www.energydigital.com | April 2016
VISION OF
GROWTH Halliburton still has big plans for the Middle East region, Energy Digital reports HOW CITIES ACROSS THE GLOBE ARE TRANSITIONING TO ECO-FRIENDLY EMISSIONS
GORGON GIANT Chevron’s Gorgon natural gas project is set to profit in multiple markets
IN THIS ISSUE
DIRECTOR’S COMMENT
W E L C O M E T O T H E A P R I L edition of
Energy Digital. In this issue, we take a look at how cities around the world are tackling emissions reduction, from Copenhagen’s combined heat and power plants to San Francisco’s focus on waste, transportation and buildings. Our other features include the Chevron company’s Gorgon natural gas project – the general development of the greater Gorgon gas fields to creating a liquefied natural gas plant on Barrow Island. The project has been farreaching and includes a subsea gas-gathering infrastructure along with a domestic gas component, with a budget of over $54 billion. We do hope you enjoy the issue, let us know your thoughts @EnergyDigital on Twitter.
Enjoy the issue!
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CONTENTS
Features
Cleaning up their act
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Top 10 Energy Company CEOs
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April 2016
Chevron’s innovative Gorgon natural gas project
Company Profiles
28 MIDDLE EAST Halliburton
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LATIN AMERICA AES Panamรก
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LATIN AMERICA Acolgen
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TECHNOLOGY
Cleaning up their act Global cities need to go eco-friendly on emissions — but what’s the best means of solving such a large problem? Written by: Energy Digital staff
GREENHOUSE GASES, GLOBAL warming, climate change and carbon footprints: these terms coexist as a result of carbon dioxide emissions. The main source of carbon dioxide? The combustion of fossil fuels, primarily through electricity, transportation and industry according to the EPA. Cut back on these three man-made areas of activity, and rates of those terms all decline. Cities are the best starting place to do so, and some of the world’s largest cities have determined measures they are taking, or should be taking, in the battle to bat down carbon emissions.
Carbon Emissions Trading Emissions trading, or cap-and-trade, has been around since the 1980s. As discussed in the Smithsonian, this outlandish concept of trading pollution rights originated from Reagan administration attorney C. Boyden Gray. Today, emissions trading is a global phenomenon under the guise of the Kyoto Protocol. It is also the main way that major urban centers manage to offset advancing levels of pollution. By trading emissions credits, the cities with the biggest carbon footprints are able to sell off their pollution to other not-so-polluted 7
TECHNOLOGY cities. The European Commission and Netherlands Environmental Assessment Agency released a report showing results from the EDGAR (Electronic Data Gathering, Analysis and Retrieval) database regarding carbon footprints of the planet. In 2014, the top 10 countries with the biggest carbon footprints accounted for 68.2 percent of the total carbon emissions. The total amount of carbon dioxide emissions for the world was 35.6 million. These 10 countries include: • China: 10.5 million CO2 emissions (kt) • USA: 5.3 million kt • European Union: 3.4 million kt • India: 2.3 million kt • Russia: 1.7 million kt • Japan: 1.2 kt • Germany: 767,000 kt • Iran: 618,000 kt • South Korea: 610,000 kt • Canada: 565,000 kt Making a market of pollution sounds out of touch, but in truth this economical solution is holding massive metropolitan spaces in check. If a city doesn’t have enough emissions credits to be within its 8
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emissions allowances, and they exceed their limits, they can buy credits from another city. Some cities have figured out other means for meeting their limits. Cities, such as San Francisco, Copenhagen, Portland, Vaxjo and Bristol, are exceeding expectations for emission reduction. Cleaner Flower Power of San Francisco California leads the the emissions conversation in the U.S. There, truck drivers are banned from idling, and the state has the most progressive emissions controls standards in the country. San Francisco, the most densely populated city in California with more than 18,187 people per square mile, is equally as passionate about climate control. In order to stymie the steadily increasing release of carbon dioxide emissions in San Francisco, serious steps are being taken. By focusing on three main areas—waste, transportation and buildings—San Francisco is striving for the greenest streets in the state. San Francisco Department of the Environment (SFE) director Melanie Nutter notes, “Our citywide carbon
PROJECT SUNROOF
reductions—the equivalent of taking 128,000 cars off the road, or avoiding the burning of 1.5 million barrels of oil every year—are the result of the hard work and collaboration of many city departments, private sector partnerships and San Francisco residents. This shows us how far we have come and will be critical in developing plans to continue on our clean and green path.” Exactly how far has San Francisco come? A 2010 analysis of the city’s carbon footprint equaled 5.4 million metric tons of carbon dioxide, a decrease from 6.2 million 20 years prior.
In that same time, the city population has increased by nearly 100,000 residents. Two main changes were enacted. The city closed two natural gas power plants, which were the source of dirty and inefficient power, replacing them with clean power via a hydroelectric system. To reduce transportation emissions, an improved infrastructure for biking, electric vehicles and walking was established. To cut out waste emissions, the city passed a mandatory waste recycling and composting law. San Francisco residents now have a 78 percent recycling and diversion rate. 9
TECHNOLOGY
PROJECT SUNROOF
Coping with Climate Change in Copenhagen In the European Union, one city is setting the pace for a reduced carbon footprint, Copenhagen, Denmark. Home to more than half a million residents, Copenhagen produced a scant 2.8 tonnes of CO2 emissions in 2014, compared to 7.3 tonnes produced on average by other EU countries. As a result, Copenhagen is expected to be the first city on the planet to be carbon emissions neutral by 2025. How do they do it? To start, Copenhagen cuts down on heating emissions, which is the greatest source of all carbon emissions in the EU, by using heat and power plants, along with waste incineration. By this method, more than half of the city’s heating fuel comes from a form of biomass. As for the city’s electricity, currently four percent are powered up from a large wind park located in Copenhagen’s harbor; however, an investment of 100 wind turbines, on and off shore, along with 700 million Euros, will increase this capacity to half of the city’s electrical production by 2020. The next move is to increase
legislation on the national level. While Copenhagen is pushing toward carbon neutral, its founding nation of Denmark continues to lag behind in the emissions conversation. According to C40 executive director Mark Watts, Denmark still more progress to make. “There have been no incentives for geothermal,” Watts said, “which we could use in the district heating system instead of fossil fuels, and there has been no investment in solar since the government cut [feeding] tariffs.” Copenhagen may be the forerunner in the world’s race to cut down emissions, but they are far from reaching the end of their mission. Cities like San Francisco and Copenhagen lead the way toward carbon neutral neighborhoods, but eventually the move to make cities more eco-friendly will require the collaboration of entire states, countries and continents. If the world’s largest cities want to push for the most progressive reform on greenhouse gases, global warming, climate change and carbon footprints, then they need the global support of their nation’s legislation and infrastructures. 11
GORGON GIANT
Chevron’s innovative Gorgon natural gas project is set to profit in both Australian and Asian markets Written by: Energy Digital staff
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R E N E WA B L E S THE GORGON NATURAL gas project helmed by the Chevron company is finally coming to fruition. From its general development of the greater Gorgon gas fields to creating a liquefied natural gas plant on Barrow Island, the project has been far-reaching. It includes a subsea gas-gathering infrastructure along with a domestic gas component, with a budget of over $54 billion. The Gorgon gas field off the coast of Western Australia is an area approximately 130 kilometres off Western Australia’s northwest coast in waters that are around 200 metres deep. There are over 200 exploration wells in this fertile area. Oil fields with a rich history The Gorgon fields have ties to West Australian Petroleum (WAPET), a pioneering company in the Western Australian petroleum industry. WAPET founded many wells in area waters, including the Gorgon field in 1981. While WAPET was involved in numerous joint ventures with Texaco, Shell, Ampolex and Chevron, a merger of Chevron and Texaco eventually led to Chevron becoming the operator of WAPET’s petroleum assets. Once 14
December 2015
completed, the Gorgon Project will become Australia’s fourth liquefied natural gas export development. The focus is on the Gorgon and Jansz-Io gas fields within Greater Gorgon area, approximately 200 kilometres off Western Australia’s northwest coast. The Gorgon Project is attributed to Chevron due to their nearly 48 percent stake it it; however,
GORGON GIANT
it is actually a joint venture. Both Shell and ExxonMobil are involved to the tune of a 25 percent stake. Osaka Gas, Tokyo and Chubu Electric Power chip in with much smaller stakes, ranging around one percent or less. Fueling both Australian and Asian Markets A 15.6 million tonne per annum
(MTPA) liquefied natural gas plant is being constructed on Barrow Island. A domestic gas plant is also being created, one that’s expected to have a capacity of 300 terajoules of gas per day. Needless to say, this will bring security and abundance to Western Australia in terms of energy reserves. However, the project also holds promise for
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the Chevron in Asian markets. Domestic gas will be transported by a pipe system to the Western Australian mainland. The Gorgon liquefied natural gas produced will be offloaded via a loading jetty 2.1 kilometres long situated for facilitating transport of the fuel to international markets. New ships have been created to facilitate fuel transport to Asian countries. 16
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Balancing business with environmental concerns The Gorgon Project is a story of energy, expertise and emerging technologies, but it also intimately tied with the environment. In addition to being the largest singleresource development in the history of Australia, it is also one of the largest natural gas projects globally
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and the environment can both do well. The key is in finding balance, and Chevron has demonstrated its commitment to making this revolutionary project a success both in terms of energy and the environment. To this end, the Gorgon project has resulted in designing, constructing and operating of facilities that will house CO2 within a reservoir unit located deep in the Dupuy Formation located over two kilometres below Barrow Island. This will result in a reduction of greenhouse gases to the tune of around 40 percent. The Australian government pledged $60 million to support the Low Emissions Technology Demonstration Fund and assist the Gorgon Carbon Dioxide Injection Project in its goals. that has ever been undertaken. From the beginning, the Gorgon project has been about balancing the energy needs of nations with sensitivity to preservation of the environment. Gorgon is on Barrow Island, which is a Class A Nature Reserve. However, this island is also internationally recognised as an area where both industry
Delays and cost overruns Throughout its implementation, the Gorgon Project has been behind schedule and around double its original budget. Despite this, in 2015, Gorgon construction workers won a generous pay increase and a working conditions upgrade, which ruffled the feathers of investors. However, the Gorgon gas project 17
R E N E WA B L E S is still seen as a revolutionary undertaking and is bearing fruit. A range of technological innovations will have positive ramifications, paving the way for succeeding in the energy sector in a way that is still eco-aware. While the project has been massive gamble for Chevron, the payoff could be huge for the liquefied natural gas giant. Finally Shipping to Asian Markets On March 20, 2016, the Chevron Corporation announced its first shipment of liquefied natural gas from the Gorgon Project departing from Barrow Island off Western Australia’s northwest coast. The cargo was sent to Chubu Electric Power (one of the Chevron foundation buyers) for delivery to Japan. This key milestone marks the start of Chevron’s goal of being a reliable provider of liquefied natural gas to the Asia-Pacific area. As revenues are generated, investors relax and the potential of profits for decades to come unfolds. Liquefied natural gas is one of Asia’s essential fuels, and it also happens to be one of the fastest 18
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growing areas in the Chevron energy portfolio. The Gorgon Project in Australia has the Chevron company well positioned to help supply the region and is supported by existing sales and purchase agreements. This first delivery bodes well for signaling Chevron’s viability as a major supplier to this thriving area of the world. Chevron Shipping Company has also built six new liquefied natural gas carriers to assist with this expansion. Profits and innovation The Asian market is robust, and the Chevron company is poised to profit now that the Gorgon Project has begun to ship orders. Chevron remains one of the world’s leading integrated energy companies, and through its worldwide subsidiaries, the company works in just about every facet of the energy industry. Chevron’s success with the Gorgon Project positions the company to benefit from both Australian markets as well as Asia’s need for liquefied natural gas. Technologies and innovations that have arisen out of the Gorgon Project will no doubt influence and enhance the industry going forward.
GORGON GIANT
TOP 10
TOP 10 ENERGY COMPANY C
Although they have diverse backgrounds, these energy CEOs have all risen to the pinnacle of the industry throu creative thinking, hard work and ingenuity. Written by: Energy Digital staff
THE ENERGY INDUSTRY has netted the international business world a number of excellent leaders. Even a quick glance at their lives and careers offer some important
lessons on how to succeed in this and other challenging industries. Business leaders at any level of the career path can learn something from this collection of energy CEOs.
CEOS
y ugh
TOP 10
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GREG GARLAND, CHAIRMAN AND CEO OF PHILIPS 66. Garland, a Texas A&M graduate, has been head of the Houstonbased Phillips 66 Company since 2012. Garland has more than 30 years experience in the energy industry and was instrumental in overseeing the spin-off of Phillips 66 from ConocoPhillips in 2012 and streamlining the company’s operations to re-focus on oil and gas.
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MARTIN CRAIGHEAD, CEO BAKER HUGHES. Named to the lead position at Houston-based Baker Hughes in 2015, Craighead is a 26-year veteran of the oil and gas company. An MBA graduate of Vanderbilt University’s school of business, Craighead is charged with overseeing the likely merger between his company and Halliburton, a $34.6 billion deal that would be the largest corporate merger in U.S. history.
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GERARD ANDERSON, CHARIMAN AND CEO OF DTE ENERGY. Anderson, 58, was one of the youngest CEOs in the energy industry when he was tapped for the post in 2004. Since that time, Anderson, a University of Michigan MBA, has led the company’s push toward renewable energy. He has also spearheaded a joint project with the University of Michigan and General Motors to study ways to make plug-in vehicles more viable for the average American consumer.
7 NICHOLAS AKINS, PRESIDENT AND CEO OF AMERICAN ELECTRIC POWER. Akins has been the head of AEP since 2010 and has led the company to be one of the largest generators of electric power in the United States. Akins, a Louisiana native, is a career AEP employee and holds an MS degree in electrical engineering from LouisianaTech University. During his tenure, AEP has substantially expanded its reach beyond its Ohio base, into West Virginia, Indiana and the southwestern United States. 23
TOP 10
5 6 THOMAS FARRELL II, CHAIRMAN, PRESIDENT AND CEO OF DOMINION RESOURCES, INC If compensation equals success in the energy industry, then Farrell, a graduate of the University of Virginia law school, is clearly doing something right. The head of the Richmond-based natural gas company was awarded more then $17 million for his performance in 2015, making him one of the top paid energy executives in the U.S. During his time at Dominion, the company’s power grid has become the most reliable it has been in company history. The company has also reduced carbon emissions by 40 percent in the last 15 years. 24
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DON FELSINGER, CHAIRMAN AND CEO OF SEMPRA ENERGY Felsinger, who is a graduate of Stanford University’s executive program, has been the head of Sempra Energy since 2006. While leading San Diego-based Sempra, he has increased the company’s customer base to more than 29 million households. Felsinger, one of the highest-paid executives in the energy, was named the Academy of International Business’ International Executive of the Year in 2009.
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DAVID CRANE, PRESIDENT, DIRECTOR, CHAIRMAN AND CEO OF NRG ENERGY
4 PATRICIA WOERTZ, PRESIDENT AND CEO OF ARCHER DANIELS MIDLAND.
Crane, a Princeton graduate, has guided NRG Energy since 2003, during which time he doubled the company’s generating capacity and quadrupled its customer base. Crane has also been instrumental in increasing the company’s shift to renewable energy, including residential solar installations.
One of the few women in top energy leadership, Woertz has served in the top position at Archer Daniels Midland (ADM) since 2007. A Penn State University graduate, she was named among “Forbes” most powerful women in the world in 2014. During her tenure at ADM, Woertz increased the grain company’s focus on ethanol and biofuels. In 2014, she led the company to its most successful year in its history. 25
TOP 10
2 LYNN GOOD, CEO AND VICE CHAIRMAN OF DUKE ENERGY One of just two women on our list, Good took over for long-term Duke CEO, Jim Rogers in 2013. An Ohio native, Good has Bachelor of Science degrees in systems analysis and accounting from Miami University (Ohio) and rose to be one of a few female partners at Arthur Andersen. Switching to energy industry after the Enron scandal of 2002 caused the accounting firm to cease operations, Good is one of the industry’s top paid executives, with annual earnings in 2014 of more than $8.3 million.
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JOHN ROWE, CEO OF EXELON Rowe, who has more than 30 years experience in the energy industry, is the recently-retired head of Chicago-based Exelon, the largest producer of nuclear energy in the U.S. Rowe led Exelon to serve more than 5.4 million residential energy customers (primarily in Indiana and Pennsylvania) and to own and operate the largest collection of nuclear power plants in the U.S. He head up the company since its formation in 2000 until his retirement in 2016. Rowe has been awarded numerous honors for his work in advancing nuclear energy in the U.S. and is a commissioner on President Obama’s Blue Ribbon Commission on America’s Nuclear Future. 27
Vision of gr
rowth
Written by: Lucy Dixon Produced by: Heykel Ouni
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HALLIBURTON
Operating in the Middle East since the 1940s, Halliburton still has big plans for the region, as Business Review Middle East reports
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alliburton is one of the world’s largest providers of products and services to the global energy industry, with corporate headquarters in Houston and in Dubai. It employs more than 60,000 people, representing over 140 nationalities working in approximately 80 countries. Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region, notes that the Middle East is an extremely important region for Halliburton, for both the company’s shortterm objectives and its long-term vision. “Halliburton has had a presence in the Middle East and North Africa region for many years,” he says. “We were logging in Saudi Arabia in the 1940s, more than 65 years ago. We value the stability of the business through global economic
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HALLIBURTON
fluctuations, and the significant growth opportunities that the region has to offer. These are two key reasons why Halliburton has a strong interest in growing our footprint and business platform in the ME/NA region.� Halliburton was founded in 1919 by Erle P. Halliburton as a cementing company, but over the last almost 100 years it has grown tremendously. It now serves
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the upstream oil and natural gas industry throughout the life cycle of the reservoir – from locating hydrocarbons and managing geological data, to drilling and formation evaluation, to well construction and completion, to optimising production through the entire life of the field. It has two divisions: the Drilling and Evaluation Division, and the Completion and Production
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Division, with 12 product service lines between them. One additional business line, Consulting and Project Management, is the nucleus of Halliburton’s integrated services strategy and works across both divisions. Halliburton has a clear vision of what it is as a company and what it aspires to be. “The Halliburton vision is to deliver a customer experience second to none, as globally competitive, creative, and ethical thought leaders,” Kenawi says. Halliburton executes through collaboration, innovation, and process excellence to create value for its customers. Halliburton: • Builds a reputation for distinctive health, safety, environment and service quality performance by emphasising process assurance and process execution
• Maintains long-term, sustainable customer relationships that help it meet the specific needs of a regional and global client base • Understands that the reservoir is the source of all value, and has the resources and expertise to provide the right solutions to increase access to hydrocarbons and improve recovery • Is a credible, reliable service provider that matches actions to words—it gets the job done • Is an effective innovator, applying pragmatic technology that delivers results • Is balanced, both geographically and in its product and service portfolio, to serve and support its customers cost-effectively • Epitomises excellence in integration, using technology to link its global network to maximise results
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“The Halliburton vision is to deliver a customer experience second to none, as globally competitive, creative, and ethical thought leaders” – Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region
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To achieve its vision, Halliburton has a firm strategy that represents a long-term plan of action. “Every year, Halliburton executes the strategic-planning process, which is critical to the company’s long-term growth and sustainability,” Kenawi says. “During this process, we map out the three- and five-year strategies, focusing on developing the strategic plan, building a supporting financial plan, and developing a talent-management and succession plan.” Every Halliburton employee must understand and fully commit to the strategy, taking ownership of its execution to meet the company’s strategic objectives. This is one of the reasons for Halliburton’s success, Kenawi believes. The ultimate goal of the company’s strategy is to secure its position of leadership as an energy service company by leveraging its existing strengths; balancing its global platform of products, services, technology and markets; and establishing a distinctive competitive position that provides sustainable growth over time. Halliburton focuses on three key market segments—deep water, mature fields and unconventional resources—and this focus has produced superior results in recent years. It is easy to see the progress made by
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Five key areas of strategic focus • Safety and Integrity which commands our highest focus and attention. We continue to build a reputation for distinctive health, safety, environment and service quality performance through our emphasis on consistent process assurance and process execution wherever we work.
• Strategic Focus Areas, which are the foundation of our superior growth: – Unconventionals – Mature Fields – Deep Water • Technology and Innovation. We innovate at a faster rate and build a robust technology portfolio collaboratively with customers and suppliers to help our customers meet their technical objectives. • Employee Investment. We invest in our employees’ competency and development to drive superior performance. • Integrated Services. We integrate our activities, building cross-functional workflows to achieve efficient delivery of integrated processes and projects that create value for our stakeholders.
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Ahmed Kenawi
Senior VP, Middle East And North Africa Region Ahmed Kenawi is responsible for the region’s management and strategic leadership. He is based in Dubai, United Arab Emirates. Kenawi was appointed as the Middle East Region Vice President in April 2015, and subsequently as Vice President of the Middle East and North Africa Region when the regions were combined in November 2015. Prior to these appointments, he served as Vice President of the Sperry Drilling product service line, a global leader in drilling and formation evaluation services for the oil and gas industry. He also served as Vice President of Halliburton’s Wireline and Perforating PSL, and as Vice President of Applied Technology, where he was responsible for the company’s global technology development structure, technology strategy, and geoscience and reservoir applications. Prior to these positions, Kenawi was Halliburton’s Country Manager for the Middle East, excluding Kuwait. He joined Halliburton in 1989 as a field engineer and subsequently held various management positions within the Company’s Operations, Business Development and Marketing, and Technology groups.
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Breakthrough Technology & High Quality Consulting Services SPIDER Egypt for Petroleum Services, once a small Egyptian start-up that has become one of Halliburton’s strategic partners providing Petroleum Services and qualified talented geoscientists across MENA region, was founded and registered with the EGPC (Egyptian General Petroleum Corporation) in 2002. Since then it has experienced a gradual growth rooted in two interrelated activities – our breakthrough pressure measurement technology and supply of manpower. The aim of this article is to acknowledge the role that Halliburton has played in facilitating SPIDER’s growth and to express a thank-you for everything that the partnership with Halliburton means for us. Originally, SPIDER’s purpose was to introduce and promote the technology of SPIDR (Self-Powered Intelligent Data Retrieval) acquired from our former partner DRC (Data Retrieval Corporation). In fact, the name ‘Spider’ aims to invoke the very idea of how our technology works – a quick little spider climbing up and down the hole to retrieve the pressure data. This busy little spider is of course a metaphor – SPIDR does not send any eight-legged creatures hung on a silk string down the well. In fact there is no need for ANY downhole runs as SPIDR is essentially a non-invasive technology using the power of its internal dual quartz pressure transducer, a shear mode and quartz crystal resonator that changes frequency with pressure.
At the very beginning SPIDER had a hard time persuading the prospective clients about the workings of SPIDR technology. When our consultants first presented SPIDR as being able to test almost any gas well for a fraction of the cost of a conventional downhole test, some clients have found it too good to be true. In response to that (after several unsuccessful presentations) we have come up with a bold idea – free trials of SPIDR that would be compared with DHGs (downhole gauges). As expected, SPIDR has produced very comparable measurements on almost all the wells tested (while virtually eliminating risk from hydrogen sulfide leaks or high pressures thanks to being non-invasive). These free-trials have finally won SPIDER a place with several companies operating in Egypt and over the time established SPIDR as one of the market leaders for non-invasive pressure measurement. Our business has finally started to feel the growing demand and we have gradually introduced new products such as reservoir engineering consultancy and additional services for measuring the liquid fluid levels across Egypt. Times were really good … but then the financial crisis hit the oil industry. The year 2008 was probably the toughest year for SPIDER, yet luckiest at the same time. Just as the company was expanding, our clients started to limit their spending in response to falling oil prices. Frustrated
from the market development, SPIDER took a leap of faith and begun seeking business opportunities outside Egypt. Thanks to the growing reputation of SPIDR for its cost efficiency and precision, a big customer in Algeria has expressed an interest and invited us over to present our technology. The word quickly spread and after a few months of presentations and negotiations with other large companies, we have finally made a deal with our biggest and best client so far – Halliburton Consulting and Project Management Algeria. At this point in late 2008 SPIDER proposed a new strategy of combining our technology with consulting business and support Halliburton in their efforts to pursue integrated asset management services. For this reason, we have transferred some of our technical staff from Egypt to Algeria. Following the early success of this new SPIDERHalliburton relationship, Halliburton has agreed to partner with SPIDER in creating a strong geoscience foundation. I order to enable it SPIDER has established a local branch (Spider Algeria). Thanks to the Algerian branch SPIDER became an exclusive supplier of talented resources and payrolling services which has helped satisfy the growing demand for Halliburton’s consultancy business and streamline the delivery of Halliburton projects without delay.
In the last three years, we have been expanding our business with Halliburton to Kuwait and Saudi Arabia where we are hoping to replicate the Algerian success – especially in the current times of austerity SPIDR may come handy to many clients looking for a greater cost-efficiency. To conclude, we are proud of being a supplier of Halliburton, its culture and business ethics principles and we are grateful to Halliburton for playing a key role in furthering SPIDER’s business success. We are looking forward to continue our fruitful partnership for many years to come.
Sayed Shokeir Chairman Spider Egypt For Petroleum Services
We Make The Impossible Happen
ALMCO is an international organization headquartered in Baghdad, Iraq and having regional offices throughout Europe, the Middle East and Asia. ALMCO provides a host of services including Construction & Engineering, Catering, Facility Operations and Maintenance Services, Oil & Gas Support Services, Supply & Logistical Operations, vehicle leasing and Security Services. Supporting Iraqi, US, and coalition military forces as well as a wide variety of international corporations ALMCO provides Life Support service for over 17,000 people a day throughout Iraq. ALMCO’s unique mixture of Iraqi professional personnel and a world-class executive team comprised of professionals recognized across the globe as some of the top people in their fields has enabled us to provide best in class services while still offering best value pricing. this unique combination of personnel gives ALMCO a highly professional, versatile, and dedicated team to leverage against any new opportunity. Since its inception in 2004, our base of core service offerings and industry leading personnel have allowed ALMCO to experience tremendous growth and rapid expansion which is still ongoing today. We look forward to making the impossible happen for you.
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Halliburton in unconventional resources. The company has maintained market leadership in North America, with performance that has exceeded expectations. Before the recent decline in market conditions, growth was twice what had been anticipated, and service intensity has been higher than expected. “We deliver the lowest cost per barrel of oil equivalent—the result of our surface efficiency combined with our subsurface insight and customised chemistries,” Kenawi says. “Although unconventional resources are still a relatively small part of our business internationally, we are growing this segment of our business. There is a willingness to innovate in these markets, and new technologies are being adopted rapidly. For example, we have successfully introduced our CYPHER Seismic-toStimulation Service in the Middle East region, and recently executed the first hydraulic fracturing job with seawater in Saudi Arabia, as well as a second job that used local sand as the proppant.” The second key area is mature fields, which account for more than 70 percent
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of the world’s oil and gas production, with many in the secondary or tertiary production phases. The Halliburton strategy in this segment is focused on integrated solutions that enable customers to realise greater recovery potential by improving performance on existing wells, optimising reservoir management, and identifying new profitable areas in the reservoir. The company’s integrated project management strategy in mature fields is paying off with significant project awards, and with a robust pipeline of integrated project management contracts, it is well-positioned for growth. The final key area is deep water. In the last decade, 60 percent of global oil discoveries have been in deep water. Although the Middle East and North Africa have few opportunities in this arena, the region still merits attention, Kenawi noted. In this challenging arena, the strategic aim is to grow market share by employing leading-edge capabilities to help eliminate uncertainties and ensure ultrareliability for customers at every stage of the exploration and development process. There have been headwinds in the deepwater market as a result of higher costs and lower energy
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Oren Hydrocarbons Redefining Oil Field Chemistry www.orenme.com | www.oren.in
Locations UAE INDIA SAUDI ARABIA EGYPT
IRAQ OMAN LATIN AMERICA USA
CANADA HOLLAND CHINA MALAYSIA
One of the world’s top manufacturer of High Quality Specialized Drilling Chemicals • Clays / weighting materials • Viscosifiers • Filtration control agents • Lubricants • Surfactants & spotting fluids • High temp products & dispersants • Lost-circulation materials • Shale inhibitors & flocculants • Emulsifiers, Wetting Agents & Thinners
• Rheological modifiers • Obm fluid loss controllers • Sbm products • Biocides and scavengers • Defoamers and foamers • Corrosion inhibitors & scale inhibitors • Completion & Drill in Products • Production Chemicals • Brines
Plot No. S 10503 P.O. Box 18159, Jebel Ali Free Zone (South) Dubai, U.A.E. Phone: +971 4 8860497 | Fax: +971 4 8860498
MIDDLE EAST
prices, leading operators to shift investment from deep water to land in search of better returns. However, Halliburton continues to gain share in this slower-growth environment. “Our integrated service capabilities, infrastructure and technologies mean that we are well-positioned to outgrow the market, as we have over the past three years,” Kenawi says. “We will continue to leverage the investments we have made in these areas to drive growth. Furthermore, we are well-positioned to navigate any market conditions. The experience and commitment of our management team, our highly skilled people, and our innovative technologies will continue to enable us to execute our strategy and deliver value to our stakeholders.” Since the days of Halliburton logging in Saudi Arabia in the 1940s, there have been massive
“Our integrated service capabilities, infrastructure and technologies mean that we are wellpositioned to outgrow the market” – Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region
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changes in the energy industry globally. One of the biggest has been the increasingly important role played by technology. The exploitation of hydrocarbons is becoming more difficult—well paths are more deviated, wells are deeper and hotter, and have higher pressures. Also, traditionally, hydrocarbons have been found in conventional reservoirs, like carbonates or clastic reservoirs.
But now, attention is being shifted to recovery from the source rocks in unconventional reservoirs. The economics of effectively and efficiently developing an unconventional reservoir are challenging. Technology is helping address all these issues. New technologies are enabling Halliburton to go to the most hostile environments to record data for full evaluation
Trusted supplier of high-quality products and services for Oman’s Oil & Gas Industry Since its inception in 1974, OOISS has become a leader in providing specialised goods and services for Oman’s Oil & Gas industry, serving applications from upstream to downstream. We offer our customers a one-stop shop experience which is supported by OOISS’s 60,000 sqm of facilities in Ghala, a transport fleet, over 150 committed members of staff and operations certified to the most demanding QHSE standards. Annually we stock and deliver on a just in-time basis over 150,000 MT of chemicals which includes the full range of drilling as well as water and process treatment chemicals.
Address: P.O. Box 510 Ruwi. PC 112 | Tel: +968 24117600 | Fax: +968 24590131 | info@ooiss.com | www.ooiss.com
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of a reservoir’s potential. With new drilling technology, Halliburton can now accurately place wells with the high precision required to maximise reservoir connectivity, and with new technology it can now effectively stimulate unconventional wells to make the economics of recovery a viable proposition. Halliburton has a number of world records and market-leading technologies that demonstrate its commitment to working in these extreme environments and new arenas, across the oilfield life cycle. “Halliburton has a reputation for getting the job done,” Kenawi says, “and that’s what sets us apart from others in the industry. When our customers have a critical objective and they want assurances that their objectives will be met on time and on-budget, they call Halliburton. But we are looking further than that. Especially in today’s environment with low oil prices, we need to understand how the market is developing and how the customer’s business is changing. We have to be aware of evolving geopolitical dynamics and how they affect us. We are constantly trying to understand the future so we can serve our customers better and ultimately drive better performance for our shareholders.” The current economic environment is also
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making efficiency more critical than ever. It is no longer enough simply to complete the job—it must be executed as effectively and efficiently as possible. “For Halliburton, one of the key elements in this is customer collaboration and customer intimacy,” Kenawi says. “This is another area where Halliburton excels, and it’s an important differentiator. We build strong customer business relationships, and we believe in working on a collaborative solution rather than forcing an idea on a customer. Having strong, joint ownership builds credibility, and typically results in more effective solutions.” Another area for growth is the Halliburton Consulting and Project Management business line, which adds significant value to customers’ workflows, and their well construction and completion objectives. Working with both the Drilling and Evaluation and
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“We build strong customer business relationships, and we believe in working on a collaborative solution rather than forcing an idea on a customer” – Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region
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“We had identified the need for a tiered approach to offering our services, to match customers’ needs and enhance value-creation” – Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region
the Completion and Production divisions, the Consulting and Project Management teams aim to deliver predictable well-construction and intervention projects through collaborative leadership and risk management. “We had identified the need for a tiered approach to offering our services, to match customers’ needs and enhance valuecreation,” Kenawi says. “The Integrated Project Management component has been developed over the last 15 years, and has different levels of
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integration and considerations.” Turnkey drilling—the delivery of well stages for a fixed, lump-sum price—is becoming widespread in the Middle East. This requires the contractor to accept more risks with drilling the well, while shielding the operator from most operational risks. While a risk-averse nature in both operator and contractor may promote behaviors that lead to poor drilling performance with a turnkey drilling contract, a collaborative and integrated approach between operator and contractor could lead to improved performance. “Today we operate 70 well construction and 44 integrated well intervention rigs worldwide,” Kenawi says, “and our customers continue to appreciate the value of increased collaboration.” Halliburton invests massively in research and development. The company’s commitment to the Middle East region is highlighted by the inauguration of the new
Unconventional and Reservoir Productivity Technology Center in Saudi Arabia earlier this year, at the King Fahd University of Petroleum and Minerals. The new center enables Halliburton to provide state-of-the-art research and development solutions for conventional and unconventional reservoirs addressing challenges both in the kingdom and across the region. The center provides a base for developing strong relationships with local universities such as KFUPM in developing technology—relationships that are expected to lead to employment and training opportunities for Saudi technicians and university graduates. In addition, Kenawi says, the center is expected to provide technology and solutions to existing and future partners around the globe, contributing to the development of local workforces and national economies.
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EXPERIENCE AND
FOR PANAMA
AES Panama has thrived along with the country’s growth a supply the necessary power for continual development Written by: Mateo Rafael Tablado Produced by: Jassen Pintado Interviewee: Miguel Bolinaga, Country Manager for AES Panamá
D POWER SUPPLY
A’S GROWTH
and its surrounding communities, being enabled to
A E S E N PA N A M Á S . D E R . L .
T
he AES Corporation, located in Arlington, Virginia, was founded in 1981. An important global player in the energy sector, the AES vertical in Panama is comprised by AES Panama, AES Changuinola, AES Gas Natural Atlántico and Costa Norte LNG Terminal.
AES Panama’s assetts and workforce are ready to face Panama’s
In its Panamanian operation, AES generates electricity from hydroelectric power and bunkering, as well as LNG in the short-term. This operation in Central American territory began in 1999 after partnering with the Panamanian State to acquire and strengthen assets from the Hydraulic and Electricity Resources Institute, including the Los Valles, La Estrella and Bayano power plants.
continual development
The then-new partnership constructed the plant at Esti, which began operations in 2003, and soon after AES Changuinola was created. In 2015, AES Panama constructed the Estrella del Mar I hopper barge. Panama is one of the most important power supply companies in Panama, with its capacity reaching 777MW. Its operations prioritize safety for employees as well as for the community where it serves and operates. “Panama’s development has been fueled by considerable investments and by projects such as the canal’s expansion, and the capital’s subway, among other initiatives demanding power supply to operate and sustain its progress,” said Miguel 56
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Key People
Bolinaga, President of AES Panama. Venezuelan-born Bolinaga served for 16 years in his country’s armed forces, where he was discharged as a systems engineer. His education includes a bachelor’s degree in management and logistics and a master’s in information systems development, customer satisfaction, and financial management. After this experience, Bolinaga worked for Electricidad de Caracas (2002-2007) and afterwards held different positions for AES El Salvador, finally becoming president of AES Panama in 2013. “I had a rewarding experience in the armed forces; now as a civilian, I can spend time with my family and focus on developing business strategies to impact countries such as Panama,” Bolinaga said. At the height of the coutry’s development Panama’s continual development has attracted large companies; according to AES, new enterprises in the country demand a yearly average of 120MW more (6.5 percent). AES is able to supply power to maintain the mentioned growth rate with its existing facilities La Estrella, Los Valles and Bayano, w w w. a e s p a n a m a . c o m
Miguel Bolinaga Country Manager for AES Panama Venezuelan-born Bolinaga served for 16 years in his country’s armed forces, where he graduated as a systems engineer and also earned a bachelor’s degree in management and logistics. His postgraduate studies include a master’s in information systems development, customer satisfaction, and financial management, among others. After this experience, Bolinaga worked for Electricidad de Caracas (2002-2007) and afterwards held different positions for AES El Salvador, finally becoming president of AES Panama since mid-2013.
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PERFIL DE PROVEEDOR
WE KNOW WHAT TEAMWORK IS
A E S E N PA N A M Á S . D E R . L .
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which – after being optimized by AES – deliver 47.2MW, 54.8MW and 260MW, respectively. New plants AES built in Panama during recent years contribute additional power:
• Changuinola I, built in the Palo Seco Forest Reserve, Bocas del Toro province, supplies 223MW. • Estí, in the Chiriquí province, has the capacity to supply 120MW to the National Interconnected System (SIN). •
Estrella del Mar I hopper barge, was delivered during the 2013-2014 drought caused by the El Niño phenomenon. The barge supplies 72MW to SIN.
• The AES Colón, located in the province with this same name, comprises construction of a LNG plant, a tanker and a dock. This US$1 billion investment will be able to supply 350MW starting in 2018. The project’s estimated completion time is 30 months, involving POSCO E&C’s resources and GE power generation equipment. The Colón project employs 2,000 workers for its construction.
Standard compliance extends beyond AES and onto suppliers and partners
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Environmental flows created by AES at the Estí plants provide for conservation of natural surroundings
Technology AES Panama works with cutting-edge power generation machinery. Power plants located in eastern Panama are furnished with microturbines paired with the environmental flow, thus producing the most energy possible with minimal impact to the environment. Internal operations are aided by SAP software in processes involving vendors, payroll, purchases, budget, etc. The company’s power plants undergo constant updates and optimization processes. The Estí
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AES Panama’s plants combined power sums 777MW
plant is a solar powered facility that also hosts a central monitoring system able to control other AES plants within Panama. Aligned strategic partners AES supplier development programs result in helping purveyors become strategic allies. Companies aspiring to work with it in Panama must share the same values AES displays, such as safety, honesty, commitment and excellence, among others. Compliance with local and international standards is also a requirement. “It is very important that our suppliers and
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contractors comply with established laws and regulations,” the executive said. Safety and compliance certification Safety, operational excellence and care for the environment are a must for AES Panama. The company is certified under ISO:14001 and OHSAS:18001 standards. “It is important that our staff, contractors, suppliers, surrounding communities and any other individuals engaged with us in any capacity must perform in a safe manner, without risking their lives and wellbeing,” Bolinaga said.
PERFIL DE PROVEEDOR Combifloat Systems BV, founded in Rotterdam, The Netherlands, in the mid 1950’s, is stronger than ever. Operating at all continents, Combifloat is exporting 95% of its products, whether floating or elevated. Recently Combifloat moved their headquarters to the new location at Rivium Quadrant 75, 8th floor in Capelle aan den Ijssel while still having their office in Dubai, in addition to a network of agents worldwide. Next to operating the world’s biggest modular platform capable of lifting over a 1000 mt payload, it is completing its design of a semi-modular monohull measuring 40 x 60 mtr, capable of operating in 60 mtr of waters with over a 1500mt payload. This unit will be more dedicated to the oil- and gas/renewable industry as opposed to the marine construction market where most of the turnover was generated in the past. Recent contracts required mobilization of equipment to Germany, France, Caribbean, Iraq, Oman, UAE and South America. AES
Panamá performed a great job at optimizing existing hydro-power
generation facilities in the country Visite nuestra pagina web: www.combifloat.com
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A E S E N PA N A M Á S . D E R . L .
“We are betting on the c the country’s economy
enabled to face th – Miguel Bolinaga, Country Manager for AES Panama
Miguel Bolinaga, Country Manager for AES Panamá “It is furthermost important that our staff, suppliers, surrounding communities and any other individuals engaged with us perform in a safe manner, without risking their lives and wellbeing”
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country’s development, is growing and we are
his development”
AES’ CSR activities are focused toward communities’ immediate needs
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A E S E N PA N A M Á S . D E R . L . Workforce
The company’s workforce is
AES Panama’s company culture observes gender equity and diversity, fulfilling its staffing needs equally with men and women of different citizenships. Benefit programs, working environment and the company’s flexibility have resulted in AES Panama making the list for the country’s Great Place to Work since 2010.
properly trained and equipped to deliver an excellent service
“We are a motivated team, with full understanding of our company’s purposes. We are capable of providing good ideas and solutions to achieve such goals. We are committed to maintaining balance within our staff’s professional development,” the executive said. Community and environment AES Panama is certified under ISO:26000 standards. The company changed its facilities’ lighting system to LED, leading to reduced energy consumption. Waste management programs are in effect in every facility, including offices.
Safety is an important aspect for AES individual workers, as a team and in the company’s surroundings
The solar power plant at Estí is rated to generate 68,184 KWh, an amount that could power 270 households, avoiding 12.4 tons of CO2 emissions monthly. The Changuinola project has investments of nearly $90 million to bring electric power to its
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Responsibility and flexibility are the perfect blend for AES’ work environment, resulting in five consecutive years listed as a Great Place to Work
surrounding communities. The investments also include other benefits such as housing projects for relocation, paved roadways, building schools, community centers and a hydrobiology station to maintain the river’s fauna. AES Panama created the Tech Employment Opportunity Program for Teenagers (POETA), with support from other companies to help youth living in highly vulnerable zones to develop career skills within technology areas.
AES Panama’s facilities are equipped with modern monitoring systems
“We work closely, hand-in-hand, with our surrounding communities’ needs,” Bolinaga said. LED urban project AES has accomplished successful large-scale w w w. a e s p a n a m a . c o m
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urban lighting projects in El Salvador and Brazil. City plazas, major avenues and other important city sights have benefitted from LED lighting systems, thus reducing energy consumption for public works. A similar proposal has already been presented to the City of Panama and the country’s energy ministry, hoping to achieve the same success as with the aforementioned projects. “We are raising awareness among our staff about energy savings, but we also want to raise awareness among society,” the executive said.
Company Information NAME
AES en Panamá S. de R.L. INDUSTRY
Generación de energía eléctrica HEADQUARTERS
Costa del Este Panamá, Panamá, Panamá
The power to face the future FOUNDED
One of the main purposes for AES LNG project in Colón is to reduce power costs, beginning in 2018. This project is part of a five-year plan, originally developed in 2013. “We are betting on the country’s development, and we have earned the trust of the community and the government. The country’s economy is growing and we are ready to face this development by providing solutions to the people of Panama within the energy sector,” the executive said.
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In Panama since 1999 EMPLOYEES
209 REVENUE
US$394,774 million WEBSITE
www.aespanama.com
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COLOMBIAN ASSOCIATION OF ELECTRIC
POWER GENERATORS Written by: ﾃ］gela Montoya Holguﾃｭn Produced by: ﾃ］gela Montoya Holguﾃｭn
ACOLAGEN
A
colgen was founded in 1998 with the aim of promoting the free market and fair competition between agents and enable sustainable growth of its partners, the development of national and internationally energy sector and the efficient functioning of the Colombian electricity sector. With this objective, it actively participates in the formulation of public policy through discussion spaces where relationships of trust, integration and conciliation of interests between Associates, the State and other stakeholders in the sector, are emphasized. The Association is composed by 18 companies representing 91% of the generation capacity
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in Colombia and includes hydroelectric power, thermal (with gas, coal and liquid fuels) and companies that are considering entering the country with renewable energy. We are convinced that the electricity sector contributes to national development through free and fair competition and sustainability of the generation activity. With this approach, Acolgen’s value proposition is focused on: i) Build public policy and regulation proposals in order to promote the sustainable development of the generation according to the economic and operational reality of its partners, ii) Manage and represent the interest of the Association in the relationships with government, and iii) Support to the affiliates in order to improve the development of their processes through theoretical and practical workshops, training and conferences, among others. With this value proposition, in 18 years of work Acolgen has promoted communication channels between the various actors involved in the electricity sector (governmental, regulatory, consumers, retailers, generators etc.) in order to increase knowledge of the various topics of interest to the sector, using means such as analytical documents, meetings, workshops, w w w. a c o l g e n . c o m
Key People
Ángela Montoya Holguín President Business Administrator who has held important positions in both public and private sectors. She served for a period of 16 years as CEO of Publicaciones Semana, which left to hold her first public office as Director of Proexport ‘s commercial office in the United States. Subsequently, she served as Minister of Communications for 2 years. With the change of government, she remained linked to the public sector where she structured and launched the first campaign “Imagen País de Colombia” with the Ministry of Foreign Trade and Proexport, leading brand for 3 years “Colombia es Pasión”. Currently she entered the electricity sector and now serves as Executive President of ACOLGEN, (Colombian Association of Electric Power Generators), responsible for 94 % of electricity generation in Colombia.
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forums, conferences and seminars, among others. This experience allows us to highlight that the Colombian electric sector has been characterized by the strength of its institutional and regulatory frameworks. In fact, the strength of the institutions has enabled the electricity generators to invest $ 10,000 million in the last expansion plan to increase the capacity of the generating in more than 3,900 MW of installed capacity. With these investments, the generation sector has ensured 100% energy supply, even in times of low hydrology as Phenomenon “El NiĂąoâ€?, and has allowed a coverage of price to demand bounded at a maximum price, called scarcity price. With this in mind, for the future, the current 76
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Company Information NAME
Asociación Colombiana de Generadores de Latin America - ACOLGEN HEADQUARTERS
Colombia FOUNDED
1997 KEY PEOPLE
phenomenon “El Niño” has shown the importance of: i) Defining a clear policy that consider that gas thermal plants need to have economic fuel and lower environmental impact to allow for reliability and efficiency in prices, ii) Consider the high potential of coal within the policies related to climate change in order not to waste this resource, and
Ángela Montoya Holguín President; Bayron Triana Arias Director of regulation and Environmental affairs; Ricardo Restrepo Jaramillo - Director Legal y Tributario. MEMBERS
9 WEBSITE
iii) Continue working on an energy policy that promote renewable energy input in terms of competition with other technologies but including the features and attributes of this type of generation. w w w. a c o l g e n . c o m
www.acolgen.org.co
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