Progress Through Partnership Progress Through Partnership Table of Contents

Total Page:16

File Type:pdf, Size:1020Kb

Progress Through Partnership Progress Through Partnership Table of Contents Progress Through Partnership Progress Through Partnership Table of Contents About ExxonMobil . 2 Financial Strength . 4 . Project Management Expertise . 6. Technology and Innovation . 8 . Safety . .10 . Corporate Citizenship . 12 Economic Development . 16. Environmental Stewardship . 20. Integrity . 24 . Partnerships . 26. 4 About ExxonMobil Crude Oil & Natural Gas Feedstocks ExxonMobil is the world’s largest publicly world-class operational performance . ExxonMobil traded oil and gas company. For more is committed to meeting these challenges with our than 125 years, we have helped provide industry, government and community partners . the energy that is fundamental to improving the lives of billions of people We are a globally integrated around the world. company, with Upstream, Downstream and Chemical Upstream Downstream Chemical Energy underpins human comfort, mobility, economic operations on six continents . prosperity and social progress . It touches nearly every aspect of modern life . We take our role to supply Upstream energy seriously, and we recognize that it comes Our Upstream business encompasses high-quality with many responsibilities — to our shareholders, exploration opportunities across all resource types and • ExxonMobil is the world’s largest publicly traded oil and gas company, neighbors, customers and communities . ExxonMobil is geographies, industry-leading execution capabilities, with more than 125 years of experience in oil and gas operations. a preferred partner for oil and gas operations around a portfolio of world-class projects and a diverse set • We are a globally integrated company, with upstream, downstream the world because of our employees, technical expertise, ExxonMobil is a of producing assets . We have an active exploration or and chemical operations on six continents. execution capabilities, financial strength, global reach production presence in about 35 countries . leading integrated oil • ExxonMobil is a preferred partner for oil and gas operations around and the management practices built into the fabric of the world because of our employees, technical expertise, execution our operations . and gas company Downstream capabilities, financial strength, global reach and the management practices built into the fabric of our operations. We are a globally integrated company, with Upstream, Our balanced Downstream portfolio includes refining Downstream and Chemical operations on six continents . facilities in more than 15 countries . We are one of the We participate in the development of all major resource world’s largest integrated refiners and manufacturers types and supply key markets with high-value petroleum of lube basestocks and a leading marketer of petroleum and petrochemical products . products and finished lubricants . Our high-value products, combined with a strong global refining and We derive significant value from our globally integrated distribution network, position us as a premier supplier business model, which enables us to maximize the around the world . value of every molecule we produce and leverages the advantages of our organizational structure . This Chemical integration results in structural and market advantages ExxonMobil Chemical is one of the largest chemical that are difficult for competitors to replicate . companies in the world . Our unique portfolio of specialty and commodity businesses delivers superior returns Today, more oil and gas resources are stranded in across the business cycle . Enabled by proprietary remote areas and challenging operating environments . technologies, we manufacture high-value chemical Major projects are more capital intensive, and operating products in more than 15 countries . With a major complexity places even greater emphasis on superior presence in Asia Pacific, we are well-positioned to execution . What remains unchanged is ExxonMobil’s competitively supply the rapid chemical demand growth long-term perspective, disciplined approach to in this region . investment, technological leadership and focus on 2 3 Financial Strength ExxonMobil can help structure unique Unparalleled position deals to bring vital resources to market We maintain a financial position unparalleled in the by leveraging unmatched experience and industry . Rating agencies Moody’s and Standard & Poor’s relationships with financial institutions. recognize our superior financial strength as reflected in the ratings that they assign to ExxonMobil . In fact, our disciplined investment approach has earned us a position Financial capacity as the highest-rated international energy company . This ExxonMobil’s project execution record improves lenders’ financial strength gives us the capacity to pursue and perceptions of project risk and often results in our finance attractive investment opportunities throughout projects enjoying access to capital at superior rates . We the business cycle . have an extensive track record of successfully placing financing for major projects with optimal financing terms Disciplined investing at the lowest possible cost . ExxonMobil’s disciplined approach to investing focuses on the efficient use of capital . We gain advantage in our We work with all types of partners on complex projects investments over the long term by combining rigorous using innovative commercial and financing structures to standards for project assessment with proven project facilitate business objectives . ExxonMobil has established development expertise . This discipline is applied across relationships with major project finance lenders — our entire portfolio and includes identification of key commercial banks, capital markets, export credit growth opportunities and divestment of assets that no agencies, multilateral agencies and bilaterals — longer meet our long-term objectives . Our return on and works with partners through the Joint Finance capital employed averaged 21 percent over the last five • Our disciplined investment approach has earned us a position as the Team approach . This enables us to achieve efficient deal years, and we continue to lead the competition in highest-rated international energy company. execution with optimum commercial and financial terms this measure of long-term shareholder value . ExxonMobil is • Our return on capital employed averaged 21 percent over the last for those involved in development . unmatched in five years, and we continue to lead the competition in this measure We have financed more than $72 billion in projects of long-term shareholder value. since 2000 . An example of our project financing financial strength • Our expertise and relationships have enabled more than $72 billion expertise is the Papua New Guinea LNG Project, the in project financing since 2000. largest construction project in this country’s history . Ultimately, around $19 billion in project costs were funded by partners, a variety of export credit agencies and commercial banks . The deal was recognized as the Global Deal of the Year in 2010 by Infrastructure Journal . 4 5 Project Management Expertise Industry-leading project execution Capital Projects Management System ExxonMobil consistently delivers complex, integrated Our ExxonMobil Capital Projects Management System projects on time and on budget . Our project (EMCAPS) provides a framework to guide project management expertise is a result of the company’s development and execution . The system facilitates integrated organizational structure, consistent the consideration of environmental concerns and implementation of standards worldwide and focus regulatory requirements early in the project design and on achieving long-term returns for ExxonMobil implementation process . The standards focus on the and its partners . most common types of impacts associated with oil and gas development . This proven project management Operations Integrity Management System system incorporates best practices developed from our We use management systems throughout our global extensive worldwide experience to rigorously manage our operations to ensure consistent application of high global project portfolio from initial discovery to startup . operating standards . ExxonMobil’s Operations Integrity Management System is widely regarded as Rigorous standards, long-term returns a model for exceptional operational performance . It Investment decisions in the energy industry are provides a risk management framework with rigorously characterized by time horizons measured in decades . applied systems and processes to manage the safety, We test projects over a wide range of scenarios to security, health and environmental risks inherent in our ensure that all relevant risks — including financial, fiscal, business and to achieve excellence in our operational commercial, environmental and technical — are properly performance . We continually assess the framework and identified, thoroughly evaluated and effectively managed . its effectiveness, and we incorporate lessons learned As a result, ExxonMobil-operated projects perform to further improve performance . We use this approach at better cost and schedule certainty than projects ExxonMobil’s project • ExxonMobil’s model for operational excellence forms the around the world in all of our business lines and operated by others in which we have an interest . execution record is cornerstone of our commitment to exceptional performance. regularly test for system compliance . unparalleled in the oil • ExxonMobil-operated projects outperform industry averages on and gas industry cost
Recommended publications
  • Oil Shale and Tar Sands
    Fundamentals of Materials for Energy and Environmental Sustainability Editors David S. Ginley and David Cahen Oil shale and tar sands James W. Bunger 11 JWBA, Inc., Energy Technology and Engineering, Salt Lake City, UT, USA 11.1 Focus 11.2 Synopsis Tar sands and oil shale are “uncon- Oil shale and tar sands occur in dozens of countries around the world. With in-place ventional” oil resources. Unconven- resources totaling at least 4 trillion barrels (bbl), they exceed the world's remaining tional oil resources are characterized petroleum reserves, which are probably less than 2 trillion bbl. As petroleum becomes by their solid, or near-solid, state harder to produce, oil shale and tar sands are finding economic and thermodynamic under reservoir conditions, which parity with petroleum. Thermodynamic parity, e.g., similarity in the energy cost requires new, and sometimes of producing energy, is a key indicator of economic competitiveness. unproven, technology for their Oil is being produced on a large commercial scale by Canada from tar sands, recovery. For tar sands the hydrocar- and to a lesser extent by Venezuela. The USA now imports well over 2 million barrels bon is a highly viscous bitumen; for of oil per day from Canada, the majority of which is produced from tar sands. oil shale, it is a solid hydrocarbon Production of oil from oil shale is occurring in Estonia, China, and Brazil albeit on called “kerogen.” Unconventional smaller scales. Importantly, the USA is the largest holder of oil-shale resources. oil resources are found in greater For that reason alone, and because of the growing need for imports in the USA, quantities than conventional petrol- oil shale will receive greater development attention as petroleum supplies dwindle.
    [Show full text]
  • Press Release
    Press Release Amsterdam, The Netherlands / 6 November 2020 OCI Selected as Biofuel Supplier for Esso petrol in the United Kingdom OCI N.V. (Euronext: OCI) today announced that it has reached an agreement with Esso Petroleum Company, Limited (Esso), a subsidiary of Exxon Mobil Corporation, to supply a biofuel alcohol mix consisting of bio-methanol and ethanol, which will be blended with Esso’s standard Synergy grade petrol sold in the United Kingdom. The superior performance provided by OCI’s alcohol mix enables its customers to exceed mandated biofuel blending targets set by the UK and the EU without the introduction of a new fuel standard such as E10. OCI’s bio-methanol is an advanced biofuel that reduces greenhouse gas emissions compared to conventional petrol. Bio-methanol has a number of advantages: 1. Unlike ethanol which is primarily derived from food crops such as corn, wheat or sugar, bio-methanol is an advanced, second generation biofuel derived from bio-methane sourced from organic waste put into municipal landfills or anaerobic digesters. As such, in addition to the advantage that the use of bio-methanol results in lower consumption of fossil fuels, it provides an outlet for bio-waste, contributing to the circular economy and reducing methane emissions into the atmosphere. 2. Traditional methanol derived from natural gas has already long been used in auto racing to boost octane and deliver superior engine performance. Bio-methanol delivers the same benefits, while offering greenhouse gas (GHG) savings of more than 60% versus petrol derived from fossil fuels (volume for volume). Ahmed El-Hoshy, Chief Executive Officer of OCI NV, commented: “Through our cooperation with ExxonMobil, we aim to promote the use of bio-methanol as a complimentary biofuel alongside ethanol to reduce the carbon intensity of road transportation fuels.
    [Show full text]
  • Statoil ASA Statoil Petroleum AS
    Offering Circular A9.4.1.1 Statoil ASA (incorporated with limited liability in the Kingdom of Norway) Notes issued under the programme may be unconditionally and irrevocably guaranteed by Statoil Petroleum AS (incorporated with limited liability in the Kingdom of Norway) €20,000,000,000 Euro Medium Term Note Programme On 21 March 1997, Statoil ASA (the Issuer) entered into a Euro Medium Term Note Programme (the Programme) and issued an Offering Circular on that date describing the Programme. The Programme has been subsequently amended and updated. This Offering Circular supersedes any previous dated offering circulars. Any Notes (as defined below) issued under the Programme on or after the date of this Offering Circular are issued subject to the provisions described herein. This does not affect any Notes issued prior to the date hereof. Under this Programme, Statoil ASA may from time to time issue notes (the Notes) denominated in any currency agreed between the Issuer and the relevant Dealer (as defined below). The Notes may be issued in bearer form or in uncertificated book entry form (VPS Notes) settled through the Norwegian Central Securities Depositary, Verdipapirsentralen ASA (the VPS). The maximum aggregate nominal amount of all Notes from time to time outstanding will not exceed €20,000,000,000 (or its equivalent in other currencies calculated as described herein). The payments of all amounts due in respect of the Notes issued by the Issuer may be unconditionally and irrevocably guaranteed by Statoil A6.1 Petroleum AS (the Guarantor). The Notes may be issued on a continuing basis to one or more of the Dealers specified on page 6 and any additional Dealer appointed under the Programme from time to time, which appointment may be for a specific issue or on an ongoing basis (each a Dealer and together the Dealers).
    [Show full text]
  • Asia's Energy Trends and Developments (In 2 Volumes) / [Edited By] Mark Hong, Asan Institute for Policy Studies, South Korea, Amy V.R
    Asia’s Energy Trends and Developments Innovations and Alternative Energy Supplies volume 1 8599V1_9789814425575_tp.indd 1 12/3/13 12:01 PM b1468 Innovations and Alternative Energy Supplies 12 March 2013 11:47 AM This page intentionally left blank bb1468_FM.indd1468_FM.indd iiii 33/12/2013/12/2013 111:47:171:47:17 AAMM Asia’s Energy Trends and Developments Innovations and Alternative Energy Supplies volume 1 Editors Mark Hong Asan Institute for Policy Studies, South Korea Amy Lugg Institute of Southeast Asian Studies, Singapore World Scientific NEW JERSEY • LONDON • SINGAPORE • BEIJING • SHANGHAI • HONG KONG • TAIPEI • CHENNAI 8599V1_9789814425575_tp.indd 2 12/3/13 12:01 PM Published by World Scientific Publishing Co. Pte. Ltd. 5 Toh Tuck Link, Singapore 596224 USA office: 27 Warren Street, Suite 401-402, Hackensack, NJ 07601 UK office: 57 Shelton Street, Covent Garden, London WC2H 9HE Library of Congress Cataloging-in-Publication Data Asia's energy trends and developments (in 2 volumes) / [edited by] Mark Hong, Asan Institute for Policy Studies, South Korea, Amy V.R. Lugg, Institute of Southeast Asian Studies, Singapore. volumes cm Includes index. ISBN 978-9814425612 (Set) ISBN 978-9814425575 (Vol. 1) ISBN 978-9814425605 (Vol. 2) 1. Power resources--Asia. 2. Energy development--Asia. 3. Energy policy--Asia. I. Hong, Mark, editor of compilation. II. Lugg, Amy V. R., editor of compilation. HD9502.A782A77 2013 333.79095--dc23 2013000742 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. Copyright © 2013 by World Scientific Publishing Co. Pte. Ltd. All rights reserved. This book, or parts thereof, may not be reproduced in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system now known or to be invented, without written permission from the Publisher.
    [Show full text]
  • Press Release
    Press Release First quarter 2021 results With results of more than $3 billion, Total fully benefits from rebound in hydrocarbon prices LNG and renewables represent one-third of results Change Change 1Q21 1Q20 1Q19 vs 1Q20 vs 1Q19 Oil price - Brent ($/b) 61.1 50.1 +22% 63.1 -3% Average price of LNG ($/Mbtu) 6.1 6.3 -4% 7.2 -16% Variable cost margin - Refining Europe, VCM ($/t) 5.3 26.3 -80% 33.0 -84% Adjusted net income (Group share)1 - in billions of dollars (B$) 3.0 1.8 69% 2.8 +9% - in dollars per share 1.10 0.66 +68% 1.02 +8% DACF1 (B$) 5.8 4.3 +34% 6.3 -8% Cash Flow from operations (B$) 5.6 1.3 x4.3 3.6 +54% Net income (Group share) of 3.3 B$ in 1Q21 Net-debt-to-capital ratio of 19.5% at March 31, 2021 vs. 21.7% at December 31, 20202 Hydrocarbon production of 2,863 kboe/d in 1Q21, a decrease of 7% compared to 1Q20 First 2021 interim dividend set at 0.66 €/share 2 Paris, April 29, 2021 - The Board of Directors of Total SE, meeting on April 28, 2021, under the chairmanship of Chairman and Chief Executive Officer Patrick Pouyanné, approved the Group's first quarter 2021 accounts. On this occasion, Patrick Pouyanné said: « In the first quarter, the Group fully benefited from rising oil and gas prices, up 38% and 24%, respectively quarter-to- quarter, and its strategy to grow LNG and Renewables and Electricity.
    [Show full text]
  • Not for Quotation Without Permission of the Author
    NOT FOR QUOTATION WITHOUT PERMISSION OF THE AUTHOR DECISION CASE STUDY UNITED KINGDOM MOSSMORRAN-BWFOOT BAY Sally M. Macgill July 1982 CP-82- 4 0 Collaborative Papers report work which has not been performed solely at the International Institute for Applied Systems Analysis and which has received only limited review. Views or opinions expressed herein do not necessarily represent those of the Insti- tute, its National Member Organizations, or other organizations supporting the work. INTERNATIONAL INSTITUTE FOR APPLIED SYSTEMS ANALYSIS 2361 Laxenburg, Austria CONTENTS CHAPTER 1 : INTRODUCTION 1.1. Perspective 1.2. Status of Report 1.3. Outline CHAPTER 2 : THE DECISION STRUCTURE 2.1. Context for the Developments 2.2. Site Choice 2.3. The Main Parties to the Decision 2.4. The Main Events in the Decision Process CHAPTER 3: THE DIMENSIONS OF THE DECISION 3.1. Statement of Dimensions 3.2. National Benefits 3.3. Local Socio-Economic Benefits 3.4. Health and Safety Aspects 3.5. Environmental Impacts CHAPTER 4 : PARTY PERSPECTIVES ON VARIOUS DIMENSIONS 4.1. Overview of Conflicts 4.2. The Oil Companies: Shell and Esso 4.2.1. National Benefits 4.2.2. Local Socio-Economic Benefits 4.2.3. Health and Safety 4.2.4. Environment 4.3. The Scottish Development Department 4.4. Departments of Energy and Industry 4.5. The Local Authorities: Fife, Dunfermline and Kirkcaldy 4.5.1. National Benefits 4.5.2. Local Socio-Economic Effects 4.5.3. Health and Safety 4.5.4. Environment 4.6. The Forth Ports Authority 4.7. The Health and Safety Executive 4.8.
    [Show full text]
  • OEF 107 November 2016.Indd
    NOVEMBER 2016: Issue 107 forum A QUARTERLY JOURNAL FOR DEBATING ENERGY ISSUES AND POLICIES It is well known that Russia is heavily not be practically possible, meaning CONTENTS dependent on its energy sector, from that oil and gas companies could face both an economic and a political a stealth increase in their overall tax Russian energy issues in a volatile perspective. As a result, the fall in the burden. environment oil price over the past two years and the Tatiana Mitrova then discusses one Russia’s macroeconomic problems and dramatic changes taking place in the of the key factors underpinning the the risks to the oil and gas sector global gas market are having signifi cant survival of Russia’s hydrocarbon Christopher Granville 4 consequences for both the Kremlin and industry in 2016, namely the devaluation Russia’s domestic energy companies. Cost dynamics in the Russian energy sector of the ruble and its impact on cost Tatiana Mitrova 7 However, instead of reviewing the competitiveness. The Russian increased risks for Russia from the The Rosneftization of the Russian oil sector government’s decision not to protect change in global energy markets, this Nina Poussenkova 9 the domestic currency as the oil price edition of the Oxford Energy Forum collapsed has signifi cantly enhanced Securing the future: the implications of discusses how Russia has started the position of exporting industries, India’s expanding role in the Russian oil to adapt its policies and commercial reducing their costs in US$ terms, sector strategies in a number of different areas. Vitaly Yermakov 12 but Mitrova argues that this benefi t Some of the new strategies appear very has limited further upside and could positive, while others carry inherent Ukraine’s dramatic gas import diversifi cation risks, but all show how the world’s indeed be reversed if the oil price Simon Pirani 15 largest producer of hydrocarbons is recovers.
    [Show full text]
  • THURSDAY, NOVEMBER 14, 2013 Grand Hyatt Hotel San Antonio, Texas
    THURSDAY, NOVEMBER 14, 2013 Grand Hyatt Hotel San Antonio, Texas THE PRIDE OF TEXAS BUSINESS WELCOME Mark M. Johnson Chairman, Texas Business Hall of Fame Edward E. Whitacre, Jr. Master of Ceremonies RECOGNITION OF TEXAS BUSINESS HALL OF FAME MEMBERS RECOGNITION OF 2013 INDUCTEES INVOCATION Reverend Trey H. Little DINNER RECOGNITION OF 2013 SCHOLARSHIP RECIPIENTS HALL OF FAME INDUCTION CEREMONY CLOSING REMARKS Mark M. Johnson Jordan Cowman Chairman, 2014, Texas Business Hall of Fame 2013 Inductees to the Texas Business Hall of Fame Charlie Amato Joseph M. “Jody” Grant Chairman/Co-Founder Chairman Emeritus and Texas Capital Bancshares, Inc. Gary Dudley Dallas President/Co-Founder SWBC H-E-B San Antonio Represented by Craig Boyan President, COO Tom Dobson San Antonio Chairman Whataburger Rex W. Tillerson San Antonio Chairman and CEO Exxon Mobil Corporation Paul Foster Irving Executive Chairman Western Refining, Inc. El Paso Charlie Amato & Gary Dudley Chairman/Co-Founder & President/Co-Founder SWBC | San Antonio Charlie Amato and Gary Dudley, Co-founders of SWBC, have had a long friendship. Through this friendship, they established SWBC, a company with more than three decades of dedication to not just great business and customer service, but also giving back to their community. Amato and Dudley met in grade school and were reunited in their college years. Both men graduated from Sam Houston State University with Bachelors of Business Administration degrees. After graduation they went their separate ways. Dudley became a coach and worked in the Houston school district for nine months before he was drafted into the armed forces. He spent six months on active duty with the US Marines (and six years as a reservist) before returning to coaching for another year.
    [Show full text]
  • Imperial Standard: Imperial Oil, Exxon, and the Canadian Oil Industry from 1880
    University of Calgary PRISM: University of Calgary's Digital Repository University of Calgary Press University of Calgary Press Open Access Books 2019-04 Imperial Standard: Imperial Oil, Exxon, and the Canadian Oil Industry from 1880 Taylor, Graham D. University of Calgary Press Taylor, G. D. (2019). Imperial Standard: Imperial Oil, Exxon, and the Canadian Oil Industry from 1880. "University of Calgary Press". http://hdl.handle.net/1880/110195 book https://creativecommons.org/licenses/by-nc-nd/4.0 Downloaded from PRISM: https://prism.ucalgary.ca IMPERIAL STANDARD: Imperial Oil, Exxon, and the Canadian Oil Industry from 1880 Graham D. Taylor ISBN 978-1-77385-036-8 THIS BOOK IS AN OPEN ACCESS E-BOOK. It is an electronic version of a book that can be purchased in physical form through any bookseller or on-line retailer, or from our distributors. Please support this open access publication by requesting that your university purchase a print copy of this book, or by purchasing a copy yourself. If you have any questions, please contact us at [email protected] Cover Art: The artwork on the cover of this book is not open access and falls under traditional copyright provisions; it cannot be reproduced in any way without written permission of the artists and their agents. The cover can be displayed as a complete cover image for the purposes of publicizing this work, but the artwork cannot be extracted from the context of the cover of this specific work without breaching the artist’s copyright. COPYRIGHT NOTICE: This open-access work is published under a Creative Commons licence.
    [Show full text]
  • Copy of Phd Thesis Final Submission for Library
    Chapter 3: THE MAIN ACTORS IN THE NIGER DELTA CRISIS INTRODUCTION In addressing the primary concern of this study, it is pertinent to point out at the outset that the internationalisation of the Niger Delta crisis has been facilitated by certain actors within the context of globalisation in which case events in any one country are not only seen in farthest regions of the world but also elicit international reactions. The actions or inactions of the Nigerian state, the oil multinationals, social movements in the Niger Delta as well as those of international non-governmental organizations have pushed the Niger Delta crisis to the forefront of international environmental discourse. This chapter focuses on the role of the different actors (in consciously or inadvertently) placing the Niger Delta on the front burner of international environment and human rights advocacy. It is instructive to note here that an examination of the activities of the main actors in the Niger Delta is germane to unpacking the internationalisation of an otherwise local crisis. The recession of realpolitik after the end of the Cold War in the late 1980s threw up new issues hitherto regarded as ‘low’ areas in international politics. One of such new issues is the emergence of environmental issues in world politics and its implications for global security. This concern about security has expanded to include issues like migration, poverty, wars, environmental degradation and drug trafficking.66 It is within this context that one can conveniently locate the global attention which the Niger Delta has received in recent times. The Niger Delta crisis in Nigeria arose out of the impact of oil exploration and production on the environment and eco-system with its resultant effect of retrogression rather than development of the local people in the areas.
    [Show full text]
  • Drilling the Monterey Shale
    A New California Oil Boom? Drilling the Monterey Shale By Robert Collier December 2013 Table of Contents Table of Contents 2 Part 1: Distracted by Fracking? 3 Part 2: The Most dangerous chemical you’ve never heard of 6 Part 3: The Climate conundrum 9 Part 4: Monterey Shale: Twice as polluting as Keystone XL? 13 Part 5: Is California really like North Dakota? 18 Part 6: Keeping the story straight: industry reports at odds on California oil 24 Notes 27 Page 2 | Drilling the Monterey Shale Part 1: Distracted by Fracking? Over the past few years, the United States has found the more likely candidate for tapping the Monterey itself in the midst of a major boom in oil and gas Shale: A technique, already widely in use in the oil production. Rapid expansion in the use of a drilling industry, known as “acidizing.” technique called hydraulic fracturing, or “fracking,” has opened up previously unreachable pockets of oil It’s not widely discussed in publicly, but for some and gas, and returned the U.S. to its historic position time oil companies have found acidizing more as a major global producer of these fossil fuels. effective in the Monterey Shale than fracking. And it seems the boom may be coming to Acidizing typically involves the injection of high California. Once a leading producer of oil in the U.S., volumes of hydrofluoric acid, a powerful solvent, California’s production has fallen off dramatically (abbreviated as “HF”) into the oil well to dissolve over the years as oil fields age and are depleted.
    [Show full text]
  • Bryan T. Byrd
    ENGINEERING | CONSTRUCTION | FINANCE www.Synergen.com BRYAN T. BYRD Education: Bachelor of Science in Construction Science - Texas A&M University - 1993 Professional Affiliations: Licensed/Registered General Contractor Texas A&M Construction Industry Advisory Council Texas Real Estate Commission MCE Instructor Associated General Contractors (AGC) Associated Builders and Contractors (ABC), Legislative Committee Chairman Association for the Advancement of Cost Engineering (AACE International) Marine Technology Society Design Build Institute of America Professional Experience Bryan Byrd is President of Synergen and has over 25 years of project and construction management experience. Mr. Byrd has provided construction management services, performed scheduling, cost analysis, and schedule analyses on numerous domestic and international projects, including engineering, procurement, construction, design-bid-build, EPC/EPIC, and design-build work scopes. Mr. Byrd is knowledgeable of common practices in the construction industry such as estimating, contracting practices, risk analysis, project management, coordination, change management, project administration, safety, schedule preparation and analysis, project controls, schedule control, cost control, completion, and project close-out. Mr. Byrd’s experience includes numerous domestic projects with work scopes ranging from approximately $1 million USD to international projects with work scopes in excess of $8 billion. Mr. Byrd has successfully assisted clients with the resolution of several hundred
    [Show full text]