Profit Sharing Between Producing Countries and Oil Companies in the Middle East * 1

2019 ◽  
pp. 151-177
Keyword(s):  
Middle East ◽  
Profit Sharing ◽  
Oil Companies

Profit Sharing Between Producing Countries and Oil Companies in the Middle East

1959 ◽  
Vol 69 (274) ◽  
pp. 238 ◽  
Author(s):  
Edith Tilton Penrose
Keyword(s):  
Middle East ◽  
Profit Sharing ◽  
Oil Companies

Fifty-Fifty

2019 ◽  
pp. 53-87
Author(s):  
Giuliano Garavini
Keyword(s):  
Middle East ◽  
Petroleum Industry ◽  
Profit Sharing ◽  
Civil Servants ◽  
Oil Companies

Chapter 1 describes the negotiations and the reasons for the advent of the fifty-fifty oil profit sharing model in Venezuela in 1948, and then its application to the Middle East after the first ever visit to the region by a delegation of Venezuelan civil servants in the region in 1949. The chapter ends with a focuses on the last country to apply this model, Iran, where it was imposed with a coup against Mossadegh in 1953 in response to the nationalization of the petroleum industry. By the middle 1950s an oligopoly of seven or eight international oil companies was in control of basically all the world’s petroleum export.

Characterization of Unconventional Reservoir for Development and Production: An Integrated Approach

2015 ◽  
Author(s):  
Omprakash Pal ◽  
Bilal Zoghbi ◽  
Waseem Abdul Razzaq
Keyword(s):  
Middle East ◽  
Integrated Approach ◽  
Advanced Technology ◽  
Additional Parameter ◽  
Unconventional Reservoir ◽  
Reservoir Properties ◽  
Capillary Suction ◽  
Geomechanical Properties ◽  
Oil Companies ◽  
Geochemical Properties

Abstract Unconventional reservoir exploration and development activities in the Middle East have increased and are expected to continue to do so. National oil companies in the Middle East have a strategy for maximizing oil exports as well as use of natural gas. This has placed emphasis on use of advanced technology to extend the lives of conventional reservoirs and more activities in terms of “unconventional gas and oil.” Understanding unconventional environments, such as shale reservoirs, requires unique processes and technologies based on reservoir properties for optimum reservoir production and well life. The objective of this study is to provide the systematic work flow to characterize unconventional reservoir formation. This paper discusses detailed laboratory testing to determine geochemical, rock mechanical, and formation fluid properties for reservoir development. Each test is described in addition to its importance to the reservoir study. Geochemical properties, such as total organic carbon (TOC) content to evaluate potential candidates for hydrocarbon, mineralogy to determine the formation type and clay content, and kerogen typing for reservoir maturity. Formation fluid sensitivity, such as acid solubility testing of the formation, capillary suction time testing, and Brinell hardness testing, are characterized to better understand the interaction of various fluids with the formation to help optimize well development. An additional parameter in unconventional reservoirs is to plan ahead when implementing the proper fracturing stimulation technique and treatment design, which requires determining the geomechanical properties of the reservoir as well as the fluid to be used for stimulation. Properties of each reservoir are unique and require unique approaches to design and conduct fracturing solutions. The importance of geomechanical properties is discussed here. This paper can be used to help operators obtain a broad overview of the reservoir to determine the best completion and stimulation approaches for unconventional development.

President's Page

2020 ◽  
Vol 39 (4) ◽  
pp. 232-232
Author(s):  
Dan Ebrom
Keyword(s):  
Middle East ◽  
East China ◽  
Multiple Events ◽  
Oil Companies ◽  
Service Companies

SEG has addressed the challenges of meeting the needs of a global membership with the opening of regional offices in the Middle East, China, and Malaysia. The China office is now financially self-supporting, and the Middle East office is running a positive net budget with multiple events each year. The success of these offices in addressing the needs of our membership and our profession has led us to look at Houston. Ironically, in Houston, where the SEG was founded and which continues to serve as a technical and organizational center for many oil companies and geophysical service companies, there is only a minimal permanent SEG presence.

Prologue

2019 ◽  
pp. 11-52
Author(s):  
Giuliano Garavini
Keyword(s):  
Latin America ◽  
Middle East ◽  
Dominant Role ◽  
Oil Companies ◽  
The World ◽  
Anglo American ◽  
The 1960S

The Prologue describes the rise of Anglo-American “petrocapital” after WWII and the formation of the “concessions system” in the Middle East in the 1920s and 1930s. The chapter concentrates on the formation of the first “petrostate”, Venezuela, that by the end of the 1920s had become totally dependent on oil rent, as well as being the largest petroleum exporter in the world up to the end of the 1960s. The chapter also describes the first nationalist reactions in Latin America as well as in the Middle East to the dominant role of the oligopoly of international oil companies.

How reward systems affect team performance in banks: evidence from the Middle East and North Africa (MENA) region

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Carole Serhan ◽  
Wissam Salloum ◽  
Nader Abdo
Keyword(s):  
Middle East ◽  
Team Performance ◽  
North Africa ◽  
Profit Sharing ◽  
Reward Systems ◽  
Mena Region ◽  
Content Type ◽  
Positive Effects ◽  
Research Stream ◽  
The Impact

Purpose The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment. Design/methodology/approach Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region. Findings The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention. Originality/value This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

Profit-Sharing in Middle East Oil--Rejoinder

1960 ◽  
Vol 70 (279) ◽  
pp. 626
Author(s):  
Edith Penrose
Keyword(s):  
Middle East ◽  
Profit Sharing
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