The Oil Council's Drillers and Dealers February 2011 Edition

The Official Publication of The Oil Council ::: ::: February 2011 Issue
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Drillers & Dealers Contents

Official Publication of The Oil Council 2011 Oil & Gas Survey Results 5
3rd Floor
86 Hatton Gardens
London EMERGING MARKETS SPECIAL FEATURE
EC1V 8QQ, UK
Q&A: Risk / Reward Matrix of Caspian 9
Editor Exploration & Production: An M&A Energy
Advisor’s Perspective
Drake Lawhead
Vice President, Content and Member Dana Novakovic, LB Capital
Relations
drake.lawhead@oilcouncil.com
T: +44 (0) 20 7067 1873 Iraq – A Diamond in the Ash 12
Greg Hammond, Akin Gump Strauss Hauer & Feld
Editor-at-Large and Media Enquires
Iain Pitt Do NOC Leaders have the skills to deliver their 14

COO National Mission?
iain.pitt@oilcouncil.com
T: +27 (0) 21 700 3551 Johan Nell and Colin Sloman, Accenture
Publisher
The New Emerging Energy Future 17
Ross Stewart Campbell Mehmet Ogutcu, BG Group
CEO
ross.campbell@oilcouncil.com
T: +44 (0) 20 7067 1877 MENA Region’s Oilfield Services 20
Nawaf Marafi, Ali Rampurwala and Rajiv Bishnoi,
Partnership Enquires Kuwait Financial Centre “Markaz”
Vikash Magdani
Executive Vice President, Corporate Monetizing East African Gas 25
Development Wylie Clark, Taylor-DeJongh
vikash.magdani@oilcouncil.com
T: +44 (0) 20 7067 1872
Latin America’s Emergence as an Oil & Gas 26
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Stronghold
Guillaume Bouffard Evelyse Carvalho Ribas, CARVALHO RIBAS - Advocacia e
Vice President, Business Development Consultoria
guillaume.bouffard@oilcouncil.com
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Best Practices in Engaging Stakeholders in Oil 31
Laurent Lafont
Vice President, Business Development
and Gas Projects – The African Experience
laurent.lafont@oilcouncil.com Ziwase Ndhlovu, Mukazi Consulting
T: +44 (0) 20 3287 3447
Ken Lovegrove OC Columnists – What’s New Online? 35

Vice President, Business Development
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Drillers and Dealers ::: ::: February 2011 Edition

The Value of
Specialist
Knowledge
Great Successes 2010: A Collection

London Edinburgh
Joe Nally Jon Fitzpatrick
+44 (0) 207 397 8900 +44 (0) 131 220 6939
jnally@cenkos.com jfitzpatrick@cenkos.com
www.cenkos.com
Cenkos Securities plc is authorised and regulated by the Financial Services Authority and is a Member of the London Stock Exchange.
Emerging Markets Focus
Risk / Reward Matrix of Caspian Exploration & Production:

An M&A Energy Advisor’s Perspective
Drake Lawhead interviews Dana Novakovic, Managing Director of LB Capital
DL: What does 2011 hold for Oil & Gas emerging markets M&A?
DN: Whilst most of our mandated work since 2009, through 2010, has been in Canada and North and
West Africa, at the start of 2011 we see renewed interest, and opportunity to grow shareholder value, in
the Caspian – places such as Kazakhstan, where the deal count has been limited and where most deals have
been of a local or a private nature over the past 3 years.
Only in January we accepted two mandates in the Caspian, a cross-border buy-side, and a sell-side in
Kazakhstan. From a Macroeconomic perspective, according to projections put together by the IEA, Caspian oil
and gas output will approximately double by 2030. Whilst the quickest output growth will come from
Turkmenistan, the quickest growth in export quantities will still come from Kazakhstan, requiring that the country
expands its oil export capacity from 1.5m bbl/d to as much as 3.5 m bbl/d.
On the microeconomic level companies are carefully scrutinising technical, “soft” and financial consideration, and
the risk envelope of the Caspian is recovering relative to the alternatives, as well.
DL: How is this affecting acquisition multiples and expected level of deal flow?
DN: Kazakhstan acquisition multiples have fallen significantly between 2007 and 2009, from its highest level of
over ca. $5 per boe of 2P reserves between 2005 and 2007. This reflected not only the lack of acquisition finance
since 2007, but also the changes in the risk envelope of the country.
Whilst the bulk of renegotiations of the largest contracts such as the case with Karachaganak, may well be
isolated and not spread to other large projects, a level of uncertainty remains, in particular, with respect to the
export-tax regime and the local factors’ ambitions to increase its levels of ownership in the largest of the projects.
However, the risks associated with renegotiations of contracts have affected primarily the Majors involved in the
largest projects, and small and medium size producers remain largely unaffected.
DL: So, are we to expect more activity in 2011?
DN: Following the decline in acquisition multiples, a number of sizable assets bearing low technical risk remain
available at reasonable multiples. Some of these assets have effectively been on the market since 2009, and
Kazakhstan is emerging from the credit crunch as an attractive place for small and medium size E&P acquirers
seeking both value and growth.

In fact, in the 1Q 2011, the total value of mainly producing assets on the market in Kazakhstan, formally
mandated by sell-side advisors for, on average, over a year now, amount to in access of $1 billion.
Now, the supply / demand curve is reaching that point where we see renewed interest by investors to result in a
couple of reasonably sized transaction expected to close in February / March, as the “air pocket” between the
seller’s expectations (pre credit crunch) and the acquirers’ ability to spend (post credit crunch) has
diminished. A couple of these larger deals have been drawn out and reflect the sellers’ dissatisfaction in case of
protracted processes involving Chinese potential acquirers.
On a separate note, we also see a number of small cap explorers obtaining funding for higher-risk pure
exploration drilling strategies.
DL: What seem to be the most opportunistic acquisition targets?
DN: It is indeed a bold proposition, but Cogito Ergo Sum: there is a case for a “roll-up” of a number of,
especially, undervalued onshore properties in Western Kazakhstan, a proven hydrocarbon basin with existing
infrastructure. This is a particularly fitting proposition for smaller and medium size acquirers because of
the under-developed nature of the country’s smaller onshore resources of well known geologies, relative
to the big bets (the likes of Kashagan) that Majors have focused on. Western Kazakhstan was well explored
during the Soviet era, the data has been stored and has been successfully used by foreign companies operating
there to focus and reduce costs of their 3D campaigns.
DL: Which on-shore prospects offer the highest upside?
DN: A number of onshore assets with substantial resources offer significant financial upside that will come from
the conversion of resources into reserves in the next couple of years. These are assets at a stage where a small
investment in development and external valuations of discoveries to confirm reserves is required in order to
satisfy creditors and raise future development capital.
Whilst, such situations would usually be positioned in the upper right hand corner of the risk / reward
matrix, the known character of the local geology and low technical risks, have already allowed for such
strategies to obtain financing over the past two years.
We are looking at a number of portfolios where 3D seismic has been applied to the proven hydrocarbon basin,
actively de-risking portfolios of low-risk, low-upfront-expenditure prospects with substantial production upside.
Rolling up a number of smaller assets of this description would allow a larger acquirer to participate in several
licences and diversify exploration risks for investors, in order to obtain a premium over the typical one-asset risk
situations of smaller exploration plays, which is the case with most Caspian plays that are publicly traded.
DL: What about producing assets?
DN: The universe of acquisition targets for larger acquirers is case-book, as well. All Kazakhstan-based E&P
players fall, quite neatly, into 3 categories: exploration plays, growing early producers and mature producers.
When it comes to production, companies operating in Kazakhstan sell approximately 20% of oil in the local
market at ca.50% of Brent, and export about 80% of produced oil. Barrel sold in Kazakhstan is less profitable
than exported barrel but still much more profitable than, for example, Russian barrel.
This is also why oil prospects in Kazakhstan are safer bets relative to gas prospects; whilst gas producers face
uncertainty related gas pricing, as well as gas transportation and processing, oil producers, on the other
hand, enjoy clear and stable export price that equals Brent minus a predictable discount that depends on
transportation cost from the point of sale to Europe and quality of crude. Also, most producing assets and
companies in Kazakhstan have substantial resources that have not migrated to reserves yet offer substantial
exploration and development upside.
In conclusion, we do see value for investors in a few carefully selected oil assets higher up the development
curve here, as well.
LB Capital companies provide cutting edge strategic advisory service on merger and acquisition (“M&A”) and
A&D transactions. We serve corporate clients and governments, as well as a range of institutional and
private investors, including sovereign wealth funds in Energy and Natural Resources Sectors.
Dana is Managing Director at LB Capital. Prior to LBC, she was Corporate Director M&A Energy at ABN
Amro and Associate Director M&A Energy at UBS Investment Bank in London. She joined UBS Investment
Bank in 2004 after working at Lehman Brothers M&A Energy and McKinsey & Company’s Petroleum
Practice in London and New York. Dana holds an MBA with concentrations in Finance and Accounting from
the William E. Simon Business School, University of Rochester, New York: http://lb-capital.com/

Cutting edge specialist Oil & Gas M&A boutique repeatedly engaged
by sophisticated Sector clients seeking to attain specific results and grow value
http://www.lb-capital.com
WHAT MAKES US DIFFERENT
We were founded on the belief that a private and independent advisory firm that offers pure
advice, untainted by the conflicts inherent in multi-product investment banks offers superior
value to our sophisticated and results-oriented Sector clients. With no lending or trading
conflicts, LB Capital's fundamental focus, and our cutting edge, is in valuing our long-term
client relationships by delivering high-impact advisory services based on specialist experience,
uncompromising integrity and continuity of personnel.
Our model has evolved in response to the industry's increasing demand for a more thoughtful
and sophisticated approach to portfolio optimization, capital re-deployment, and careful
investing. As a result, our track record of delivering value for clients, and our unique
combination of skills, has quickly made us the firm of choice for sophisticated clients looking to
achieve superior results under challenging market conditions, including in the emerging and
frontier markets.
In addition to independence, our distinct advantage is our singular Sector specialisation; we

are primarily an Oil & Gas boutique that is better positioned to include and leverage the hands-
on expertise of our technical consultants, primarily petroleum engineers, combined with the
sophisticated corporate finance prowess of a leading investment bank.
LB Capital Limited
Berkley Square House
Berkley Square
London WIJ 6BD
United Kingdom
http://www.lb-capital.com
SELECTED RECENT MANDATES

Mandated Diversified International Conglomerate
Advisor to a privately held diversified corporation in connection with reviewing strategic alternatives regarding its
oil & gas portfolio.
Mandated Privately held E&P

Advisor to a privately held company in connection with a proposed sale of oil & gas exploration and production properties
in Kazakhstan.
Mandated UK Independent
Advisor to a UK Independent on potential acquisitions of oil & gas producing properties in the Caspian.
December 2009 Canadian corporation

Advisor to Canadian corporation supported by Carmignac Gestion on the next stage of its corporate development including
acquisition of oil & gas producing properties in West Africa.
December 2008 NOC client

Advisor to an NOC on potential acquisitions of a privately held company producing oil in the CIS.
March 2008 Petronorse

Advisor to Petronorse in connection with its decision to explore strategic opportunities in pursuing next stage of development.
December 2007 CEAC

Advisor to Central European Aluminium Company on potential acquisition(s) of power producing assets.
Iraq – A Diamond in the Ash

Written by Greg Hammond, Partner, Akin Gump Strauss Hauer & Feld
Iraq is possibly unique among the major oil producing nations insofar as its oil production profile over the last 30 years shows a
succession of truly spectacular collapses in production. Depicted on a graph, it resembles the jagged blade of a giant wood-
saw.
Since its all-time production peak in 1979, Iraq has of course been subjected to three devastating wars which brought the
country to its knees and destroyed key elements of its hydrocarbons infrastructure.
As if this wasn’t enough, the source of the world’s fourth largest oil reserves has experienced a number of other setbacks.
Religious and cultural divisions (for example amongst the Shia and Sunni muslims, as well as the Kurds in the north and the
Marsh Arabs in the south) continue to create barriers. These divisions are also sometimes reflected in the political landscape.
Following the elections in 2010 (when no clear majority emerged), it took over nine months for a coalition government to be
formed which delayed and further hindered Iraq’s rebuilding effort.
In addition, Kurdistan continues to govern itself semi-autonomously through the Kurdistan Regional Government (“KRG”), with
the result that there are differing oil and gas licensing regimes in Kurdistan and the rest of Iraq. These differences (which have
arisen partly from a disagreement over the interpretation of the Iraqi Constitution adopted in 2005), resulted in the oil embargo
imposed by Baghdad which has recently frozen exports out of Kurdistan. Another source of friction between Baghdad and Erbil
has arisen from the KRG’s preference for a traditional PSC-style licensing arrangement in contrast to the south where a form of
technical services contract (the “DPSC”) is more typically used (which rewards participants with a cash fee per barrel of oil
recovered rather than with a pre-agreed percentage share of physical oil).
One of the starkest logistical problems facing Iraq relates to the lack of transportation facilities and storage capacity for
hydrocarbons – particularly in landlocked (and mountainous) Kurdistan. While a network of ageing pipelines does exist up and
down the country, Iraq is still a long way short of the infrastructure which will be required if its current production targets are to
be achieved.
Of course security also remains an issue of concern – both as regards safety of employees, as well as security of assets and
infrastructure. Hijackings and bombings continue – and there is concern in some quarters over the ability of the Iraqis to
maintain reasonable standards of law and order in the future once foreign forces have left. On a more practical level,
unexploded munitions and mines from the Iran-Iraq war and two Gulf wars often need to be removed before fields can be
accessed and developed. Indeed the form of Iraqi DPSC makes specific reference (where appropriate) to the preparation of a
“de-mining work program” which must then be performed as a recoverable cost of the contractor parties.
Wars (and even previous production methods) have on occasions damaged the oil deposits themselves, leading to by-passed
reservoirs and unpredictable operational difficulties. For example, a UN Report in 2000 highlighted such problems in the
massive Kirkuk field.
As one might expect, three wars in quick succession have also resulted in the loss or destruction of years of accumulated
appraisal data. Oil reserves information is therefore often based on limited data, giving scope for interpretation or error. In
addition, the once plentiful pool of world-class technical experts emanating from Iraq (including geologists and geophysicists)
has been severely reduced by war and emigration. There are even claims from some circles that certain fields in the south of
Iraq may be subject to the stringent environmental laws which govern the area of the Marsh Lands around Basrah – protecting
its water supplies, flora and sensitive fishing stocks.
Add to that the global financial crisis, the resulting fall in the oil price and the collapse of Dubai as the hub for Middle Eastern
finance and (as one might expect) the list of problems, handicaps and restricting factors goes on and on.
So why then in 2009 did BP and CNPC buck the general trend and alone enter into a DPSC under the First Licensing Round in
Southern Iraq when all other bidders had declined? More intriguingly, why in 2010 did the market capitalization of one AIM-
listed oil producer soar to £1.5bn when its oil production in Kurdistan is both limited and currently transported solely by road? In
short, why (in spite of the catalogue of risk factors listed above) does the tide now appear to be turning in favour of investment
in Iraqi oil and what are the prospects in the medium-to-long term for investors there?
As we know, the oil industry is essentially an exercise in understanding and assessing risk – which can take many forms and is
often present across the full length of the oil exploration, production and off-take chain.
The big difference in Iraq is that one of the key customary risks – exploration risk – can often be almost eliminated due to the
unusual degree of confidence that hydrocarbons are in place. In the south of Iraq, this is frequently because most of the oil
fields which have been the subject of the latest three licensing rounds are known to have existed (and indeed have often been
in full-scale production) at some point over the last thirty years. The existence of these huge fields has of course been the
justification for the technical services arrangement embodied in the Iraqi DPSC – on the basis that there was never any
exploration risk for a bidder. All that was required was a large balance sheet and the technical expertise and resources which a
super-major IOC could provide to bring a particular field back on stream.
In contrast to southern Iraq, the virtual elimination of exploration risk in Kurdistan arises in other ways. It was best illustrated to
me many years ago by the look on the face of one of the industry’s leading geologists who, during the early scramble for

Kurdish exploration acreage, memorably emerged open-mouthed from a London data room whispering that he had seen
“mountains full of oil”.
This prediction turned out to be pretty accurate, given that the success rate for exploration wells in Kurdistan currently stands at
around 80% - an astonishing statistic.
So, if one can be fairly confident in Iraq about exploration risk, how will one ever be able to get comfortable with the various
political, security, transportation, educational, environmental and other risks catalogued above? In other words, what could be
the justification for BP’s extraordinary move in 2009 against a clear tide of contrary opinion and responsible eighteen months
later for the rocketing upwards of an AIM-listed company’s market capitalization to £1.5bn from almost nowhere ?
The answer may recently have arrived in the form of Abdul Karim Al-Luaibi – the newly appointed Iraqi Oil Minister. Aged 51
and standing over six feet tall, he is a petroleum engineer who has spent his whole career with the Iraqi Oil Ministry – where he
started out as an engineer’s assistant. A shrewd and capable politician, he is reported to be close to Hussain Al-Shahristani
(the former Oil Minister and now Deputy Prime Minister) and Nouri al-Maliki (the recently appointed Prime Minister – who also
happens to be from the same tribe). The closeness of these relationships underscores the critical importance of Iraqi’s oil
industry to its leaders and also explains the unified position which now appears to be emerging in energy-related matters,
notwithstanding the unstable and unpredictable political scene elsewhere in Iraq.
Within two weeks of his appointment, Mr. Al-Luaibi (who, as deputy minister of oil for upstream, managed the process for all
three previous licensing rounds in southern Iraq) announced a fourth round of licensing – although importantly this will now be
for exploration blocks rather than the development of existing fields. As a result, it is possible that southern Iraq will now move
away from the current form of technical services agreement and more towards a traditional form of contract. Within that same
two weeks, he announced a record increase in output from Iraqi oil fields (which included a ten per cent. increase in BP’s
production over its budgeted targets at its Rumaila field). More recently, it has been announced that Iraq has agreed to build an
oil pipeline to neighbouring Jordan and is now considering plans for a similar project into Syria. However, if one reads between
the lines, the good news doesn’t seem to stop there.
Recognising the critical importance of upgrading Iraq’s oil infrastructure, Mr. Al-Luaibi has confirmed that another immediate
focus will be on export routes to the south. There are therefore plans for new pipelines (in conjunction with storage expansion
at Faw, Nasiriyah and Zubair in the south) in a clear move to increase the flow of oil to the wider global market.
As regards the thorny issue of relations with the KRG, there is now evidence that North Oil Company (the vehicle used by the
KRG for oil investments in Kurdistan) is being offered participations in some key oil projects in southern Iraq – thereby further
breaking down the barriers between Kurdistan and the south, and almost introducing an element of “cross-shareholding”.
Furthermore, Mr. Al-Luaibi (who has led negotiations for southern Iraq for the last year and therefore knows the KRG oil
officials extremely well) recently announced that “Talks with the brothers in the KRG will continue in order to reach solutions
which meet the public interests”. This was the best indication yet that a thawing was occurring in relations between Erbil and
Baghdad.
Finally, at the end of January, officials from both sides confirmed that pipeline exports would recommence from two Kurdish
fields with effect from 1 February – although other details about such a possible relaxation of the oil embargo were hazy at that
stage. Then, on 2 February, news began to break that exports had recommenced from two fields in Kurdistan (including DNO’s
Tawke oil field where offtake into the Turkish export pipeline is expected to increase to 50,000 bpd in the next few days). At that
point, it became clear that the Iraqi Oil Ministry (under Mr. Al-Luaibi) not only has ambitious plans, but also appears to be able
to deliver on them.
Inevitably, there will also be a number of external factors which will incentivize the Iraqis and the broader oil industry to tackle
and overcome the obstacles to Iraqi investment listed above. In the same way that a steadily increasing oil price, rising global
demand, desire for security of supply and the recognition of the risks inherent in other areas of the industry have driven the
development of new products such as shale gas, the same market forces can be expected to encourage IOCs, NOCs and
other oil industry participants to now come to the table in Iraq.
Combined with these external factors, it could be that the Iraqis have now found a magical mix of political will, industry
expertise, personalities and global circumstances which can help to reduce or overcome some of the risk factors which have
affected them in the past and herald a new “golden age” of investment in Iraq. If that proves to be true, one can expect the
original wave of first movers into Iraq to now sit back and enjoy the parallel benefits of a rising oil price and reducing Iraqi risk.
Likewise, those original prime-movers wishing to make further investments into Iraq (who by now will have experienced its oil
industry at first hand over an adequate period of time) will be best placed to assess the new reduced risk levels and price them
into their future investments.
Greg Hammond is a Partner in the London office of Akin Gump Strauss Hauer & Feld, the leading international energy
law firm and a Member of The Oil Council Committee.
Note: The original version of this article appeared in the 31 January 2011 edition of The Lawyer, which The Lawyer entitled
"Get Well Soon”

Range Resources: A diversified n Georgia
international oil and gas exploration n Puntland
and production company
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www.rangeresources.com.au
ASX:RRS AIM:RRL
Australian Office London Office

Ground Floor, 1 Havelock Street, 5th Floor, St James House,
West Perth, Australia WA 6005 23 King Street, London SW1Y 6QY
Telephone +44 207 389 0588
PO Box 684, West Perth,
Australia WA 6872 Email a.eastman@rangeresources.com.au
Telephone +61 8 9488 5220 Website www.rangeresources.com.au
Do NOC Leaders have the skills to deliver their National Mission?

Written by Johan Nell and Colin Sloman, Accenture
The growing ambition of National Oil Companies (NOCs) has transformed the energy landscape in recent years. But as NOCs
increasingly expand beyond their domestic markets, it is now time to ask whether they themselves are ready for further
transformation of their business. NOCs are expected to continue delivering on their „national mission‟, and as they expand
abroad, and must compete with International Oil Companies (IOCs) where the battle for reserves, equipment and talent is
intense. But another challenge is emerging.
NOCs are now being asked to operate their business on a different scale which involves delivering large and complex projects
(both at home and abroad) operating in new markets, working with multiple partners and ensuring operational excellence. This
new way of operating means the spotlight is now being turned on the leadership qualities of NOCs as they face these new
challenges.
Over the next decade, OPEC will have an opportunity to reassert its dominance as its members‟ share of global production
rises from 40% to as much as 46% by 2030i. International expansion is already a feature for many NOCs. Asian players in
particular are very active in acquiring assets abroad.
For example, the Chinese National Petroleum Company (CNPC) now operates 81 oil and gas projects in 29 countries, up from
58 projects in 22 countries at the end of 2005ii. It recently stated that its average annual growth rate of overseas crude oil
production reached 15.6% during the past five yearsiii.
NOCs are also working together, forming consortia to bid on new projects together as they move into new markets. Saudi
Aramco, for example, has become a major supplier to Asia and an important contributor to Asian economies through
investment in refining and petrochemical sector activities. In China alone, it currently employs around 8,000 peopleiv.
The Importance of Leadership

These trends will require very different skills and experience to those required of NOCs before. In a recent survey of NOC
executives conducted by Accenture,* most respondents cited leadership skills and quality talent as essential to deliver their
strategies, but acknowledged that these were also often the attributes they particularly lack.
NOCs recognise the need to introduce leadership development programmes but these programmes often do not go far enough
to drive wholesale business transformation. As they expand their horizons, a greater focus on leadership skills is needed.
(*in 2010 Accenture undertook a study of NOC executive to understand what leadership capabilities would be required for NOC
success in the energy industry. The study composed of surveys, workshops and interviews with NOC senior level executives,
and a workshop with over 40 students (the majority are current employees of NOCs) completing Oil and Gas MBAs in
Aberdeen, UK)
There are many different types of NOCs, all with different strategies and ambitions; as a result they will all need a slightly
different focus to delivery their particular leadership development agenda. In addition, NOC leadership skills face unique
challenges with which IOCs do not have to contend. In place of the Western ideology of “maximising shareholder returns”,
NOCs work to a more holistic concept of “value creation” along both commercial and social lines, which also requires an ability
to manage their key stakeholder, the government.
Expectations of “value creation” for many NOCs are codified in their „national mission‟ that means that NOC leaders are
continuously balancing the priorities of the commercial business with that of the wider economy, against a backdrop of a
constantly changing political situation.
What Leadership Capabilities do NOCs need?

As NOCs embark on changing their business models (which often involves internationalization) they need to achieve a cultural
fit with their new businesses and communicate well with governments in the host nation. Overlooked skills such as languages
are fundamental, as are abilities to execute increasingly risky and complex projects on time and to budget.
Over the past two decades, the gap in commercial and technical excellence has narrowed considerably between NOCs and
international oil companies (IOCs) However over the past few years, IOCs have been forced to raise their levels of efficiency as
they work on projects which have increased in size, complexity, and risk. Many NOCs are now seeing a similar challenge and
need to also build on their business execution skills to be able to deliver projects, on time and on budget. Complex project
management skills will be critical to long term success for NOCs.
Underpinning the leadership attributes of vision, relationship and execution is a requirement of all leaders to have strong “soft”
skills. Such skills include commercial acumen, communication skills and international experience which are all needed to scale
companies at a global level. Such skills often come with experience rather than training and are thus, harder to develop.
Visioning skills will also be important for NOC who will are required to maintain a focus on the „national mission‟ as well as
inspire and engage staff throughout the significant transformation ahead. In the Accenture survey, NOCs identified that the
ability of their executives to set a vision, see opportunities and inspire their workforce as fundamental to achieving their future
objectives, but is often lacking as a core leadership attribute.
Drillers and Drillers

Dealersand Dealers ::: February
::: February 2011 2011 Edition
Edition
Successful transformations require strong leadership capabilities but are complicated by the fact that the skills and experiences
demanded of the NOC leaders for more a more complex project environment at home and international growth is very different.
As they transform their companies, NOCs need to address all three levels of leadership at the individual, team and process
level.
Based on Accenture‟s extensive experience working with leading NOCs across the world, as well as the results of our recent
NOC Leadership Survey, we propose five key ways that NOC leaders can build the skills to achieve high performance abroad
and successfully deliver their „national mission‟.
1. Understand individual leadership style
In addition to generic leadership training, it is critical to provide individuals leaders with an understanding of their
personality and how it impacts their leadership and management style. This is key to the individual leader‟s success
and that of the leadership team and wider organisation. Focusing on developing individual leadership styles is
important as is the ability of their management to learn through experience
2. Learn through experience
Leaders learn from planned and unplanned experiences varying from major events, such as leading a Joint Venture
or recovering from a financial disaster, to the more conventional (e.g. job rotations, working abroad, etc.). NOCs need
to develop a comprehensive leadership development program that uses “experience” and equips candidates to learn
from both planned and unplanned experiences.
3. Build foundational soft skills
NOC leaders will need to be highly effective communicators, know how to lead change, and have a keen
understanding of the commercial and social policy of the company. NOC managers already have considerable
relationship building and networking skills, but in order to improve success in international markets, they will need to
balance technical skills training with „soft‟ skills development.
4. Develop team leadership capabilities
The strength of leadership teams, as opposed to individual leaders, will dramatically increase in importance as NOCs
optimise their businesses and extend their scale in multiple markets. NOC executive teams often operate as
homogeneous groups. But according to our survey, 100% believe that a team discipline will be paramount for future
success, and 50% believe that diversity in management will act as a strategic asset. Developing good teams of
leaders helps leverage the different capabilities, knowledge, experience and styles of individual leaders and obtain
the right balance to execute their specific strategy. Attention should be paid to key areas such as diversity and using
social networking tools to encourage teaming. Peer reviews and peer coaching can also help by challenging the
traditional hierarchical model of most NOCs.
5. Establish strong leadership processes / systems
Cultivating the next generation of leaders will not happen without intervention. NOC leaders not only need to identify
their immediate successors but those two generations beyond. This will only occur with a robust performance
management system, as well as a comprehensive succession planning and strategy-aligned programmes for high
potentials, which develop and rewards high achievers.
Steps Description
1. Understand Apply tried and tested tools to give NOC leaders an understanding of their individual
individual leadership leadership styles and how they work with others – enabling them to reflect and set out
style practical improvement actions
2. Learn through Embed experiential based learning at the heart of a comprehensive leadership development
experience program – plan experiences and equip candidates to reflect and learn from both planned and
unplanned experiences
3. Build foundational Take immediate steps to put in place targeted soft skills training that incorporates experiences
soft skills and role play, while at the same time embed soft skill development in career paths, expected
competencies and training curriculum for the long term
4. Develop collective / Develop a global mindset through focussing on increased diversity of the executive leadership
team leadership team, and using peer group coaching and the latest technologies to build stronger teaming,
capabilities knowledge sharing and collaboration skills
5. Set the tone and Establish a performance based culture and actively cultivate the next generation leaders
establish strong through the rigorous application of performance management and succession planning, as
leadership well as putting in place a comprehensive, strategy aligned, High Potentials program
processes / systems

As NOCs transform their business models and extend their international footprint, they will not only need to address leadership
skills at all levels of the organisation but make sure they have the processes in place to embed the leadership capability in their
company. The Accenture survey showed however that while most NOCs recognise the need for improved leadership skills,
they have yet to develop programs to nurture them.
For example, the importance of leadership teams, as opposed to individual leaders, will dramatically increase in importance as
NOCs optimise their businesses, and have to “get things done on a global scale”. “Today, NOC executive teams operate as
homogeneous groups.
In the future, 100% believe that a team discipline will be paramount for success, and 50% believe that diversity in management
will act as a strategic asset” (Accenture NOC Leadership Survey). Some of the changes will be difficult to adopt, as they may
go against both the existing practices and culture of the company.
As NOCs change, they will need to offer a more structured career path and create a more dynamic working environment as a
value proposition to future leaders. NOC executives will also need not only the skill but the “will” to be able to steer the
company and the next generation of its leaders into the next phase of its development.
To fulfil their ambitions at home and abroad, many NOCs are already making incredible business transformations. Our survey
found that generally, NOCs felt they were better prepared to handle today‟s challenges than those of tomorrow. If successful
change is dependent on talent, then the journey starts here.
About the Authors
Johan Nell leads Accentures’s Upstream Oil and Gas Segment. He has worked in the resources environment for the past 20
years in operational and consulting roles and has delivered business improvement initiatives in the chemicals and petroleum,
utilities, mining and heavy engineering industries. In his current role Johan is challenged with the task of directing Accenture’s
global industry expertise to the challenges of upstream energy companies, creating and delivering capability in the strategy,
operations and operational support domains.
 johannes.nell@accenture.com
Colin Sloman is a Senior Executive in Accenture’s London Office and part of Accenture’s Global Talent & Organisational
Performance (T&OP) Leadership Team. Colin is responsible for leading the Energy Industry T&OP Service Line and the Global
Culture practice. His industry experience spans Oil & Gas, Chemicals and Mining Industries. Colin is primarily focused on large-
scale business change projects spanning Europe, Russia, Middle East, Africa, North America and Asia Pacific.
 colin.sloman@accenture.com
This article was produced with the assistance of Julie Adams (Accenture Research, and Matthew McGuiness, Accenture
Media).
i
“Demand for oil will keep rising, warns BP”, 20th January 2011, The Daily Telegraph, © 2011 Telegraph Group Limited, via Factiva
ii
“China's CNPC cuts 2011-2015 overseas investment plan”, 23 November 2010, Reuters News, (c) 2010 Reuters Limited, via Factiva
iii
“CNPC ups overseas oil production”, 24th December 2010, China Daily Information Company, copyright 2010 China Daily Information
Company via Factiva
iv
“Oil giant invests in social responsibility” 28 September 200, South China Morning Post, (c) 2009 South China Morning Post Publishers
Limited, Hong Kong. All rights reserved, via Factiva

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The New Emerging Energy Future:

Towards Cleaner, Safer and Smarter Energy
Written by Mehmet Öğütçü, Chairman, The Bosphorus Summit
“When a Brazilian brews her morning coffee today, she is likely to use electricity from a power plant
in Uruguay that runs on natural gas from Argentina provided by a Chilean company. She drives to
work in a Ford fuelled with Venezuelan gasoline, and her Canadian-owned factory may soon be
powered by a 3,000 km natural gas pipeline from Bolivia.”
Tectonic ch anges ar e occ urring not only in the wo rld finan cial system, tradi ng and investment,
geopolitic s, and te chno logy. A fundamental transfor mation is also under way i n the glob al en ergy
system. Myriad trend s ind icate tha t the curren t system is far from being sustainab le. It will be
shaped by rising demand over th e long term, dominance of fossi l fuels, inaccessible suppli es,
price volati lity, inadequ ate investmen t, geopoliti cal tensions, resou rce natio nalism, and climate
change. The mos t pre ssin g decision facing th e next generation may be how b est to accelerate th e
transi tion from a fossi l -fu el -bas ed energy system to a system based on cli mate - friend ly energy
alterna tive s. No one coun try c an a lone add ress thi s mammoth challeng e. T he US, the EU and
BRICs must a ll embrac e th is transition — or we all su ffer th e consequ ences.
As globalization lifts millions out of poverty, the demand for energy worldwide will continue to grow, and we risk ending up with
a volatile, “beggar thy neighbor” style of competition between countries to control sources of supply, especially in the
developing world. Mankind has had access to electricity for only 130 years. In just over a century, we have extended
transmission lines, providing refrigeration and lighting to 5 billion people around the world. NASA's "Earth at Night" map
highlights this world of prosperity, yet 24 percent of humanity still lives in the dark.
We are forced to embark on a journey to create a new energy system. However, describing this cleaner energy system is a lot
easier than creating it. The transition will take time. History shows that once a new energy technology is proven, it takes about
30 years for it to achieve 1 per cent of the overall market. There is no easy solution, no technological fix and no single answer.
Weaning ourselves off fossil fuels will require a combination of greater efficiency, changes in habits and lifestyle, and deploying
major renewable energy projects that some people will not like.
Changing Dynamics In World Energy

By dint of their sheer size and population -- and their collective decision to embrace their own particular brand of capitalism --
BRICs are the economic future of the world. They today already account for a combined GDP of $15.435 trillion on a
purchasing power basis. These rising economic dynamos will have to compete with the mature economic powers for access to
remaining untapped reserves of exportable energy - in many cases, bought up long ago by the private energy firms of the
mature powers like Exxon Mobil, Chevron, BP, Total of France and Royal Dutch Shell.
Of necessity, the new contenders have developed a potent strategy for competing with the Western "majors": they have created
state-owned companies of their own and fashioned strategic alliances with the national oil companies that now control oil and
gas reserves in many of the major energy-producing nations. The changing nature of the international petroleum market thus
requires new rebalanced mechanisms, and new forms of partnerships among players. The profound changes in world energy,
still underway, could be summed up as follows:
First, the increased international petroleum prices have, together with many other factors, shifted power significantly to oil
producing countries, especially a few large ones, where the majority of remaining reserves are located, such as the Gulf,
Russia, and Central Asia. This power, coupled with the huge financial assets accumulated by those producers in a high price
environment, has fuelled the international ambitions of these countries to seek changing or reshaping the traditional rules of the
game for the benefit of their national interests.
Aware of their increasing power, many of the resource-rich countries have either re-nationalised their oil industries or
established strategic control through further transfer of power into the hands of governments.
Second, there is an increasing concern of security of energy supply at the consumer’s side. Due to increased demand and
depletion of domestic reserves, major oil consumers will have to rely more on imported oil and gas, from a few politically-
instable regions such as the Middle East, Africa, Russia and Central Asia, through long-distance pipelines and vulnerable sea
routes. This, combined with the fact that international oil market, is less stable and more prone to the disruption of natural
disaster, terrorist attack and isolated geopolitical acts increased the vulnerability of these consumer countries.
Third, the capacity of the global energy industry to satisfy demand is shrinking. By all accounts, the global supply of oil will
expand for perhaps another half decade before reaching a peak and beginning to decline, while supplies of natural gas, coal
and uranium will probably grow for another decade or two before peaking.
Yet, there are still huge unexpored areas in the world. For example, the Arctic is estimated to hold reserves of 51bn tons of oil
and 87 trillion cu m of gas, of which 9 bn tons of oil and 10 trillion cu m of gas fall in Russia's territory. Energy investment
worldwide has plunged over the past few years in the face of a tougher financing environment, weakening final demand for

energy and lowering cash flow. It is estimated by IEA that global upstream oil and gas investment budgets for 2009 were cut by
around 19 percent compared with 2008 — a reduction of over $90 bn. The 2010 figures were not encouraging, either.
Fourth, Although the OECD countries are still the largest oil consumers, the current increase in demand for oil and gas is
mainly driven by fast economic development in developing countries such as India and China, which account for one-third of
the world population but only consume 17 percent of world energy.
Each Chinese, however, consumes only two barrels a year, so even a small increase in Chinese consumption could have a
massive impact on the market. Global energy demand is expected to nearly double in the first half of this century. That is partly
due to population growth, going to about nine billion people in 2050 from 6.8 billion today. Different from OECD countries, these
newly emerging major oil consumers are less supportive of free market principles and are guarded by national oil companies
that are controlled and supported by their governments.
Fifth, a rising security of demand concern of major oil producer countries may prevent large scale of investment from
happening. To meet the rising energy demand, huge amount of investment is needed. Due to environmental pressure,
consumer governments around the world are seeking to reduce consumption and reliance on traditional fossil fuels given that
the energy sector is the main contributor of emissions of greenhouse gases.
This rising uncertainty of future consumption level for conventional energy, increases the security-of-demand concern of major
export countries, and impedes much needed investment.
As a result of these developments, the global energy scene is going through a fundamental transformation that will not only
change the rules of the game; it will also change the game itself and its players.
The “Green Economy” and Energy Alternatives

New sources of energy are desperately needed to compensate for the eventual disappearance of existing fuels as well as to
slow the buildup of climate-changing "greenhouse gases" in the atmosphere. In 2030, fossil fuels will still account for exactly the
same share of world energy as in 2004 while the expected increase in renewables and biofuels is so slight - a mere 8.1 percent
- as to be virtually meaningless. In global warming terms, the implications are nothing short of catastrophic:
Rising reliance on coal (especially in China, India and the Us) means that global emissions of carbon dioxide are projected to
rise by 59 percent over the next quarter-century, from 26.9 billion metric tons to 42.9 billion tons. The meaning of this is simple.
If these figures hold, there is no hope of averting the worst effects of climate change.
The winds of economic destruction are flattening not just retirement accounts but also naive visions for a green economy.
Public support for costly new green mandates is weakening, and government budgets to fund them are bleeding red ink. The
market, it is now clear, is not a reliable force for driving the adoption of green technologies.
Just as the role of government is rising across banking and other sectors of the economy, new green will be much more wary of
market forces as the route to profit. Supporters of renewable energy have been much more effective in affecting regulation: in
most of the US it is now nearly impossible to get approval to build new coal plants (even when they replace older, less efficient
units) and half the states force power companies to buy rising amounts of renewable electricity almost regardless of cost.
Final Word
What makes the world energy somehow unstable are "above-ground factors." Ironically, the choices we made to achieve our
unprecedented prosperity may bring about our downfall. In 1950, there were 2.5 billion people and a global economy of $7
trillion. Today, the consequences of energy use are felt in every wallet, on each continent, coastline and in our shared
atmosphere. The new energy future will likely be a world powered by cleaner fossil fuels, more renewable energy and nuclear.
It will be a world where cars, appliances and buildings are much more energy-efficient. Biofuels, wind and solar will grow rapidly
from their small base. Renewables could make up 30 per cent of the world’s energy by 2050, if we include hydroelectricity.
Fossil fuels and nuclear will make up the rest. In the transport sector, consumers will enjoy a wider array of fuel choices.
Vehicles will be powered by everything from advanced petrol and diesel to biofuels, electricity and, eventually, hydrogen.
The global business community is the crucial link that will enable the world to get to grips with the energy challenge of the
coming decades. Governments will set the framework, scientists will invent the technologies and consumers will adapt to a less
energy-intensive world, but it is business that will develop, deliver and apply the technologies at every level. How successful it
is will determine how successfully the world copes.
About the Author: A former Turkish diplomat, IEA Principal Administrator, Head of OECD Global Forum, Mehmet Öğütçü is
Director of a major multinational energy corporation (UK); Chairman, The Bosphorus Summit; a teaching fellow with London
School of Economics, Reading University; and a regular columnist in international and Turkish publications.
The views expressed in this paper are the author’s and do not necessarily reflect those of any organisation he is associated
with. He can be contacted at ogutcudunya@yahoo.co.uk

MENA Region’s Oilfield Services

Written by Nawaf Marafi, Ali Rampurwala and Rajiv Bishnoi from Kuwait Financial Centre “Markaz”
In our view, 2011 and the near-future, represent exciting times for the oilfield services (OFS) segment, both globally as well as
in the Middle East & North Africa (MENA) region. As a result of the changing stance of National Oil Companies (NOCs),
increasingly favorable policies of local governments, reopening of the financial markets, and growth in regional entrepreneurial
talent, opportunistic regional OFS companies stand to benefit significantly in the near-future. We also believe that the
opportunity to build indigenous regional OFS companies is fundamentally underexploited.
The Global Quotient

According to GBI Research, the global OFS market is expected grow at a compound annual growth rate (CAGR) of 7.3% from
$131 billion in 2009 to $200bn by 2015. Similarly, Barclay’s estimates that the global E&P capital expenditure will reach $490bn
in 2011 highlighting the strong business potential for OFS companies.
This is further underscored by the estimates of the International Energy Agency (IEA) that more than 80% of producing assets
globally, are in rapid decline and the resulting need for supporting OFS companies to provide the necessary technology and
know-how to maximize recovery and improve efficiency.
The Regional Quotient

The MENA region’s OFS expenditure is expected to grow from approximately $11 billion in 2010 to approximately $13 billion by
2012, as per Douglas-Westwood. Whereas, the region’s onshore and offshore drilling and work over expenditure on OFS was
approximately $7.7bn in 2007, and is expected to increase by 61% to reach $12.4 billion by 2012, and $27.9bn by 2014.
The number of rigs working the market is normally a good leading indicator for assessing the OFS segments growth or
shrinkage trends. Growth in rig count is usually associated with higher demand, both due to an increasing scale as well as
enhanced service intensity.
The rig count across the MENA region has been in an upward trend over last few years, despite a minor dip in 2008-09 due to
the global financial crisis, and is expected to continue upwards in the near-term indicating that the OFS sector in the region can
witness sustainable steady growth.
The Landscape
From a demand perspective, OFS in the MENA present a clear and obvious opportunity. Notwithstanding, the supply side of
the equations paints an erratic picture, whereby many of the regional firms are poorly positioned to exploit the same.
In particular, the MENA region OFS industry structure is highly fragments, with approximately 19,478 companies operating in
the Oil & Gas sector in the MENA region, as per recent estimates. Most of these are concentrated in the UAE and are largely
operating under agency type agreements with foreign entities.

600 Land
Offshore
500
400
300
200
100
MENA: Quarterly Average Rig Count 2005 - 2010

Source: Schlumberger, Markaz Analysis
A select few of these regional/local OFS companies are in a position to compete effectively in niche areas with the international
OFS companies. Such companies have been able to capitalize on the opportunities presented in the OFS segment as a result
of being converted from family-owned to corporate structures, growing inorganically through well-timed acquisitions, and/or
establishment of joint ventures (JV) with reputed international companies.
14000 13242
12000
10000
8000
6000
4000
1799
2000 826 608 586 577 426 323 91
0
UAE Qatar Saudi Bahrain Egypt Oman Kuwait Iraq Yemen
Arabia
MENA: Number of Oil & Gas Companies
Source: Markaz Analysis
The Opportunity
We believe there continues to be an opportunity for regional OFS companies to jump on the bandwagon. World oil demand is
expected to continue to grow unabated, leading to a call on the region to further increase production.
It is widely accepted that in the long-term, most increases in the production and reserves in the MENA countries, are not
expected to result from existing giant fields or from any major new discoveries, but from marginal fields and as a result of
applying enhanced production and recovery techniques in existing fields.
This is where the OFS companies come into the picture. Both, development of smaller fields and production enhancement, are
highly service intensive. To sweeten the deal, NOCs are promoting regional companies through favorable policies and
initiatives. We believe that in the near-future, as a result of the increasing emphasis on local content, regional OFS companies
will potentially have access to a larger portion of the total OFS spend.

This is being complemented by the favorable policies and initiatives of the MENA governments to source increasingly larger
volumes of services locally, in order to promote local employment, prevent wealth outflow, develop local talent, and help
diversify the economy.
Additionally, the region does not lack talented entrepreneurs. Many of them emanate from well-established family businesses
that have decades of experience in the oil and gas industry, and are now expanding to provide higher end OFS.
Some of the eminent regional names worthy of mention are the UAE based Al-Mansoori Group and the NPS Group which was
the result of a merger between the National Oil Well Maintenance Company (NOWMCO) of Qatar, National Petroleum
Technology Company (NPT) of Saudi and National Drilling Company (NDC) of Saudi.
Another variety of entrepreneurs are those that are leaving large NOCs, IOCs, and global OFS companies alike, to establish
start-up businesses to provide niche energy services. For example, companies like Target and Falcon oil field services (both
from Oman) and the Kuwait based Gas & Oilfield Services Company (GOFSCO) were started and/or strengthened by such
entrepreneurs.
There are also a small but growing number of regional OFS companies that are moving from being agents of global OFS
majors to establishing their own services, and forming a niche in their own countries as well as throughout the region.
Any discussion on opportunities in the MENA regions OFS segment cannot exclude the potential presented by Iraq. Various
estimates suggest that the Iraqi OFS market is expected to rise from $1.3bn in 2010 to $8bn by 2014. It is further estimated that
over 2010-2016, with a base case target production of 5 million barrels per day, there is a need to drill approximately 5,000
wells; making the Iraqi OFS market-size around $20bn, with local companies accounting for 35% market share.
On the bullish side, with a target production of 11 million barrels per day, the market size is estimated to be around $60bn with
local companies accounting for a $20bn market share. These statistics alone might be enough reason for the regional OFS
companies to capitalize on the aforementioned opportunity.
Exploiting the Opportunity

In our view, the approach to exploit the regional OFS opportunity is multipronged. The low hanging fruit is for regional OFS
companies to form JVs with international companies. There are numerous examples of such engagements being successful in
the past, and there is potential for more. Another approach is for regional OFS companies to acquire companies that provide a
specific service or possess a specific technology.
Lately, this approach has been the path of choice for regional companies, providing an avenue to rapidly grow their portfolio
and allowing them to effectively compete with international OFS companies. Last, and possibly the least explored approach, is
to build indigenous OFS companies, ground-up.
In summary, the MENA OFS sector represents a large opportunity for regional companies. It is likely that the MENA’s OFS
sector is at an inflection point; there is potentially space for several regional OFS players to capture a reasonable portion of the
MENA OFS market.
About Kuwait Financial Centre “Markaz”:
Kuwait Financial Centre S.A.K. 'Markaz', with total assets under management of over KD1,03 billion (USD 3,64 billion) as of
September 30, 2010, was established in 1974 has become one of the leading asset management and investment banking
institutions in the Arabian Gulf Region. Markaz was listed on the Kuwait Stock Exchange (KSE) in 1997.
Authors:
 Nawaf Marafi, Vice President – Oil and Gas, Markaz

 Ali Rampurwala, Senior Analyst – Oil and Gas, Markaz
 Rajiv Bishnoi, Assistant Vice President – Oil and Gas, Markaz
For more information please contact:
Mariam A. Al Suwailem
Assistant Manager, Media & Communications
Kuwait Financial Centre S.A.K. "Markaz"
Tel: +965 2224 8000 ext 1817

Direct: +965 2224 8078
Fax: +965 2249 8740
msuwailem@markaz.com

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WA S H I N G TO N • L O N D O N • PA R I S • D U B A I
Monetizing East African Gas

By Wylie Clark, Vice President, Taylor-DeJongh
Once virtually ignored by the global oil & gas industry, East resources holders with reserves over 3 tcf, LNG is likely to be
Africa now faces the prospect of becoming a global natural the monetization option of choice, given higher potential
gas hub following a string of recent natural gas discoveries. margins per molecule.
The star of this past year’s exploration campaign was Despite weak demand in the Atlantic Basin LNG market,
doubtless Anadarko Petroleum Corporation, which made four strong demand (and high prices for LNG), together with still
discoveries off the coast of Mozambique, together estimated prevalent long-term firm offtake contracts in the Asian
by some analysts to hold 6+ trillion cubic feet (tcf) of gas. markets will support LNG monetization for larger scale
Farther north, in Tanzania, oil & gas companies continue to reserves.
add to the country’s natural gas resource base, which
presently stands at 7.5 tcf. With additional reservoirs being At the country level, both Tanzania and Mozambique possess
discovered throughout the region, the big question is how this sufficient reserves for LNG. However, governments must
resource will be monetized. ensure that they do not overcommit gas resources to export
projects well into the future lest they find themselves short of
Limited Local Markets domestic supply, as Egypt has found to its cost.
The size of local markets for natural gas varies significantly When assessed at the resource holder level, for now only
across East Africa. In Tanzania, natural gas was introduced Anadarko’s Mozambique assets appear to pass the LNG
into the economy in 2004 and since then demand from reserve threshold. Given the relative proximity of gas
industrial and power customers has grown. According to the resources in Tanzania and Mozambique, one could argue
Tanzanian government, demand for natural gas outstrips that resource holders in both countries could pool resources
current supply by12 mmcf/d. in developing a single larger scale LNG project. History has
shown, however, that cross-border gas monetization has
Demand for power is expected to grow by 10% to 15% per proven to be a difficult commercial model to develop and
annum, which will further contribute to gas demand growth. finance (see the West African Gas Pipeline for an object
These figures have inspired a rash of projects, including 340 lesson).
MW of gas-fired generation expected to come online by 2013
and a USD460 million electricity distribution expansion East African gas could be used to feed ammonia/urea and/or
scheduled for completion in 2015. methanol production in order to tap the global fertilizer and
petrochemical industries. Although not usually as profitable
Orca Exploration and Production, which through its subsidiary as pipeline or LNG exports, urea/ammonia and methanol
PanAfrican Energy operates Songo Songo, Tanzania’s only projects can be usefully employed where gas resources are
significantly producing gas field, has announced plans to too small to justify an LNG project (or when sponsor capital is
raise production by 60% to 144 mmcf/d, requiring expansion constrained).
of existing pipeline infrastructure and processing capacity.
But domestic demand for gas, despite projected growth, will The major global fertilizer-consuming regions include South
only ever absorb a fraction of Tanzania’s 7.5 tcf of proven Asia, North Africa and East Asia. Reports vary on supply and
reserves. Producers must surely look further afield in order to demand forecasts for urea, with some analysts viewing the
monetize existing and new finds. market as over-supplied in the medium term.
The domestic market in Mozambique offers even fewer Methanol, which serves as a feedstock in the production of
options for gas producers. In the power market, Mozal, the petrochemicals, could be pursued in tandem with
BHP Billiton-operated aluminium smelter, is by far the largest urea/ammonia or separately. While traditional petrochemical
single consumer with a peak-demand of over 900 MW. This markets in North America and Western Europe are presently
is met largely through a long-term supply agreement with stagnant, robust demand in China and other Asian markets
South Africa’s ESKOM. offers opportunities for methanol exporters.
Outside Mozal, power demand is limited, as only ~13% of the What To Expect Going Forward
population has access to electricity. Though the government
plans to increase this access in the future, the focus appears With a growing portfolio of commercial discoveries, oil & gas
to be on hydroelectric generation. companies will look to export markets for higher returns. This
will require significant investment as well as technical and
Energy hungry South Africa offers an opportunity for project expertise, which likely means that many of the junior
Mozambique gas stakeholders. At close to 230 bcf/year, oil & gas companies active in the region will make way for
South African gas consumption is nearly twice domestic larger independents and IOCs with the balance sheets and
production, with imports from Mozambique already filling experience to undertake these projects. Assets, and
much of the gap through a 534 mmcf/d pipeline in operation potentially companies, will no doubt swap hands as the
since 2004, feeding a Sasol run petrochemical plant in resource holders in the region look to consolidate portfolios in
Secunda. To put this in context, exports through this pipeline an effort to build a sizable resource base.
represent 96% of Mozambique’s natural gas production.
Though full-scale natural gas production is still some years
Additional exports to South Africa would require an expansion away, it is clear that East Africa’s position in the global
of the existing pipeline or construction of a new pipeline, natural gas market is moving quickly from a sleepy backwater
together with a likely extension beyond Secunda to access towards a new gas hub.
other gas buyers. Once reserves reach “critical mass”, many
resource holders in East Africa will look to monetization Special thanks to TDJ analysts Alexander Maass and John
options that capture higher margins in the global market. For Probyn for contributing to this article

Latin America’s Emergence as an Oil & Gas Stronghold

Written by Evelyse Carvalho Ribas, Managing Partner, CARVALHO RIBAS - Advocacia e Consultoria
Latin America has enjoyed robust economic growth in recent years, in part driven by rising global prices for commodities such
as oil & gas. The discovery of new gas & oil reserves in Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, Peru and
Venezuela is causing changes in the relative importance of countries and in the relationships among them. Given the active
role played by Brazil on relations among Latin American countries, we will deal with it from the perspective of Brazilian policy.
Most of the studies on prospective energy markets, including the World Energy Outlook (WEO), tell us that oil & gas will remain
dominant in world energy supply well throughout the first half of this century.
Their predictions assume that, without new energy and environmental policies, demand for oil will continue to grow at 1.6% per
year. Natural gas demand will grow even faster, at 2.3% per year. Other experts say that new frontiers in oil & gas will spark
innovations in E&P technology: Latin American countries are seeking to diversify energy matrices with a majority having biofuel
policies. But, some reports appoint market restraints as the decline in oil reserves, the decrease in growth of industry sector
and the new regulations against carbon emissions.
The oil & gas industry is being transformed by the technological developments needed to explore and develop reserve sites
and refine liquid fuel. However, Latin America is a rich under-explored hydrocarbon region whose economic future is dependent
on the development of secure energy supplies.
But the intensifying need to obtain supplies from more challenging conventional and non-conventional resources will impose
very considerable demands on the sector's human, financial and intellectual capabilities.
Foreign investors are faced with E&P opportunities in some Latin America countries, enhanced oil recovery field rehabilitation
projects, pipeline distribution and transmission projects, the construction of refineries and transport infrastructure for oil, gas,
and derivatives, vessels, liquefaction and regasification terminals, as well as widespread local, regional and international
electrification projects.
The current energy landscape and consequences of current policies
The energy situation is very different in the various regions of Latin America. In Central America and the Caribbean, there are
greater opportunities for ‘oil diplomacy’. The reason for this is that in those regions several big energy producers cohabit with
more than 20 countries that are net importers of crude oil and gas, also, there are its population, its market, its voting power in
the Inter-American System, and its geopolitically significant proximity to the United States. Only Guatemala and Cuba produce
small amounts of oil, but not enough to satisfy domestic demand.
In the Andean region, Venezuela and Ecuador export significant amounts of oil and gas.
 Venezuela ranks among the top ten oil producers in the world and boasts a robust 80 billion barrels in proven
reserves. Exploiting this abundance should be the main focus of the country’s energy policy. This means improving
both the quantity and quality of its refineries and, at the same time, establishing joint ventures to extract, refine and
market these crudes through agreements with companies or countries that own or that can build or finance plants
with technology capable of processing low-API crudes.
 Ecuador has 0.4% of the world’s crude reserves. Oil has an enormous significance in its economy. Peru has major
natural gas fields in its southeastern Amazon basin.
 Colombia, has huge reserves of high quality coal and abundant hydro resources which, together with gas, will enable
it to be an important player in energy integration programmes, especially in Central America and Mexico. However,
the Colombian oil industry is showing worrying signs of decline in oil production in recent years. Some analysts
believe that the country will no longer be a net oil exporter by around 2011.
In South America...
 Bolivia holds the second-largest accumulation of natural gas reserves in South America, behind Venezuela. Due to
the composition of its reserve base, Bolivia is primarily a natural gas-producing nation. Argentina has 0.3% of the
world’s crude oil reserves.
 Argentina is still a net gas exporter, but the rapid growth of its internal demand, the failure to discover significant new
reserves and the lack of investment in exploration and production, will sooner or later make it an importer of natural
gas.
 Paraguay does not produce oil. However, if we consider hydroelectric production, Paraguay is energy independent,
since it consumes much less energy than the available hydroelectric capacity of Itaipú (Brazil-Paraguay agreement)
and Yacyretá (Argentina-Paraguay agreement).
 Uruguay does not produce oil. In terms of energy, Uruguay is the most vulnerable country in South America.
 Chile suffers from an energy deficit, as it produces no more than 5% of the oil it consumes and covers no more than
20% of its natural gas needs. Reacting to its oil & gas deficit, Chile is developing an interesting energy diversification

policy. This translates into new funds for hydroelectric plants in the south, boosting coal-powered thermoelectric
plants, especially in the north, and combined-cycle plants.
Brazil has been self-sufficient since 2006 and became a net oil exporter in 2009. In the January 2011 Short-Term Energy
Outlook, EIA projects that Brazil will continue to be a net exporter through the end of 2012. According to the Oil and Gas
Journal (OGJ), Brazil has 12.9 billion barrels of proven oil reserves and it has South America’s largest proved reserves of coal.
It is also the world leader in production and a pioneer in the use biofuels such as biodiesel, which is an oil derived from plants
such as sunflower, macaúba, soy beans, colza, and as alcohol extracted from sugar cane. Together with the United States, the
two countries produce 70% of the world supply of ethanol. However, the main factors for the development of this fuel are the
diversification of the energy matrix and the reduction of the country’s dependence on oil by-products. Brazil has the ideal
conditions for the development of biofuels projects such as available manpower, abundant land to cultivate and favorable
climate conditions.
Experts present different scenarios for the future energy landscape in Latin America. Many suggest that the notion of regional
integration will be superseded by global integration. The countries that have adopted the most prudent policies are those that
have liberalized their oil and gas industries, those that have started to look outside the region to secure additional supplies or
both. Brazil, Colombia, Peru, and Chile are all included in this group.
Other experts believe aspirations toward regional energy integration have to some degree fallen by the wayside due the current
wave of nationalizations and populist energy policies. Some countries are striking bilateral agreements but working toward self-
sufficiency - motivated by a mixture of politics and economics - as Ecuador, Bolivia, Argentina and Venezuela that have
adopted policies that are impractical and unsustainable. Venezuela and Bolivia ‘oil diplomacy’, for example, decided to
nationalize some portion of its hydrocarbon industry that entailed heavy-handed expropriation of assets from private
companies. While Argentina heavily subsidized domestic energy prices and Ecuador’s that has been following an aggressive
policy against foreign investment.
These divergent paths have produced incompatibility in the domestic political economies of the major exporters and the major
importers as consequence it have limited the potential for developing regional infrastructure. The needs of the populace will
drive governments to moderate or find middle ground. Latin America still has launched regional entities with the objective of
improving energy integration and collaboration, as the Initiative for Regional Infrastructure South American Integration (2000)
and South American Energy Council (2007). However, the overwhelming consensus is that energy coordination among Latin
American nations remains limited and that these institutions have been ineffective, largely because they could not overcome
the challenges associated with asymmetrical regulatory frameworks, policy coordination and implementation of rules and
procedures.
Some experts say that public policy can play a key role in numerous ways, notably by focusing on the following: providing a
framework favourable to investment in new resources; providing a policy climate that ensures continued active co-operation
between technology developers and hydrocarbon resources holders; actively participating in developing and facilitating the
implementation of technologies that improve the safety of installations; vigilantly supporting industry's efforts to reduce its
environmental footprint and thus to access resources in new areas.
Brazil’s Energy Overview

According to EIA, International Energy Statistics, the largest share of Brazil’s total energy consumption comes from oil (50
percent, including ethanol), followed by hydroelectricity (34 percent), natural gas (8 percent), coal (5 percent), other renewable
(2 percent) and nuclear (1 percent). Natural gas is currently a small share of total energy consumption, but attempts to diversify
electricity generation from hydropower to gas-fired power plants could cause natural gas consumption to grow in the coming
years. The aggressive policy it has followed to develop Petrobras is changing energy geopolitics in the region. Brazil is the
ninth largest energy consumer in the world and recent discoveries of large offshore, pre-salt oil deposits could transform Brazil
into one of the largest oil producers in the world.

A consortium of Petrobras, BG Group, and Petrogal discovered the Tupi field in 2007, which contains substantial reserves that
occur in a pre-salt zone 18,000 feet below the ocean surface under a thick layer of salt. Following Tupi, numerous additional
pre-salt finds were announced in the Santos Basin, such as Iracema, Carioca, Iara, Libra, Franco and Guara. Estimates for the
total pre-salt resources vary. Some analysts place total extent of pre-salt recoverable oil and natural gas reserves at more than
50 billion barrels of oil equivalent.
Petrobras plans to invest $33 billion in pre-salt exploration and production activities to achieve an oil production target of close
to 4 million bbl/d by 2020.More than a quarter of this target is to come from pre-salt oil. Brazil’s pre-salt announcements
immediately transformed the nature and focus of Brazil’s oil sector, and the potential impact of the discoveries upon world oil
markets is vast. Shortly, the Brazilian government released the proposed regulatory framework for the pre-salt reserves in
August 2009. Brazil’s new regulatory meets a need in the gas industry by providing legal stability in the sector. Also, the law is
to encourage more investment as well as competition in the natural gas sector, especially in the midstream.
External Alliances
Russia, China, India and Iran recognize the strategic importance of Latin America and are building broad relationships in very
systematic, aggressive ways.
 Russia is widely recognized as using its vast natural resources as a political weapon and holding countries hostage
by manipulating access, control and distribution of the energy resources. Russia has also been quite active in
building strategic relationships with several resource-wealthy countries to enhance its own long term energy security.
In September 2009, Russia and Venezuela announced several cooperative agreements on energy, defense and
trade, including a commitment to supply Venezuela with almost $4 billion in weapons. PDVSA, Venezuela’s oil
company, signed two agreements with a consortium of energy giants in Russia.
 China’s grand strategy has been shaped by its desire to secure surety of energy supplies to fuel its continued
industrialization. In April 2010, China announced a $900 million heavy crude production project with Venezuela. Just
prior to that, in Brazil, China’s Sinopec and the China Development Bank signed a strategic development pact with
Petrobras, Brazil’s state-owned oil company, whereby China agreed to provide financing to the tune of $10 billion in
Petrobras over the next five years. China also has operations in Ecuador. In 2006, Andres Petroleum, a consortium
of Chinese oil companies, purchased the Ecuadorian assets of the Canadian firm, EnCana for $1.42 billion.
 India also recognizes the strategic importance of Latin America. India’s state-owned Oil and Natural Gas Corporation
(ONGC) has exploration and production stakes in projects in Brazil and Colombia and is exploring opportunities in
Venezuela. In 2006, ONGC Videsh Ltd. (the overseas investment arm of ONGC) joined with the Chinese firm
Sinopec to acquire a 50 percent stake (for a combined $850 million) in the Colombian oil firm Omimex de Colombia.
 Iran has also been cozying up to Venezuela and Brazil, as well as a number of Andean countries. In 2007,
Venezuela and Iran signed three petroleum cooperation agreements which involved bilateral investment in Iranian
gas and Venezuelan oil fields and Venezuelan gasoline exports to Iran. Brazilian energy firms - including Petrobras -
are exploring possible deals to provide training and technology to modernize the Iranian energy sector. To support its
strategic positioning in the region, Tehran has set up branches of its Export Development Bank in Brasilia as well as
Caracas. Bolivia and Ecuador also enjoy cozy relations with Iran.
Findings
This short article is just a part of a much more complete report on Latin America’s energy. Anyway, it can be said that global
demand for energy is expected to increase. Most of this demand will come from developing economies in the long term and will
be fulfilled by the oil & gas industry. New analysis estimates that the Latin America region will produce around 11.17 million
barrels daily in 2014.
Due to energy-efficiency trends, environmental regulation, and energy matrices reconfiguration, new technologies such as
gasification (application IGCC), gas to liquid (GTL) or lignocellulosic ethanol will experience a high demand in Latin America in
the years to come.
However, low internal savings’ rates have limited local capital markets. Because of this, most of that funding must come from
direct foreign investment such as emerging strategic partnerships and joint ventures in innovative technologies which are
expected on demanding areas that include upstream and downstream segments such as: pre-salt discoveries in Brazil; heavy
oil upgrading; and the construction of refineries and transport infrastructure for oil, gas, and derivatives, vessels, liquefaction
and regasification terminals.
Policy approaches drawing on these observations can help build the partnerships between industry and government that are
needed to protect the interests of all stakeholders. Along with continued international collaboration on advancing technological
development in the upstream oil & gas industry, such approaches will be needed if the hydrocarbon markets of tomorrow are to
deliver on their promises.
CARVALHO RIBAS ADVOCACIA E CONSULTORIA is an independent law firm situated in Mafra city that is actively involved in
international matters and transactions working in close collaboration with correspondents and law firms located in key cities in
Brazil, USA, Canada, Europe and Asia, which ensures competent assistance in the handling of local matters. Our work focuses
on legal advice on all areas of business law, and stands out for its commitment to helping companies develop their activities,
defending their rights and negotiating their interests. To obtain more detailed information with respect to the assistance that our
professionals are able to provide, our overseas Clients should contact CARVALHO RIBAS ADVOCACIA E CONSULTORIA at
info@carvalhoribas.com.brn or online at www.carvalhoribas.com.br

Richmond Energy Partners
Highly experienced oil and gas professionals who provide independent
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REP A4 ad.indd 1 27/01/2011 10:46:11

Best Practices in Engaging Stakeholders in Oil and Gas Projects

– The African Experience
Written by Ziwase Ndhlovu, Principal, Mukazi Consulting
African oil projects have sometimes been considered a risky proposition from an investment point of view, given a track record
of unrest in the Niger Delta and political and social unrest elsewhere. On the other hand, the local communities are unhappy
with the oil companies for destroying their farmland and fishing trails, and making their neighbourhoods dumping grounds for
waste resulting from their operations.
Moving away from the prolific and well explored basins of West Africa, 2011 expects to see a continuation of heavy upstream
investment into the more exotic basins of East Africa, with several key exploration wells planned in Kenya, Uganda, Tanzania
and Ethiopia.
With the prospects of opening up new hydrocarbons producing areas, there exists the opportunity to develop and operate Oil
and Gas projects in a way that reduces conflict with local government and communities, NGOs and other influential
stakeholders. An engagement strategy that encompasses all influential stakeholders is necessary – this includes federal and
state governments, NGOs and most importantly the local communities.
According to research by PWC, when committing millions of dollars in natural resource investments in non-OECD countries,
setting up a thorough and substantial engagement strategy increases chances of success by over 50%. This allows the project
owner to be better planned, by already considering potential issues that could have an impact on Project timelines, schedules
and ultimately the costs associated with developing it. This article will discuss various ways of handling the key stakeholders
that will have an influence on the success of your project.
Government- Federal and Local Government

After securing a license with government, engagement continues throughout your company’s presence in that country. A list of
best practices is below:
 Identify the prominent political and cultural structures present at the country level and determine the relationships
with the local government. In some countries, the local governments are mandated to regulate Oil operations in their
state, reporting to the federal government. As an investor one must make sure they correctly identify which
government entities look after certain activities, e.g. identify the department collecting payments for different sections
in order to avoid paying certain fees more than once
 Identify the key approval bodies and individuals authorised to make decisions. An investor must understand how
these bodies make decisions on various issues, from extending the duration on a current exploration permit, or
upgrading an exploration license to a production and development license.
 Identify early on which departments handle granting and renewal of licenses and the timelines experienced in
granting these documents. Will it be Ministry of Energy, Natural Resources or Ministry of Lands as the case may be?
 If a signature bonus is to be paid, clearly know to whom the payment is made, and make sure a recordable account
of it is made to ensure transparency to regulatory bodies and in some cases NGOs like “ONE”- that try to make sure
that natural resource payments are transparent and understood by concerned parties
 Identify the department that handles transfer of interest to other parties- either via farm-out transactions and
corporate transactions. In most cases governments seek some form of payment before a transfer of legal title can be
approved.
Local Communities
In most areas where Oil and Gas projects are undertaken in Sub-Saharan Africa, unemployment tends to be extremely high
with almost 60% of the population having no jobs. This provides opportunities for oil operations to generate economic uplift for
the locals. The people in the direct vicinity of where your project is could be your best assets or worst liability depending on the
way you choose to interact with them.
 A significant number of tasks in Oil operations can be completed by “unskilled labour”. This pool of the workforce can
come from the local community. In some instances, several technicians, mechanics and operators may be present
with little or no formal education, but run successful small enterprises in the community with knowledge of handling
equipment like valves and pumps, these individuals are likely to have transferable skills that can be applied to Oil
operations.
 As a foreign investor- make all efforts to not come across as favouring one specific clan/ tribe- showing favouritism
and segregating other clans in the region may result in discontentment and possible unrest.
 Make every effort to encourage the creation of secondary industries from your presence there. For example, women
selling food items to the workers on your site. Alternatively In some malaria-prone zones like East Africa- many
women create mosquito nets, your presence there could be de facto market for their goods.
 Another added value that a foreign investor can bring to the local community is formal training programmes, not only
in Oil and Gas related courses, but opportunities arise in teaching English and general life skills. In Angola, BP has
successful created university courses in Portuguese training Oil and Gas lawyers, Engineers and other professionals.
This model not only educates a selection of the most promising individuals from the local community- but also makes
them take more ownership of the projects taking place in their neighbourhood.

 In most of these villages, a formal waste collection system is absent. Alongside your company’s commitment to
ensuring minimal damage to the environment- you could advocate programmes promoting locals to collect waste,
recycle and even create valuable products from waste items.
When a foreign investor demonstrates that it is not there to merely strip them of their natural wealth, but has a general interest
in their economic well-being, then the project becomes a symbol of growth and progress. In certain cases when an investor is
able to introduce services that the local government has not so been successful in implementing themselves, then the locals
align their personal success in life together with the presence of the oil project.
Engaging with NGOs

The influence of NGOs in Sub-Saharan Africa is very strong. NGOs tend to employ large amounts of university educated
individuals in these countries, and are therefore rightly or wrongly well-regarded in the communities they operate, meaning the
interactions between the Oil and Gas community and the local NGOs must be handled adequately. Developmental institutions
are divided into different focus areas; some firms pay particular interest to human rights abuses, some are geared on the
environment and water management issues and other are focused on the social and developmental issues of women in the
community. There are several good practises that a foreign investor can adopt in working alongside NGOs.
 When entering a new area, it would be useful to identify the NGOs operating in your area and gauge their influence
both locally and internationally.
 In light of identifying the various organisations, sessions can be arranged to strategize and plan on how they would
impact the success of your project, whether it be by public relations or competition for local labour skills into your
respective projects. In most cases these NGOs have been operating in the area for a number of years, and can
provide a wealth of intelligence on the area you are operating in.
 As a foreign investor, you must also aim to understand the projects that the NGO is likely to be conducting, you may
find that you can work with them on various projects, perhaps it could be building a new school or even an advanced
health facility.
An investor must aim to keep the channels of communication open with the NGOs, especially as they possess a wealth of
information about the dynamics of the community and region you are operating in as well as being a mouth piece to other
international organisations that could scrutinize your company’s reputation in terms of social and environmental issues, such
issues may impact the share price of your company.
Benefits of Engagement with Different Stakeholders – Summary

 Your company creates a good brand for itself amongst the local community, regulatory bodies and local NGOs
 The project can achieve long term potential savings in operating costs- by educating local communities to run Oil and
Gas projects. The need to bring in expatriate labour and expensive consultants would decrease over the time of your
project.
 As project owners you could have more direct control on meeting local content criteria without it being viewed as a
burden
 The presence of your project in the area can help stimulate new industries and create new markets for goods and
services coming out of that community
 Certain projects like building hospitals and schools alongside NGOs allows exchange in skills and expertise between
entities operating in that area
In most cases, Oil projects have a lifetime of 25 years plus and traditionally the oil and gas business in Africa has specific and
often challenging characteristics. But an extremely attractive deposit along with a precisely managed and well planned
execution strategy can help grow a company into a long term sustainable business.
Effective engagement at the government levels can result in your project achieving approvals at a faster pace, thereby sticking
to project schedules and staying within budget constraints. From a local community perspective, when the local population
directly feels the benefits of having an Oil project in their neighbourhood, the chances of social unrest are diminished as
individuals realise the value of having investments into their area. Active communication with NGOs allows a project owner to
stay in tune with other developments in the area and understand how the presence of an oil project can be leveraged to
contribute to other projects. Knowing which bodies are responsible for which activities also helps to ensure that you minimize
unnecessary fines and penalties.
Ziwase Ndhlovu – Principal – Ziwase.Ndhlovu@mukazi.com
Mukazi Consulting is a speciality firm focusing on these sectors with operations on the African continent:
 Oil & Gas, Energy Markets- Conventional and Renewable Energy, Metals and Minerals and Infrastructural
Development Projects
Our expertise lies in the areas of:
 Facilitation of investment into Africa

 Techno-commercial Services
 Market Analysis and Competitor Intelligence
 Business Development Services
 Commercial & Technical Due Diligence

Developing Shale Oil in the United States
For further information see our redesigned website at
www.nighthawkenergy.com
Online Columnists This Month Include...
“First and foremost, the longer-term demand for renewable energy assets may in
fact be understated. Political leaders, utility officials, power generation
equipment manufacturers and construction contractors, and project developers
and financiers may need to further shift their thinking”
Read the rest of Kevin’s column here...
“My biggest concerns are Algeria, Yemen, and Jordan where protests have now
continued to varying degrees for the past week. Protests against political
corruption and for democratic reforms also raise risks of regional instability and
disruptions in the free flow of oil. “
Read the rest of Gianna’s column here...
“Clearly, bribery is reprehensible and in certain countries is so endemic that the

culture of corruption is widespread. This is not acceptable and should not be
condoned; however business needs to be able to proceed effectively.”
Read the rest of Elaine’s column here...

Mergers & Acquisitions Advisory · Divestiture & Sale Transaction Advisory · Board & Management Team Consultancy
International Energy M&A Expertise · Upstream Oil & Gas · Oil Field Services
For the Partners at Odin Advisors, the deal is not the ultimate goal.
It is often the byproduct of the ultimate goal, which is to provide the
absolute best advice and execution skill to clients as they work through
their most important challenges. The skill, experience and personal
commitment that we bring to those challenges is the essence of our firm.
It is why we are here and how we define success.
Ian H. Fay, Founding Partner · Odin Advisors LLC

ian.fay@odinadvisors.com · t : +1 212 513 1174 · www.odinadvisors.com

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The Official Publication of The Oil Council ::: ::: February 2011 Issue

Shaping the future.

Drillers & Dealers Contents

Iain Pitt Do NOC Leaders have the skills to deliver their 14

Ken Lovegrove OC Columnists – What’s New Online? 35

Drillers and Dealers ::: ::: February 2011 Edition

Great Successes 2010: A Collection

Risk / Reward Matrix of Caspian Exploration & Production:

DL: So, are we to expect more activity in 2011?

Drillers and Dealers ::: ::: February 2011 Edition

DL: What seem to be the most opportunistic acquisition targets?

DL: Which on-shore prospects offer the highest upside?

DL: What about producing assets?

Drillers and Dealers ::: ::: February 2011 Edition

WHAT MAKES US DIFFERENT

In addition to independence, our distinct advantage is our singular Sector specialisation; we

SELECTED RECENT MANDATES

Mandated Privately held E&P

December 2009 Canadian corporation

December 2008 NOC client

March 2008 Petronorse

December 2007 CEAC

Iraq – A Diamond in the Ash

Drillers and Dealers ::: ::: February 2011 Edition

Drillers and Dealers ::: ::: February 2011 Edition

Australian Office London Office

Do NOC Leaders have the skills to deliver their National Mission?

The Importance of Leadership

What Leadership Capabilities do NOCs need?

Drillers and Drillers

1. Understand individual leadership style

2. Learn through experience

3. Build foundational soft skills

4. Develop team leadership capabilities

5. Establish strong leadership processes / systems

Drillers and Dealers ::: ::: February 2011 Edition

About the Authors

Drillers and Dealers ::: ::: February 2011 Edition

As of December 31, 2010:

394 Oil & Gas $11.3B Oil & Gas

For more information about listing on

The New Emerging Energy Future:

Changing Dynamics In World Energy

Drillers and Dealers ::: ::: February 2011 Edition

The “Green Economy” and Energy Alternatives

Drillers and Dealers ::: ::: February 2011 Edition

MENA Region’s Oilfield Services

The Global Quotient

The Regional Quotient

Drillers and Dealers ::: ::: February 2011 Edition

MENA: Quarterly Average Rig Count 2005 - 2010

Drillers and Dealers ::: ::: February 2011 Edition

Exploiting the Opportunity

About Kuwait Financial Centre “Markaz”:

 Nawaf Marafi, Vice President – Oil and Gas, Markaz

For more information please contact:

Tel: +965 2224 8000 ext 1817

Drillers and Dealers ::: ::: February 2011 Edition

Monetizing East African Gas

Drillers and Dealers ::: ::: February 2011 Edition

Latin America’s Emergence as an Oil & Gas Stronghold

The current energy landscape and consequences of current policies

Drillers and Dealers ::: ::: February 2011 Edition

Brazil’s Energy Overview

The Oil Council's Drillers and Dealers February 2011 Edition

The Oil Council's Drillers and Dealers February 2011 Edition