SPE Technical Directors’ Outlook - The Industry’s Transformation in 2020 and What It Means for the Future

2021 ◽  
Vol 73 (02) ◽  
pp. 23-28
Author(s):  
Judy Feder

For an industry in which terms like “first ever,” “unparalleled,” “unprecedented,” and “novel” are often over-used to the point of losing their meaning, 2020 hit hard with the true meaning of those words as the COVID-19 pandemic exploded onto the world and disrupted almost everything about life as we knew it. The oil and gas industry, which had begun showing signs of recovery from a generational downturn, was hit particularly hard. Jobs were lost, companies shuttered, and supply chains upended. But the same combination of audacity and ingenuity that has driven the industry for over a century took hold quickly. Oil and gas people love - and need - to network, share ideas, transfer and apply technology, and gather intelligence. So, when in-person conferences, workshops, and tradeshows were suddenly canceled or indefinitely postponed, entities such as the Society of Petroleum Engineers scrambled to use digital technology to take those events online and make them virtual. While not a perfect replacement, virtual online events offer some unique advantages, as SPE technical directors pointed out in their annual roundup. Digitalization, long a controversial topic among many in the upstream sector, is now being called essential by the directors across the six SPE technical disciplines they lead. Automation is mentioned frequently in the directors’ comments as a growing contributor to efficiency and risk reduction. Capital discipline, balance sheet management, and cash flow are seen as crucial, as are collaboration (both internal and external) and value - ranging from core values to value-driven data, to provable, value-based outcomes. Agility and the ability to comply with environmental, social, and governance (ESG) criteria have taken on new importance. So has work - how and where we do it, and how we balance it with other aspects of life. Knowledge dissemination is considered more important than ever. Uncertainty continues to characterize the upstream sector, even more so than before the pandemic, but at least one thing is certain: The work of the industry, and the way in which people who comprise it work, is forever changed. The SPE technical disciplines and the directors who lead them are as follows. Completions - Terry Palisch, CARBO Ceramics Data Science and Engineering Analytics - Silviu Livescu, Baker Hughes Drilling - David Reid, NOV HSE and Sustainability - Annamaria Petrone, Eni Production and Facilities - Robert Pearson, Glynn Resources Reservoir - Erdal Ozkan, Colorado School of Mines Here, they reflect on a truly unprecedented year and share their outlooks for their disciplines going forward.

2020 ◽  
Author(s):  
Israel Guevara ◽  
David Ardila ◽  
Kevin Daza ◽  
Oscar Ovalle ◽  
Paola Pastor ◽  
...  

2021 ◽  
Vol 3 (11) ◽  
pp. 6-12
Author(s):  
Lyudmila V. Goloshchapova ◽  
◽  
Elena V. Maltseva ◽  

The study is devoted to the analysis of the balance sheet profit of the leading companies in the oil and gas industry. The types of profits were considered, as well as the dynamics of the changes in indicators affecting their formation were analyzed. In addition, the article considers the composition and struc-ture of the balance sheet profit, factors affecting its size. Based on the financial statements of the companies, an idea of the state of profit in the companies «Rosneft», «Lukoil», «Gazprom» and «Tatneft» has been com-piled. The paper analyzes quantitative statistical indicators that reflect the results achieved from 2016–2020.


2021 ◽  
Vol 73 (08) ◽  
pp. 60-61
Author(s):  
Chris Carpenter

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper SPE 201272, “Lessons Learned in Developing Human Capital for the Oil and Gas Industry in Kazakhstan,” by Zhassulan Dairov, SPE, KIMEP University and Satbayev University; Murat Syzdykov, SPE, Satbayev University; and Jennifer Miskimins, SPE, Colorado School of Mines, prepared for the 2020 SPE Annual Technical Conference and Exhibition, originally scheduled to be held in Denver, Colorado, 5–7 October. The paper has not been peer reviewed. The World Economic Forum’s (WEF) Human Capital initiative has been implemented at Satbayev University (SU), Almaty, Kazakhstan, during the last 2 years. Participating in this effort are Chevron, Eni, Shell, and the Colorado School of Mines (Mines). The complete paper assesses the effectiveness of project components, such as industry guest lectures, summer internships, and program improvement, and provides lessons learned for human-resource-development initiatives. Introduction In most cases, the industry/ university alliance is intermittent, short-term, and underdeveloped. The engagement of three stakeholders, such as government, industry, and the university, is the most-successful model of joint performance. This approach allows all participants to create competitive advantages in the achievement of common objectives. Moreover, the role of governmental agencies is critical alongside professional organizations in facilitating such cooperation.


2021 ◽  
Vol 27 (1) ◽  
pp. 129-167
Author(s):  
Oleg V. SHIMKO

Subject. This article explores the ratios of the company's market capitalization and value to the balance sheet value of assets and equity of the twenty five leading public oil and gas companies between 2008 and 2018. Objectives. The article aims to identify key trends in the changes in market capitalization and value ratios of the company to the balance sheet value of assets and equity of the largest public oil and gas companies, identify the factors that have caused these changes, and establish the applicability of these multipliers to estimate the value of the business within the oil and gas industry. Methods. For the study, I used comparative, and financial and economic analyses, and generalization of materials of the companies' consolidated financial statements. Results. The article establishes that the multipliers studied are acceptable for assessing the value of oil and gas companies, but it is preferable to use asset-based ratios. Conclusions and Relevance. The overall decline in profitability and the increase in debt load in the stock exchange sector of the global oil and gas industry should be taken into account when using multipliers based on assets and shareholder capital in the assessment of the value of oil and gas corporations through a comparative approach. The results of the study can be used to assess the possible value of oil and gas assets as part of a comparative approach and develop measures to increase the market capitalization of public oil and gas companies.


2021 ◽  
Vol 26 (4) ◽  
pp. 414-433
Author(s):  
Oleg V. SHIMKO

Subject. This article explores the market valuation ratios of the twenty five leading listed oil and gas companies between 2006 and 2018. Objectives. The article aims to identify key trends in the changes in market valuations of the largest listed oil and gas companies, and identify the factors that have caused these changes. Methods. For the study, I used comparative, and financial and economic analyses, and generalization of materials of the companies' consolidated financial statements. Results. The article shows certain changes in the main indicators of market valuation of the leading listed oil and gas companies and identifies the main factors that contributed to these changes. It establishes that the most significant for comparison and valuation are ratios based on balance sheet values of assets and equity, and net sales, EBITDA, DACF and net income ratios are appropriate as auxiliary ratios. The article says that the exchange segment of the industry has increased the debt load, so instead of market capitalization as a component of the coefficients of this group, it is advisable to apply the enterprise value indicator. Conclusions and Relevance. The article concludes that the market sentiments towards the stock market segment of the global oil and gas industry are getting impaired. This is quite natural against the background of falling profitability of most leading companies. The results of the study can be useful in evaluating, forecasting and developing measures to increase the market capitalization and value of listed oil and gas companies.


2021 ◽  
Author(s):  
Mason Dykstra ◽  
Ben Lasscock

Abstract In this paper we present an example of improved approaches for how to interact with data and leverage artificial intelligence for the subsurface. Currently, subsurface workflows typically rely on a lot of time-consuming manual input and analysis, but the promise of artificial intelligence is that, once properly trained, an AI can take care of the more routine tasks, leaving the domain expert free to work on more complex and creative parts of the job. Artificial intelligence work on subsurface datasets in recent years has typically taken the form of research and proof of concept type work, with a lot of one-off solutions showing up in the literature using new and innovative ideas (e.g. Hussein et al, 2021; Misra et al, 2019). Oftentimes this work requires a good degree of data science knowledge and programming skills on the part of the scientist, putting many of the approaches outlined in these and a multitude of other papers out of reach for many subsurface experts in the Oil and Gas industry. In order for Artificial Intelligence to become applied as part of regular workflows in the subsurface, the industry needs tools built to help subsurface experts access AI techniques in a more practical, targeted way. We present herein a practical guide to help in developing applied artificial Intelligence tools to roll out within your organization or to the industry more broadly.


2019 ◽  
Vol 62 ◽  
pp. 03005
Author(s):  
D.R. Peskova ◽  
Yu.V. Khodkovskaya ◽  
M.A. Nazarov

The digitalization of the oil and gas sector is the strong driver for Russian economy increasing efficiency. The main purpose of this study is to find out the main digitalization development trends of the oil and gas sector and the growth barriers and effects in Russian oil and gas industry in modern digital economy conditions. The results of this study show options of digital technology using in oil and gas sector in Russia.


Sign in / Sign up

Export Citation Format

Share Document