after a three-year roller coaster when the price fell from over $100 a barrel in 2014 to less than $28 a barrel in 2016 before stagnating in the $40s and $50s much of this year.

“It’s actually tempting us to revise our price forecasts higher,” said Amrita Sen of consultancy Energy Aspects, which predicts Brent will average $64 a barrel next year.

The rise in oil prices comes with a quirk that could help U.S. companies: American oil prices haven’t gained as fast as Brent and remain more than $6 a barrel cheaper, at about $57 a barrel. That makes American oil more attractive to ship globally. The last time the price differential was this wide, in October, U.S. exports climbed to 2 million barrels a day, a record, according to German bank Commerzbank.

“This is definitely good news for U.S. exporters, who have already been ramping up” sales abroad, said Tom Pugh, a commodities economist at Capital Economics.

U.S. oil exporters and shale drillers have been locking in sales of their crude at higher prices just as American production is forecast to reach record levels in 2018.

The oil-price surge gives big Western oil companies like BP PLC, Exxon Mobil Corp.XOM +0.56% and Royal Dutch Shell PLC more financial breathing room than they have had in years. Many have already taken steps that show they can make money at prices below $60 a barrel. France’s Total SA on Tuesday scrapped the discount it will offer shareholders that opt to receive their dividend payment in stock—a signal that the company is more confident it can haul in enough cash to pay investors.

Meanwhile, Saudi officials on Tuesday said Saudi Arabian Oil Co. would invest $414 billion over the next decade, investments they said were needed for the kingdom to maintain its world-leading ability to produce 12 million barrels a day.

The most recent jolt to the market came from Great Britain, where one of Europe’s most important pipeline systems sprung a leak last week. About 450,000 barrels a day of North Sea oil production is shut off for the next two to three weeks for repairs to the Forties Pipeline System, said its owner, Ineos, the British chemicals and refining company.

“When you have big voluntary cuts, you can’t afford many unplanned outages,” said Olivier Jakob, managing director of Petromatrix, an oil research firm in Zug, Switzerland.

The oil-supply cuts and disruptions have coincided with healthy oil demand this year as the global economy enjoys a rare spurt of synchronized growth.

To be sure, oil prices are likely to correct downward after the U.K. pipeline system returns sometimes this month. Higher prices could cause the OPEC production deal to collapse as its members try to cash in on higher prices by releasing more output.

Analysts have warned that higher prices could cause a flood of new production from the U.S. In the third quarter, U.S. oil production for 2018 was hedged at its highest levels since 2014, allowing producers to keep increasing output even if prices fall next year, Citigroup said.

The volatility was on display Tuesday morning when prices suddenly nose-dived and fell below $65. For some the level represents a psychological ceiling at which they want to cash in and sell.

“The question is where does the next bull buyer come from,” said Michael Tran, director of energy strategy at RBC Capital Markets.

But the sheer amount of oil coming off the market in recent weeks may be too much even for the U.S. to make up for. Shale producers are under pressure to show profits instead of just pumping as much as possible.

Oil companies are working to fix the disruptions, but it isn’t clear how quickly.

Ineos had evacuated local residents and sent a team of engineers to the site of pipeline damage to assess how to fix a crack that had spread over the past several days. “It is expected to be a matter of weeks rather than days,” a company spokesman said.

The 590,000-barrel-a-day Keystone oil pipeline, an important oil artery between Canada and the U.S., has been transporting oil at 20%-reduced rates as a precautionary measure after pipe damage in South Dakota that forced its shutdown late November.

In Iraq, some 275,000 barrels a day of output remains shut down in Kirkuk oil fields, said Antoine Rostand of Paris-based consultancy Kayrros, which uses satellite data to assess output levels at individual facilities.

In Venezuela, a debt dispute with China and U.S. sanctions has knocked its export volumes down by 200,000 barrels a day in late October and November, according to Kpler, a tanker-tracking firm.

Write to Georgi Kantchev at georgi.kantchev@wsj.com and Benoit Faucon at benoit.faucon@wsj.com

Appeared in the December 13, 2017, print edition as ‘Oil Supplies Retreat, Bolstering Producers.’

Article Retrieved 12/13/17 from https://www.wsj.com/articles/the-reason-behind-65-oil-prices-is-disrupted-supply-1513089506 by Pickett Oilfield, LLC

Drilling Rig

Drilling Rigs

Rig 8-page-001

There are many types of Drilling Rigs in the world today. Lets start by narrowing them down into at least two categories. We have offshore rigs and land rigs or onshore rigs. The picture above is an example of a land rig. This example is actually a National 2000 HP drilling rig that is offered for sale by Pickett Oilfield, LLC. In this article we will be delving deeper into the many parts of a land rig. Some of the parts of the land rig pictured here are listed as:

  • National 1320-UE Drawworks
  • 1.3 M mast
  • Sub built for Veristic rig walking system
  • NOV TDS-11 AC top drive
  • NOV 12P mud pumps (7500 PSI)

This terminology might sound a bit confusing to the newbie of the oilfield. To better understand what each of the parts of a Drilling Rig are lets break them down…

National 1320-UE Drawworks – Drawworks is a large machine that is used to reel the drilling line in and out. It consists of a large spool, brakes, and a power source. The drilling line is basically a large rope made of wire; this line extends from the spool/drum down to the crown and traveling blocks. The power source for this machine is usually electrical or diesel. For even more understanding of what drawworks is see the picture below…

0-0drawworks-2-800x800
1625 DE Drawworks

For even more information on drawworks check out this YouTube video…

Next, what is a 1.3 M mast… the mast is the portable framework that holds and positions the crown block and drill string / wire rope. Masts usually have a rectangular shape or a trapezoidal shape and this structure is very rigid. The rigidness of the masts are to keep it secure when moving as it is laid down when moved. This makes this mast very heavy which is why it is only found on land rigs. Masts are similar to derricks, however, they are in most cases pre-assembled and mounted to a frame instead of being anchored to the substructures corners like the derrick. The part of the list that is described as 1.3 M mast, the 1.3 M tells the height, the 1.3 M is the measurement of each section… For a better understanding of what a mast is on a drilling rig, check out the video below of a mast being raised.

So, we are now to the Veristic Rig walking system… the Veristic walking system is a rig mobilization system that moves the rig. There are four walker modules that are attached to the four corners of the rig structure. They are able to move a lot of weight up to 2.4 million pounds to be exact. They move at a top pace of 40 feet per hour, and can move in 8 directions. View the pictures below for a full idea of what these modules are and what they look like.

So the top drive…. the top drive is a mechanical instrument located on a drilling rig that is used to rotate the drill line during the drilling process and supplies clockwise torque to the drill line to drill the borehole. The top drive is a substitute for the kelly drive and the rotary table. The top drive is a motor which is suspended from the mast or derrick and is situated beneath the traveling block and moves up and down the mast or derrick vertically. The top drive has either an electric motor or hydraulic motor and is joined to the drill line (drill string) by a little section of pipe which is called the quill.

Below is a picture of an actual top drive and an animated video of how a top drive works for better understanding.

IMG_4745-800x800

This brings us to the last item in the list which is the mud pumps on the drilling rig. Mud Pumps are one of the most critical parts of the drilling rig and are reciprocating pumps, therefore, they use oscillating pistons or plungers to displace the fluid. They are used to circulate the mud under high pressure, up to 7500 psi when drilling for oil. It circulates the mud down the drill line (in the piping) and up the annulus (the space that surrounds the piping) at the required flow rate. The purpose of the mud is to float out debris such as rock cuttings and to clean the bottom of the whole. It is also used to keep the drilling components cool during drilling. See the pictures below of what a mud pump is and the video below of how it works.

 

There are many more components of a drilling rig that are not listed here. However, there are too many variables to list all parts that could possibly be used on a drilling rig. Some items that are used on land drilling rigs or onshore drilling rigs can also be used in the offshore drilling rig area. The costs of drilling rigs also varies greatly because of the different types of equipment that are added to each rig. In the same way that you purchase a vehicle and can add accessories or upgrades, one can do with a drilling rig, hence the reason that all drilling rigs are not created the same and their prices may reflect that. Depending on the drilling site and material and the customers needs some will have items with different pressure ratings such as blowout preventers (otherwise known as BOP) or mud pumps.

If you are in the market for a drilling rig or any of its components, or for more information visit our website at www.pickettoil.com or you can shoot us an email at sales@pickettoilfield.com and we will promptly reply.

What is Fracking?

Advanced Hydraulic Fracturing / Fracking

What is Fracking or better yet, what is hydraulic fracturing? In the oilfield this is a term that is used often, it is clearly a process of doing something but it is also a term that is used in goods that are sold in the oilfield such as frack tanks. Therefore, raising the question what is fracking?

Advanced Hydraulic Fracturing otherwise known as “Fracking” is the process of drilling at least a mile below the surface of the earth safely tapping shale and alternative tight rock formations.

Fracking Diagram

0201-fracking-1000x765

Once the drilling has reached this point (at least a mile) the drilling then begins horizontally for many more thousand feet. In doing so this enables this one section to house many wells. Once this well is drilled it will then be cased.[1] Casing a well is what is done to protect the earth and to keep the well open. They do this by putting a hard steel casing in the well-bore to reinforce it and then they pump cement around the exterior of the steel using high pressure until the entire well line is secured. Casing and cementing the well confines the producing well so that it is cut off from any fresh water supplies.[2] The next step would be to add small apertures to the horizontal part of the well pipe. This area is where a combination of water, sand, and additives (90%, 9.5%, .5% – respectively), the typical mixture, is pumped at high pressure which generates micro-fissures in the rock which are kept open by the grains of sand and release the gas inside which then flows to the head of the well. The additives in the mixture plays many roles, one of which is to decrease friction (which helps to preserve the environment and increases the wells capabilities). Fracking has allowed the US to tap into natural gas and oil reserves that previously were blocked from our reach. Furthermore, this process has allowed for new production from old wells.[1]

Fracking Diagram

Fracking1

Fracking can be a hotly debated topic. There are two sides of the isle on this subject. Those that are for fracking, in that it brings many jobs, access to an alternative source of fuel, reduces surface toxicity, lowers energy costs, and buys more time to find renewable energy sources. Then there is the other side of the isle those that are against fracking because it requires huge amounts of water, possibly contaminates water, may trigger earthquakes, and possible use of hazardous chemicals.[3] Both sides are very passionate about where they come down on this topic.

Meanwhile, many countries have banned hydraulic fracturing such as France and Tunisia. Moreover, many states of the US have banned fracking as well such as Vermont and New York State. In Canada many provinces have bans on fracking such as New Brunswick, Newfoundland, Nova Scotia, and Quebec.[4]

However, there are many more areas of the world that are exploring and practicing fracking. The US being one of those places which you can view in this map below from 2016.

FrackingUSA2016_0

By: Jennifer Birge

Visit us at www.pickettoil.com

#fracking, #whatisfracking, #hydraulicfracturing, #whatishydraulicfracturing, #oilfield, #pickettoilfield, #pickettoilfieldllc, #oilfieldequipment, #oilandgas, #texas, #westtexas, #drilling

 

 

Oil Prices Bounce Back in Third Quarter

Strong crude demand and signs of ebbing U.S. production led oil back into a bull market

Demand was a bright spot, following worries that damage from major hurricanes in the southern U.S. would crimp consumption. Above, a refinery in Ohio.

Demand was a bright spot, following worries that damage from major hurricanes in the southern U.S. would crimp consumption. Above, a refinery in Ohio. PHOTO: LUKE SHARRETT/BLOOMBERG NEWS

Oil investors got a reprieve from falling oil prices in the third quarter, thanks to unexpectedly strong demand for crude and signs of ebbing U.S. production.

West Texas Intermediate, the U.S. crude benchmark, ended the quarter 12.2% higher, snapping a two-quarter losing streak and marking the biggest quarterly gain since the second quarter of 2016. U.S. crude futures re-entered a bull market in September and are up nearly 21.5% from the lows in June. A gain of 20% or more signals the start of a bull market.

Demand was a bright spot, even amid worries that damage from major hurricanes in the southern U.S. would crimp consumption.

The International Energy Agency raised its forecast for demand growth for next year. At the end of March, global fuel demand was just 1.3% higher than the previous year, according to J.P. Morgan Asset Management. By the end of July, demand grew 3.2% from the previous year—the biggest year-over-year increase since 2010.

“Everyone was concerned that global demand for oil was weakening. As we’ve moved through the year, it’s actually strengthening again,” said Rob Thummel, managing director at Tortoise Capital Advisors. “Ultimately consumers responded to lower oil prices, once again.”

There were also signs that U.S. output hasn’t increased as quickly as some had expected, as producers contended with rising costs, slowing oil field activity.

That boosted sentiment for oil investors, who had earlier feared that output from shale producers would cancel out the impact of cuts by members of the Organization of the Petroleum Exporting Countries and other producers.

The number of rigs drilling oil wells in the U.S. fell by 6 during the quarter, compared with an increase of 94 rigs during the second quarter.

“The entire first quarter and into the second, shale was the dominant factor,” said Ebele Kemery, head of energy investing at J.P. Morgan Asset Management. Now, “we’ve seen the trajectory of U.S. shale production growth slow.”

The U.S. Energy Information Administration’s monthly figures show that U.S. output has increased but that it hasn’t been as high recently as preliminary weekly data had indicated. The EIA has moderated its projection of next year’s production to 9.8 million barrels a day from a previous 10 million.

Some remain skeptical that the rebound in oil prices will continue. The rig count could begin to rise again if prices stay above $50, analysts said.

“There is probably limited upside,” said Andy Lebow, senior partner at Commodity Research Group.

One reason is that producers are looking to take advantage of the recent rally to lock in higher prices, analysts said. Beyond that, OPEC’s compliance with its deal has been highin recent months, and the group has discussed extending its production cuts further into 2018. But the cartel hasn’t yet committed to such a move.

“I don’t think we’re on some fast track” to higher prices, said John Saucer, vice president of research and analysis at Mobius Risk Group.

Write to Alison Sider at alison.sider@wsj.com

 

Information retrieved from https://www.wsj.com/articles/oil-prices-bounce-back-in-third-quarter-1506855610 on Oct. 3, 2017

2017 Oil and Gas Trends

2017 Oil and Gas Trends

By Giorgio BiscardiniReid MorrisonDavid Branson, and Adrian del Maestro

How energy companies can adjust their business models to a period of recovery.

The character of Chuck Noland, played by Tom Hanks, says near the end of the film Cast Away, “…because tomorrow the sun will rise. Who knows what the tide could bring?” He makes this observation after having survived on a desert island for four years before being rescued and returned to civilization. If you’re a top executive in an oil and gas company, more than likely you’re feeling the same way right about now — optimistic but extremely cautious.

Much of the oil and gas industry has survived an especially tough few years with weak demand and low prices. It has been difficult to make strategic decisions and plan for the future. Only now is the sector beginning to emerge from its upheaval. If there is hope on the horizon, we must, like Noland in Cast Away, remain mindful of the risk.

 

 

For instance, although prices appear to be recovering — Brent crude was up around 90 percent in 2016, to just over US$50 per barrel — they are still well below $115 per barrel, the post-recession high-water mark reached in March 2011. As a result, even as companies begin to view new investments in resource development as more attractive, the upstream oil and gas sector must move gingerly. Continuing price improvements will probably be slow, and supply may be constrained by the cutbacks in reserve development projects over the last few years.

The oil price collapse, which began in June 2014, triggered a wave of cost reduction among upstream businesses. Global oil and gas companies slashed capital expenditures by about 40 percent between 2014 and 2016. As part of this cost-cutting campaign, some 400,000 workers were let go, and major projects that did not meet profitability criteria were either canceled or deferred. These steps, combined with efficiency improvements, are beginning to bear fruit for the industry. A growing number of projects can break even at oil prices in the high $20s. One good example is Statoil’s Johan Sverdrup field in the North Sea, where the break-even price of development costs has been reduced to around $25 per barrel. That would have been unthinkable a few years ago.

In the near future, the recent oil price gains — which are due to a rebalancing of supply and demand fundamentals, partly accelerated by OPEC’s recent decision to cut production — are expected to remain in place. That expectation is behind a number of positive industry forecasts: According to Barclays’s latest E&P Spending Survey, oil and gas industry capital expenditures are expected to increase by as much as 7 percent in 2017. In addition, global rig counts, particularly in the U.S., have been on the rise since the middle of 2016, according to Baker Hughes. Moreover, we are seeing the green shoots of a recovery in M&A as companies have pursued asset deals in recent months.

It’s possible that we might see a spike in oil prices sometime in the next five to 10 years — if, because of the hiatus of investment in major projects since 2014, the industry finds it difficult to meet increasing demand. The resulting uncertainty would no doubt be welcomed by traders, who have largely avoided the oil market during its price plunge. An uptick in trading activity could in itself drive up oil prices significantly in the three- to five-year time frame. Oil and gas companies will need to ensure that their business models are prepared to manage and benefit from this volatility.

As oil prices recover, can international oil companies (IOCs) hold on to the benefits of cost reduction? Some cost escalation is inevitable. For example, oil-field services (OFS) companies will likely start taking back price concessions they gave IOCs when the market collapsed. This could add as much as 15 percent to the price of producing a barrel of oil, which in turn would allow OFS company operations to get back to break-even levels.

But upstream companies will have to be diligent about containing other expenditure increases, particularly in the supply chain and resource development arenas. That may prove difficult, because the wave of worker layoffs eliminated significant experience, knowledge, and skills. The loss of these capabilities could push development project costs up substantially if they are not carefully monitored. Smart IOCs will embrace new digital initiatives as a means of offsetting expense escalation and furthering the cost and efficiency improvements they have already achieved.

A great deal of the activity in the oil and gas sector is focused on OPEC countries and the U.S., but other regions may also play a key role in the coming years. For instance, in Latin America, the investment environment is improving. Some domestic oil and gas industries are on the upswing, creating jobs. A prime illustration is Mexico, where energy reform is opening the door for nontraditional operators to establish a presence in the country. In the recent deepwater auction in that country, companies successfully bidding for acreage included China’s Offshore Oil Corporation, Australia’s BHP Billiton, France’s Total, American firms Chevron and ExxonMobil, and Japan’s Inpex.

Other hydrocarbon hot spots include offshore Egypt, where BP recently acquired a stake in Eni’s giant gas field Zohr, and the Caspian Sea, home to Kazakhstan’s Kashagan reserves, the world’s largest oil-field discovery in the past 30 years, where commercial production resumed at the end of 2016. As oil prices rise, private equity is likely to have a bigger hand in the industry. This is already evident in two recent high-profile deals in the U.K.’s North Sea: Siccar Point Energy’s acquisition of OMV’s assets and Chrysaor’s decision to pick up divested assets from Shell.

So if you are an oil and gas executive peering out over 2017 and beyond, you will face structural and cultural issues internally; many companies do not have the talent, organizational framework, systems, processes, or attitudes to be sufficiently flexible and innovative in an evolving and uncertain marketplace. You should be prepared to pursue new drilling and extraction technologies and to increase your research into sustainability and clean energy. To start planning for the future, oil and gas leaders in all segments might consider some fundamental questions: Do I have the right business models in place? How can my company develop new capabilities and in what areas? How should asset portfolios evolve? What type of technology plays should I invest in?

As companies address these challenges, we see a number of business models and strategic responses emerging between now and 2020:

1. Corporate strategic objectives will increasingly focus on sustainable profitability

The recent and extended oil price downturn once again highlighted the urgency for companies to have plans for profitability under a number of different price scenarios. Although profitability is always a key metric, in the oil and gas industry, growth in production and reserves has often been more important. However, the shock of low prices and the strong possibility that interest rates will rise in the near future, increasing the cost of debt, has elevated free cash flow from earnings to priority status.

Generally, the super majors already have profitability and capital efficiency hardwired into their corporate DNA. Other firms — such as national oil companies (NOCs) in the Middle East, which tend to emphasize production volume targets — will have to adapt. For such companies, a new focus on cost efficiency and profitability will require a significant shift in corporate culture and outlook, and ultimately a realignment of company portfolios. Indeed, the recent report that Shell is considering the sale of its interests in the super giant Majnoon and West Qurna fields in Iraq, where profit margins under the terms of the technical service contracts are low, may reflect such a trend.

2. Differentiated capabilities will become a key factor for future success

In recent years, the oil and gas sector has been characterized by a diverse range of operating environments, including onshore unconventional reservoir production and frontier exploration in increasingly challenging and remote environments. Although the super majors have traditionally sought to participate in all environments, even these companies do not have the skills — or corporate culture — to compete in all situations anymore. In fact, the U.S. unconventional sector is dominated by companies, such as Chesapeake Energy, EOG Resources, and Whiting Petroleum, that have tailored their operating models to the unique demands of unconventional production.

Similarly, in recent years, smaller exploration and production companies with particular sets of capabilities — for instance, a laserlike focus on cost efficiency — have been able to acquire mature assets and outperform the super majors in specific segments. Such specialization will likely become more commonplace in the future. In fact, the sector’s current uncertainties make it imperative for companies of all sizes to identify the capabilities that are critical to profitable growth, and even survival, and allocate capital accordingly.

Recent M&A activity in the OFS sector suggests the emergence of operating models built around specific capabilities. For example, at the heart of GE’s recent acquisition of Baker Hughes is an effort to create a business focused on more efficient well operations through automation, enhanced imaging, and data analysis. And the just-completed combination of Technip and FMC Technologies has fashioned a company whose core capabilities will be subsea engineering and equipment.

The model of a single integrated company discovering and developing an oil or gas field, and operating it until it is depleted, is being replaced.

3. New business models and forms of partnership will emerge

The evolution of the oil and gas sector from one dominated by large, generalist companies to one featuring specialists in narrower aspects of the operating environment will require companies to establish new ways to collaborate, ways that leverage the specific skill sets of each organization. In our view, the model of a single integrated company discovering and developing an oil or gas field, and operating it until it is depleted, is being replaced by alliances and changes in ownership designed to ensure that the company most able to extract value manages the field in relevant stages of its life.

This is illustrated by the emergence of exploration specialists like Kosmos Energy and of mature production players like EnQuest in the North Sea. And BP’s recent alliance with Kosmos to seek assets in Mauritania and Senegal is a good example of a major IOC leveraging the technical exploration skills of a smaller rival. Moreover, the relationship between oil and gas companies and OFS outfits will continue to evolve in a similar direction. The major OFS companies, such as Schlumberger and Halliburton, already offer integrated field management solutions that oversee and operate assets on behalf of companies, and others, such as Petrofac, manage day-to-day operations. However, although it is critically important, developing new collaboration and partnership models will not be easy for some established companies — particularly for some Middle East NOCs, which tend to prefer full control over their assets.

4. As business models evolve, portfolios will be reviewed for coherence and resilience

Portfolio evaluation should strive for more than simply using divestment to generate cash. It should be seen as an opportunity to radically restructure the business based on forecasts of future conditions and to ensure that the projects the company is undertaking match the organization’s capabilities. For example, in reassessing their portfolios, some companies may choose to diversify in preparation for a low-carbon environment. France’s Total has taken this step by implementing a plan that requires one-fifth of its asset base to be focused on low-carbon technologies and by acquiring a battery manufacturer to spearhead its efforts in electricity storage. Similarly, Dong Energy, originally an oil and gas producer, is shifting its focus to renewable energy, using its legacy fossil fuel businesses to generate cash flow for the development of offshore wind farms.

The need for portfolio evaluation will become increasingly pressing as companies participate in the wave of consolidation we expect to see in the sector over the coming year or more. In the recent past, oil price volatility (specifically, concerns about how low prices might go) has made it difficult for buyers and sellers to come to agreement on oil-field valuations. However, now that prices have recovered somewhat — and there is a growing sense that a price floor in the vicinity of $50 per barrel has been set — the pace of deal making is picking up. In recent transactions, Total and Statoil completed multibillion-dollar deals for Brazil’s sub-salt deepwater oil reserves, while Exxon has bid on Papua New Guinea’s InterOil and Noble Energy acquired assets in the U.S. Permian basin from Clayton Williams. Going forward, we expect that companies will increasingly focus on asset deals to build their portfolio in a cost-effective way.

For upstream companies, M&A opportunities represent a critical part of portfolio reevaluation.

For upstream companies, M&A opportunities represent a critical part of portfolio reevaluation. This approach can be used to divest noncore assets and to recalibrate company strategy and direction to best profit from the wave of change coursing through the industry. In some cases, M&A can be a fulcrum for transforming a company — as was the case with Shell’s $70 billion deal to buy Britain’s BG Group in 2016, a move that greatly expanded Shell’s position in the natural gas market. Or M&A can be used to bolt on less ambitious but equally promising new capabilities, which was the purpose of several deals over the past few years by Total and Statoil that give these companies a foothold in renewable energy.

5. Companies will explore new forms of technology deployment

Companies will need to examine the role that digital technologies can play in improving their performance. New applications will certainly be developed to support back-office and shared functions, where rewards are modest, but technology adoption will also have to go well beyond these obvious implementations. Digitization should be a lever for innovation that improves productivity and efficiency in the field. For instance, robotics are likely to become more commonplace in the industry, handling complex and repetitive tasks such as connecting pipes and replacing broken machinery, which in turn will reduce labor requirements.

In some cases, technology will be acquired through partnerships. GE has announced an array of agreements with large and small oil companies to implement digital devices, databases, and sensors that could predict equipment breakdowns before they occur and expand exploration and production efficiency in deep sea and offshore oil platforms.

6. Innovative approaches to retaining and recruiting talent will be essential for long-term success

The human cost of restructuring within the oil and gas sector has been enormous. Downsizing, which has been both cyclical and harsh, has deprived the industry of some of its smartest veteran talent while scaring away new recruits. Yet there are still opportunities that oil and gas companies must not pass up.

From a management perspective, now is the time to recruit new talent from pools of highly capable men and women, casting a net in a range of global regions. Younger employees expect somewhat less traditional workplaces — they are seeking more collaboration and open communication and less top-down decision making. Oil and gas companies need to engage with these recent graduates because they can provide the new ideas that will make the future easier to navigate. With so much innovation in the sector, it shouldn’t be hard to engage younger employees, but companies need a clear and attractive story line to do so.

The industry’s future

We are acutely aware that oil and gas executives have their hands full during this upheaval, and that there may be more pain to come. But the industry has proven over time its ability to innovate and to reinvent itself. Despite a tough two years, the sector has successfully brought costs down in order to operate in an environment of radically lower oil prices. With the right actions, a more flexible and robust sector can emerge, one that is prepared to get the most value out of existing and yet-to-be-discovered fossil fuel reserves while making an orderly transition to a lower-carbon world. In other words, the industry’s future lies on the optimistic side of Cast Away’smixed message.

Meet our experts

information retrieved from https://www.strategyand.pwc.com/trend/2017-oil-and-gas-trends on 10/03/2017

Crude Prices Up Despite Small Withdrawal – Drillinginfo

US crude oil stocks decreased by 3.3 MMBbl last week. Gasoline stocks were down 1.2 MMBbl while distillate inventories remained unchanged. Yesterday afternoon, API had reported a crude oil draw of 3.6 MMBbl while reporting distillate and gasoline builds of 2.0 MMBbl and 1.4 MMBbl respectively. Analysts were expecting a crude withdrawal of 3.7 MMBbl. The most important number to keep an eye on, total petroleum inventories, stayed at the same level as last week.  For a summary of the crude oil and petroleum product stock movements, see table below.

US production was estimated to be up 26 MBbl/d from last week per EIA’s estimate. Lower 48 production was reported to be up 12 MBbl/d, while Alaska production increased by 14 MBbl/d. Imports were up by 664 MBbl/d last week to an average of 8.8 MMBbl/d. Refinery inputs averaged 17.5 MMBbl/d (104 MBbl/d less than last week), leading to a utilization rate of 95.4%. Despite smaller than expected crude withdrawal and total stocks remaining unchanged, prices are up due to higher than expected gasoline withdrawal. WTI prices are up $0.21/Bbl to $48.04/Bbl at the time of writing.

Crude prices have been rangebound between $47-49/Bbl. Prices spiked to $48.51 on Friday following Baker Hughes reporting a drop in the total US rig count for the 3rd consecutive week. However, this rally was short lived, as a Reuters report showed OPEC compliance has fallen to 94% in July, compared to 98% in June. IEA also showed lower OPEC compliance in July at 75%, compared to 77% in June.

The latest compliance data has increased bearish sentiment to the market. US production is continuing its growth trajectory even though prices have not increased since the proposed cuts by OPEC. Libya is currently working on reopening their largest oil field, Sharara, which has produced 280 MBbl/d in recent weeks, but is currently offline because of a pipeline blockade.  Although the Sharara field production may already be baked in to prices, the possibility of Libya increasing production further and bringing more crude online should negatively weigh on prices. Increasing US production as well as the possibility of Nigeria and Libya increasing their crude output will keep a lid on prices.

While price volatility is expected to continue in the short term, OPEC recently announced that the fate of the current agreement would be discussed in their November meeting. Kuwaits’s oil minister Essa al-Marzouq mentioned that a decision would be made either to extend or terminate the production cuts in the November OPEC meeting. Until the November meeting, the market will pay close attention to OPEC compliance levels.

As stated here previously, without continued high compliance with production quotas and concurrent realization of the demand growth projected by IEA, there is little chance for the inventory normalization this year. Without inventory normalization, there can be no sustained price recovery. The trade has now confirmed the well-defined resistance above $50/Bbl. DrillingInfo expects prices to trade near the $45 range in the near-term due to continued lack of data regarding the pace and trajectory of inventory normalization as well as increasing bearish sentiment in the market.

Crude Prices Up Despite Small Withdrawal – Drillinginfo

Shale Drillers

Shale Drillers Head North As The Permian Fills Up

By Nick Cunningham – Aug 22, 2017, 5:00 PM CDT

 

Just as the Permian Basin is showing some wear and tear, there is growing interest in a separate shale play to the Permian’s north.

The Anadarko shale region, located mostly in Oklahoma, has seen a sharp increase in investment and drilling activity in recent years. The expanding presence of shale players in the Anadarko has resulted in the EIA including the region in its monthly Drilling Productivity Report alongside more well-known places such as the Permian, Eagle Ford and the Bakken.

The Anadarko produces more than 450,000 barrels of oil per day, but the region is increasingly becoming known for its surging natural gas production, which is set to top 6 billion cubic feet per day (bcf/d) in September, according to the EIA.The EIA noted in its DPR that the Anadarko is second only to the Permian Basin in the number of active rigs – the Anadarko had 129 as of July, while the Permian had 373. The Anadarko region is “well-established,” the EIA says, but improved drilling and completion technology has led to a resurgence in interest for the region. The shale layers in the Anadarko tend to be rather deep, but also thicker than in the Bakken, for example.

The region is comprised largely of the STACK (Sooner Trend Anadarko Canadian and Kingfisher) and the SCOOP (South Central Oklahoma Oil Province) plays, two areas that have seen a surge of investment from shale E&Ps in the past few years.

 

Rising interest in the Anadarko comes as the market for oil in the Permian is starting to look a little frothy, with high land prices, a shortage of oilfield services, and some production hiccups.

Another important takeaway from the inclusion of the Anadarko in the EIA’s monthly roundup is that natural gas production continues to rise in places that are home to interest from oil producers. Shale producers tend to extract natural gas as a byproduct when targeting oil, and almost half of the U.S.’ natural gas production is now coming from oil plays, according to Bloomberg.

“This is again telling us why we are in a perpetual bear market in natty gas,” Stephen Schork, president of Schork Group Inc., a consulting group in Villanova, Pennsylvania, told Bloomberg in an interview. “We are finding more and more gas. It’s giving the bears more ammo.” Gas production is rising quickly, and not just in the Anadarko. Output in September is expected to jump across all major shale basins, including the Marcellus, Bakken, Eagle Ford, Haynesville, Permian and Niobrara. That will keep a lid on natural gas prices.

In addition, the Anadarko offers shale companies another option for oil and gas exploration if they find the Permian a little too crowded. The Wall Street Journal recently profiled Jim Hackett, the former CEO of Anadarko Petroleum, who has set up a new company that will target the STACK play. The SCOOP and STACK have the best well economics out of any other shale basin after the Permian, according to RBN Energy.

Hackett’s company, Silver Run Acquisition Corp. II, is taking over two other STACK-based companies, and the combined outfit will be called Alta Mesa Resources Inc., with a market cap of $3.8 billion. The efforts of Hackett mark a major investment – and a large bet – on the STACK play. “There are one or two careers worth of opportunities just in the Stack,” Hackett told the WSJ in mid-August. Intriguingly, Hackett says the STACK is attractive because “the Permian Basin has been picked over pretty well.”

Alta Mesa will ramp up drilling in the STACK over the next year and a half while also investing in pipelines, storage facilities and gas processing plants, according to the WSJ. Hackett says the company’s wells will have a breakeven price of around $25 per barrel.

If true, that is a remarkable figure given the fact that so many shale companies are still burning through cash with oil prices at $50 per barrel. While some companies are doing well, the shale industry in the aggregate is still struggling to turn a profit. The news that Oklahoma’s Anadarko region is suddenly a hot item comes just as companies are starting to spurn the Permian, which has suffered from sky-high land prices and a crowded playing field.

By Nick Cunningham of Oilprice.com