Abel, Roger Lee, (born 12 Aug. 1943), Director, Cygnus Oil and Gas Corporation (formerly Touchstone Resources USA Inc.), 2005–07 (Chairman and Chief Executive Officer, 2005–06)

2020 ◽  
Vol 72 (12) ◽  
pp. 18-20
Author(s):  
Stephen Rassenfoss

A British independent bet its future on proving that fractured basement formations could produce large amounts of oil and gas. Based on its first two wells, the proposition that these highly fractured layers of awful-quality reservoir rock can produce billions of barrels of oil is looking very unlikely, but there might be something of value down there. Last April, Hurricane Energy predicted those two development wells could easily produce 17,000 B/D of oil from rock it said held “half a billion barrels of oil.” Now Hurricane’s ambitious plans and its identity as “basement reservoir specialists” are in tatters. The initial wells were productive but much of what was coming out of the lower one - 205/21a-7z - was water. After 8 months of production the water cut reached 46% from a well that was supposed to be hundreds of meters above the boundary between the oil and water aquifer. That was not the only evidence suggesting there was something wrong with the plan to develop discoveries in the Lancaster field along Rona Ridge in the West of Shetland area. On 8 June, Hurricane’s founder and Chief Executive Officer Robert Trice, a geologist with a keen interest in fractured basement rock, resigned, and the company launched a review of the technical work underlying the plan. Experts were added to the subsurface team, which then made major changes. The most significant change pushed up the depth of the contact point between the oil and water levels by around 300 m, within 1 m below the toe of the lower well. In other words, three-quarters of the reservoir in the original plan was under water. The presentation by Beverley Smith, the company’s interim chief executive officer, was a reminder of how a long-term production test can change a reservoir model, even one based on years of work and the drilling of multiple wells. “Let me start by reminding everyone that we are dealing with a unique and challenging reservoir that was always subject to great uncertainty and where data acquisition has long been problematic,” Smith said. Lowered Expectations Hurricane’s remaining Lancaster well (205/21a-6) is producing more than 12,000 B/D, providing critical cash flow for the company, whose future looks altogether different than it did in the days when it predicted its discoveries could potentially produce 2.6 billion bbl of oil, making it the largest undeveloped resource base in the UK Continental Shelf (UKCS).


2000 ◽  
Vol 38 (1) ◽  
pp. 111
Author(s):  
Richard A. Shaw

This article, after noting that many oil and gas companies are vulnerable to takeovers and that merger transactions are reaching record-breaking dollar volumes, examines and recommends steps that a corporation may take when facing a hostile takeover bid. These steps are defensive strategies that a chief executive officer, a board of directors, and other players should consider implementing when handling a merger. Recommended strategies for a corporation facing a takeover situation include creating a special committee, choosing appropriate financial and legal advisors, establishing a data room, and seeking other potential buyers. The author concludes that a successful defensive strategy can maximize value for a corporation's shareholders.


2007 ◽  
Vol 01 (01) ◽  
pp. 6-22
Author(s):  
Clarence P. Cazalot

Executive Perspective - Clarence P. Cazalot Jr., President and Chief Executive Officer of Marathon Oil Corp., describes four major challenges the industry must address to meet future oil and gas demand, including finding sufficient numbers of well-trained and capable technical people. Solving the people issue will require companies to do things considerably differently from how they have done them in the past.


2013 ◽  
Vol 29 (2) ◽  
pp. 337-348
Author(s):  
Randal J. Elder ◽  
Diane J. Janvrin ◽  
Paul Caster

ABSTRACT In July 2012, Peregrine Financial Group filed for bankruptcy following the discovery that $215 million in customer balances had been embezzled. Investigation revealed that its Chief Executive Officer, Russell Wasendorf, Sr., fooled auditors and regulators for 20 years by preparing fictitious bank statements and cash balance confirmations to hide the theft of cash. The fraud was uncovered when Peregrine's regulator, the National Futures Association (NFA), demanded that Peregrine participate in an electronic confirmation process for verification of customer accounts. This case discusses how the fraud was allowed to go undetected for 20 years, the importance of auditing cash, and how new electronic confirmation technology improves the ability to authenticate confirmation responses. The case is suitable for use in both auditing and accounting information system courses.


2020 ◽  
Vol 28 (6) ◽  
pp. 406-436 ◽  
Author(s):  
Michael A. Abebe ◽  
Pingshu Li ◽  
Keshab Acharya ◽  
Joshua J. Daspit

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