The Cost Of Finding Oil And Gas In Western Canada -Implications For Industry And Government

1986 ◽  
Author(s):  
J.L. Pasay ◽  
Z.C. Siagorsky ◽  
B. Shaw
Keyword(s):  
2020 ◽  
Vol 26 (3) ◽  
pp. 685-697
Author(s):  
O.V. Shimko

Subject. The study analyzes generally accepted approaches to assessing the value of companies on the basis of financial statement data of ExxonMobil, Chevron, ConocoPhillips, Occidental Petroleum, Devon Energy, Anadarko Petroleum, EOG Resources, Apache, Marathon Oil, Imperial Oil, Suncor Energy, Husky Energy, Canadian Natural Resources, Royal Dutch Shell, Gazprom, Rosneft, LUKOIL, and others, for 1999—2018. Objectives. The aim is to determine the specifics of using the methods of cost, DFC, and comparative approaches to assessing the value of share capital of oil and gas companies. Methods. The study employs methods of statistical analysis and generalization of materials of scientific articles and official annual reports on the results of financial and economic activities of the largest public oil and gas corporations. Results. Based on the results of a comprehensive analysis, I identified advantages and disadvantages of standard approaches to assessing the value of oil and gas producers. Conclusions. The paper describes pros and cons of the said approaches. For instance, the cost approach is acceptable for assessing the minimum cost of small companies in the industry. The DFC-based approach complicates the reliability of medium-term forecasts for oil prices due to fluctuations in oil prices inherent in the industry, on which the net profit and free cash flow of companies depend to a large extent. The comparative approach enables to quickly determine the range of possible value of the corporation based on transactions data and current market situation.


2017 ◽  
pp. 139-145
Author(s):  
R. I. Hamidullin ◽  
L. B. Senkevich

A study of the quality of the development of estimate documentation on the cost of construction at all stages of the implementation of large projects in the oil and gas industry is conducted. The main problems that arise in construction organizations are indicated. The analysis of the choice of the perfect methodology of mathematical modeling of the investigated business process for improving the activity of budget calculations, conducting quality assessment of estimates and criteria for automation of design estimates is performed.


2021 ◽  
Vol 61 (2) ◽  
pp. 422
Author(s):  
Polly Mahapatra ◽  
Paris Shahriari

Under the increased pressure of rapidly changing market conditions and disrupting technologies, continuous improvements in efficiency become indispensable for all oil and gas operators. Traditional project management principles in the oil and gas industry employ rigid methods of planning and execution that can sometimes hinder adaptability and a quick response to change. Considering the potential that Agile principles can offer as a solution, the challenge, therefore, is to identify the ideal, hybrid, approach that leverages Agile while incorporating the traditional linear workflow necessitated by the oil and gas industry. This paper seeks to assess pre-existing literature in the application of the Agile principles in the oil and gas industry with a focus on Major Capital Projects (MCPs), backed by the successes experienced as a result of specific pilot projects completed at Chevron’s Australian Business Unit. In particular, this paper will focus on how agility has resulted in improvements to the cost, schedule, teaming and cohesion of MCPs in the early phases as well as key learnings form the pilot agility projects.


2021 ◽  
Author(s):  
Leah Dow

The cost of affordable rental units in Calgary is amongst the highest in Canada, despite a rental vacancy rate that is 3 percent higher than the national average (Canada Mortgage and Housing Corporation, 2017). Nearly 1 in 5 Calgary households are struggling to pay for shelter costs and as of 2016, more than 42,000 households were spending more than 50 percent of their incomes on shelter, putting this population at a greater risk of becoming homeless due to job loss or from some other unexpected financial hardship (City of Calgary, 2017). Counter to popular belief, economically depressed communities with weak rental and housing markets such as Calgary following the 2015 collapse of the oil and gas sector can be subject to a critical lack of affordable housing. A soft housing market cannot make up for an insufficient range of affordable and non-market housing options. In other cities facing similar challenges, especially those in the United States, the formation of Community Land Trusts has proven to be a viable solution for providing both affordable rental and affordable ownership opportunities for residents who are struggling to afford the cost of housing in their area. This paper explores whether the Community Land Trust model is an appropriate tool to augment Calgary’s limited supply of affordable housing and will end with five recommendations to encourage the adoption of the Community Land Trust model in Calgary. Key Words: affordable housing, affordable ownership, Calgary, community land trust, small-scale affordable development.


2021 ◽  
Author(s):  
Leah Dow

The cost of affordable rental units in Calgary is amongst the highest in Canada, despite a rental vacancy rate that is 3 percent higher than the national average (Canada Mortgage and Housing Corporation, 2017). Nearly 1 in 5 Calgary households are struggling to pay for shelter costs and as of 2016, more than 42,000 households were spending more than 50 percent of their incomes on shelter, putting this population at a greater risk of becoming homeless due to job loss or from some other unexpected financial hardship (City of Calgary, 2017). Counter to popular belief, economically depressed communities with weak rental and housing markets such as Calgary following the 2015 collapse of the oil and gas sector can be subject to a critical lack of affordable housing. A soft housing market cannot make up for an insufficient range of affordable and non-market housing options. In other cities facing similar challenges, especially those in the United States, the formation of Community Land Trusts has proven to be a viable solution for providing both affordable rental and affordable ownership opportunities for residents who are struggling to afford the cost of housing in their area. This paper explores whether the Community Land Trust model is an appropriate tool to augment Calgary’s limited supply of affordable housing and will end with five recommendations to encourage the adoption of the Community Land Trust model in Calgary. Key Words: affordable housing, affordable ownership, Calgary, community land trust, small-scale affordable development.


2021 ◽  
Vol 73 (08) ◽  
pp. 30-34
Author(s):  
Blake Wright

It’s a problem as old as the industry itself. The initial oil rush in the late 1800s spread like wildfire through Pennsylvania, and by 1891 the state’s annual crude output had hit 31 million barrels, or 58% of the nation’s total oil production for that year. However, by the turn of the century the bloom was off the rose. Pennsylvania’s once-robust oil allure had been eclipsed by finds in Texas, California, and Oklahoma, each spawning its own regional oil booms. So why the history lesson? Because it’s important to understand the potential volume and impact of orphan wells in the US. In the infancy of the industry, plugging-and-abandonment (P&A) techniques were crude at best, if anyone even went to the trouble. Worse still was the overall record keeping at the time. With oil booms around the country setting off races to harness as much black gold as possible, wells were being drilled at breakneck pace. Once these earliest wells were tapped of their commercial usefulness, operators moved on to the next. There was little-to-no over-sight. No regulations. No standards. The result? Thousands, if not more, of scattered, undocumented wells. “Back in the day, you have people drilling wells, and nobody’s keeping track of where the wells are drilled and who owns the wells,” said Daniel Raimi, fellow with Resource for the Future, an independent institution that conducts environmental, energy, and natural resource research. “The government’s not keeping track and has little to no regulation in place to ensure that operators safely decommission their assets at the end of their lives. As a result, you have wells that maybe produce for a couple of years, and then the owners walk away. Multiply that by a couple of hundred thousand and now you’ve got a problem.” Today, there is plenty of oversight and regulation for the industry to leave abandoned wells in much better shape than those earliest probes. However, orphan wells are still a problem. To paint the clearest picture, it would be prudent to define what an orphan well is. This is where we run into our first problem. Definitions can vary wildly from state to state and organization to organization. Some lump all abandoned, unplugged wells into their counts as orphan wells. Others count all idle wells. However, for the sake of clarity we will define orphan wells as those nonproducing, idle wells whose ownership is unknown. By that definition it is safe to say that many of the nation’s earliest wells fit that criteria. In more modern times, orphans result from idle wells whose owner goes belly-up prior to any P&A work. In most of these cases, bonds are employed to help offset the cost of plugging these wells. However, while they vary state to state, most bonding minimums do not cover the full cost of abandonment and remediation, if needed. According to the US Environmental Protection Agency, there are about 2 million unplugged, abandoned oil and gas wells scattered across the US. Other experts place the number higher; some believe it is lower. Some researchers believe as many as half of those could be orphan wells. A survey by the Interstate Oil and Gas Compact Commission in 2018 put the range of orphaned and idle wells at around 560,000 to 1.1 million. Again, abandoned doesn’t always mean orphaned. One fact that can be extrapolated from the data gathered to date is that no one knows for sure just how many orphaned wells are out there. But that is changing.


2021 ◽  
Vol 73 (10) ◽  
pp. 31-34
Author(s):  
Trent Jacobs

The stage is set to begin making “green” hydrogen from the world’s abundant supply of seawater. But whether this niche-within-a-niche can stand on its own and become a competitive energy source remains uncertain. Today, only about 1% of man-made hydrogen is considered to be green, and not a single atom of it is produced offshore. In the offshore concept, the green label will be earned by splitting the hydrogen out of desalinated seawater with electrolyzers that run on renewable wind energy. This represents an opportunity for oil and gas companies to not just lower their carbon footprints, but to leverage billions of dollars’ worth of existing offshore infrastructure. Their platforms can host the electrolyzers. Their pipelines can transfer the product to shore. They may even be able to power their offshore facilities using the hydrogen produced at sea. Offshore producers should also have no problem finding a market. PriceWaterhouseCoopers said in a report from last year that green-hydrogen exports could be worth $300 billion annually by 2050, supporting some 400,000 jobs globally. However, the first set of offshore pilots are still in planning mode. It will take a few more years to assess the results once they start up. That means we may not know if offshore hydrogen is commercially viable until decade’s end. Some of the biggest barriers that must be overcome were highlighted by a panel of leading hydrogen experts at the recent Offshore Technology Conference (OTC) in Houston. Green Hydrogen in the Red “The major hurdle is still the cost,” explained René Peters. “The cost of hydrogen production with electrolysis is still extremely high compared to gray- and blue-hydrogen production.” Peters is the business director at the Dutch technology group TNO which is one of a dozen partners trying to launch PosHYdon, the pilot for offshore hydrogen production. Startup is expected by early 2023 on a normally unmanned oil and gas platform operated by independent oil and gas company Neptune Energy. Peters’ comments on cost were not relegated to the offshore aspect since all green hydrogen is made onshore today. In terms of tipping point for profitability, these are the relevant benchmarks.


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