This document discusses resource management and local content creation in the oil and gas industry. It provides data on world energy consumption and reserves. It then examines the relationships between host countries, national oil companies, and international oil companies. There are tensions between maximizing profits, developing local industries, and avoiding the resource curse. Effective local content policies can provide economic benefits but also pitfalls if not properly implemented and monitored. The experiences of countries like Norway and companies like Petronas and Petrobras are examined as examples. The conclusion calls for further dialogue to develop best practices in local content frameworks.
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ISES 2013 - Day 2 - Nadine Bret Rouzaut (Director, Centre for Economics and Management in IFP School) - Resource Management
1. ISE, Fuel the Future of Energy, Trondheim, June 14, 2013
Nadine Bret-Rouzaut
Director, Center for Economics and Management
nadine.bret-rouzaut@ifpen.fr
Resource Management
how to maximize the triple bottom line: people, planet & profit
A focus on oil
3. 2
World reserves (109 toe) - 31.12.2011
Source : BP Statistical Review, CEA, IFP/DEE
(1) Quantities which can be recovered for less than 80 $/kg
(2) Quantities which can be recovered for less than 130 $/kg
(3) Present technology (Pressurized Water Reactor)
(4) Recoverable – Included in Liquids
(5) R/P: Proven Reserves/Production ratio
R/P = 57 (5)
R/P = 63
R/P = 121
R/P = 80
Yet to be
discovered Probable
In place
Possible
2800
ProvenProven
32,9 (1)
14,5 (2)
Proven
460
577
188
120
234
125
140
Enhanced
recovery
80 (4)
Non
Conventional Oil
Liquid Hydrocarbons Natural Gas Coal & Lignite Uranium (3)
2
4. 3
3
Petroleum trilogy and reservoir characteristics
RESERVOIR ROCK
A rock in which hydrocarbons accumulate
over time.
Porous and permeable rock
(e.g. carbonates or sandstone).
RESERVOIR ROCK
A rock in which hydrocarbons accumulate
over time.
Porous and permeable rock
(e.g. carbonates or sandstone).
SEAL ROCK
A barrier such that hydrocarbons cannot
migrate beyond the reservoir.
Impermeable rock (e.g. shale or salt). Its continuity is
critical.
SEAL ROCK
A barrier such that hydrocarbons cannot
migrate beyond the reservoir.
Impermeable rock (e.g. shale or salt). Its continuity is
critical.
POROSITY & PERMEABILITYPOROSITY & PERMEABILITY
There must be enough
POROSITY
to accommodate a
significant volume of oil
and/or gas …
There must be enough
POROSITY
to accommodate a
significant volume of oil
and/or gas …
… and enough
PERMEABILITY
to facilitate fluid flow
throughout the
reservoir rock
… and enough
PERMEABILITY
to facilitate fluid flow
throughout the
reservoir rock
SOURCE ROCK
A rock rich in organic matters which
generated hydrocarbons.
SOURCE ROCK
A rock rich in organic matters which
generated hydrocarbons.
3
6. 5
5
Different Stakeholders
Government level
Energy Ministry
Ministries for Finance, Environment, Safety, etc.
Oil & Gas Companies
National Oil Company (NOC): Saudi Aramco, Petrochina, Gazprom
Majors/Global Players: ExxonMobil, Shell,BP, Chevron,Total
Integrated Corporations: ENI
Independents (operate exclusively in the upstream): Apache, Anadarko,
Cairn, Chesapeake, Denbury, Maurel et Prom, Perenco, Premier, Tullow, ...
Services and Equipment Companies (Contractors):
supliers of products (drill bits), services (drilling, pumping services),
engineering and construction (production facilities)
Schlumberger, Halliburton, Baker Hughes, Weatherford, etc.
Finance and Insurance Institutions, Trading & Marketing Organizations
Professional Organizations representing the industry
Local population and local industries
7. 6
6
Subsoil Laws & Regulations
(Mining Rights) &
Petroleum Agreement
JV
NOC
IOC a
State / Government
Services & Equipment
Companies
IOC b
Operator
Relations between the Stakeholders
Independent cy
9. 8
Host country
NOC
Oil companies
IOCs
Historically competitive edge of IOCs over NOCs but the gap is closing
Publicly floated companies with
access to stock markets
Strong R&D
International focus; JV with NOCs
and other IOCs; International
workforce
Capacities of management of
giant & complex projects + access
to the downstream markets (gas)
State-backed
Petrobras, Rosneft & Petrobras raised
$27G of debt in first half 2012
Mainly Conventional Oil using standard
technology
Petrochina, Petrobras, Sinopec, Lukoil &
Statoil invested $5.3G in 2011
Domestic focus with IOCs in own
country with National workforce only
NOCs become more and more
international
10. 9
Capture of the Rent
Local value creation
Investment in the resources
Host Country Concerns IOCs Concerns
Development of the resources
Budget balanced
Development of the country (Oil
recourse, Dutch desease)
Access to Reserves
Profitability
Leadership in Project Managt &
Technology, Talents
The NOCs and IOCs: Competition & Cooperation
Environmental, Social issuesLong Term Sustainability
11. 10
Capture of the Rent
Local value creation
Investment in the resources
Host Country Concerns IOCs Concerns
Development of the resources
Budget balanced
Development of the country (oil
recourse, Dutch desease)
Access to Reserves
Profitability
Project Management Leadership
Technology (R&D), Talents
The NOCs and IOCs: Competition & Cooperation
Environmental, Ethical issuesLong Term Sustainability
12. 11
Chinese NOCs
Indian NOCs
Russian companies
Middle East companies
Petrobras
Petronas
2003
Source: Bruno Weymuller – November 2010
Internationalization of the NOCs (1)
13. 12
June 2010
Chinese NOCs
Indian NOCs
Russian companies
Middle East companies
Petrobras
Petronas
Source: Bruno Weymuller – November 2010
Internationalization of the NOCs (2)
14. 13
Accessibility for the IOCs
Producing governments can either:
Finance an adequate upstream investment program
themselves through their NOC (Saudi Aramco)
Create the right conditions for IOCs to make the
necessary investments in upstream (Qatar)
0 50 100 150 200 250 300
Oman
India
Azerbaijan
Norway
Kazakhstan
Brazil
Algeria
Mexico
Qatar
China
US
Nigeria
Libya
Russia
Venezuela
UAE
Kuwait
Iraq
Iran
Canada*
Saudi Arabia
Bbbl
Conventional Proved Reserves (1/1/2009)
* Canada including extra-heavy oil
Closed
Limited
Open
Source: OGJ, Total
15. 14
Capture of the Rent
Local value creation
Investment in the resources
Host Country Concerns IOCs Concerns
Development of the resources
Budget balanced
Development of the country (oil
recourse, Dutch desease)
Access to Reserves
Profitability
Project Management Leadership
Technology (R&D), Talents
The NOCs and IOCs: Competition & Cooperation
Environmental, Ethical issuesLong Term Sustainability
16. 15
Trends
Increased State equity to majority stake to Expropriation
/"Nationalization"
Venezuela, Libya, Bolivia, Argentina, Ecuador ...
Increase of the tax rates
New terms for new licences or contracts: more flexibility in relation
with the volatility of the price of oil
Preference for NOCs in open tenders
For the Host State: a “fair” petroleum agreement
17. EXXON MOBIL, SHELL, CHEVRON, BP, TOTAL
Upstream net operating income / Overall net operating income
16Source : Companies, March 2012
Weight of E&P in IOCs' profits
18. 17
Capture of the Rent
Local value creation
Investment in the resources
Host Country Concerns IOCs Concerns
Development of the resources
Budget balanced
Development of the country (Oil
course, Dutch disease)
Access to Reserves
Profitability
Leadership in Project Managt &
Technology, Talents
The NOCs and IOCs: Competition & Cooperation
Environmental, Social issuesLong Term Sustainability
19. 18
Trends
Resource curse: State with abundant natural resources have been
found to underperform states that have no natural resources in a large
number of studies (Auty, 1993; Gelb, 1988; Sachs & Warner, 1995, etc.)
Dutch Disease (named after the troubles in the Netherlands in the 1960s)
rising resource exports push up the value of the country’s currency which
makes its other exports less competitive
Sudden flow of revenues: risk to invest in wasteful projects
Political downsides: increase of corruption
Oil wealth can trigger conflicts
Resource Curse / Dutch Disease
20. 19
Local value creation
Problem of Definition
Problem of Scope
Problem of Measure
Local content: local employment, the use of local goods
and services and transfer of technology and know-how
A variety of local Content Development models are been pursued in
different geo-political regions of the oil and gas world
21. 20
Definitions
Definition of Local content tends to be either
Ownership-based: "because only indigenous owners have a real interest in
maximizing the use of indigenous workers and resources"
Local content is the amount of added value in terms of goods and
services provided by Angolan-owned companies to the oil sector (1)
Incorporation (100% ?/ above 50% ? of the capital) / Legal subsidiary
/Main Office ?
Value-added based: value added by activities which take place in the
country (disregards the ownership of the company)
Nigerian content: "quantum of composite value added or created in the
Nigerian economy through the utilization of Nigerian human and
material resources for the provision of goods & services to the
petroleum industry within acceptable quality, health, safety and
environmental standards in order to stimulate the development of
indigenous capabilities" (2)
(1): Chevron in Angola, Global Local Content Summit for Oil & Gas, London, 2006
(2): www. nnpcgroup.com/faq.htm
22. 21
Scope: what could be covered under local content ?
Pure local content
Recruitment of Local employees
Training & Education programs
Local equipment & services
Transfer of Technology and Knowledge (R&D)
Beyond local content
Support of Local communities
Infrastructure development
Medical assistance
23. 22
Measure
Specific Target: % for local content and personnel, for example
Russia: 70% minimum of contracts to go to domestic enterprises and 80%
of the personnel
Vague Target on local-content requirements, for example
Kazakhstan: Rules simply call for maximum Kazakhstani involvement:
stipulation that allows the government to block deals that do not involve
local enterprises
Libya (Epsa-4 (E&P Sharing Agreement): "the operator shall at all times
give priority to Libyan contractors, local supplies, equipment and services,
and hire only Libyan nationals, except in cases where specialized
technical personnel are required and not available among Libyan
personnel
What are the measures ?
Value of investments in the oil & gas sector ?
Employment of local staff ?
Evolution of professional qualifications, etc. ?
24. 23
A template for evaluating & monitoring local content
Source: IPIECA, Local contant strategy, 2011
25. 24
Potential Benefits
Cost Reductions
Lower Labor Costs (local personnel instead of expatriates)
Lower Transport Costs (goods & equipment bought closer to operations
areas)
Logistics improvements
Increased availability of staff
Shorter delivery times
Faster substitution of spare-parts
Better operational efficiency
Enhanced Reputation
Contribution to local development and support of local communities to keep
or enhance the social cohesion
Establishment of a network of partners
Good knowledge of the local business environment
Transfer of knowledge & Technology
26. 25
Gap between the content demanded and the ability of the local firms to provide
(content, productivity, at the contracted cost)
Lack of stability of the Government policies towards the industry & Lack of an
Authority to enforce, measure and monitor local content policies and
compliance to the rules
Cost overruns, that cannot be passed on to the client
Local contractors sometimes under- perform necessitating supply from overseas
Infrastructure can be inadequate
Delays in sourcing materials mean delays in operations and so delays in revenues
Job created can be neither competitive nor sustainable
If challenging technology is needed not possible to involve local contractors
Corruption
Potential Pitfalls
27. 26
The Norwegian Local Content Experience
Petroleum activities
In the early 60s: no indigenous oil industry
today: oil & gas
22% of GDP
67% of exports
Oil Company Statoil, Oilfield Services Companies: PGS, Subsea 7,
Seadrill, Aker Solutions, etc. are globally competitive
But this experience cannot be transferred as such in another country because
Norway is
Developed country/small population
Strong commitment of the government
The aim was to share 75% of the goods and services by creation of
bridges of co-operation
Educated population
High scientific competence / Skilled workforce
Shipbuilding industry
Entrepreneurial culture
Private manufacturing industry
28. 27
Most NOCs are now transforming themselves
PETRONAS
Founded in 1974
Is working with ExxonMobil and Shell, both long term PSC holders in
Malaysia
Revenues: $75 billion
By 2009, local suppliers held 75% of all contracts awarded
PETROBRAS
Launched in 1953
Started Exploration only after the first oil shock in 1973
Developed breakthrough technologies
Revenues: $140 billion
Due to the “Petrobras effect” Brazilian companies have increasing
presence in drilling contracts & offshore infrastructure
29. 28
Conclusions
A dialogue mechanism both at country level and
international level has to be developed to share
experiences and practices among stakeholders (NOCs,
IOCs, International service companies, Government, Labor
and Economics development actors)
A further step could be to develop guidance on local
content frameworks to support cross-sector development
to increase economic diversification.