UBS global oil & gas conference, Dubai Changing relationships in the oil service sector. September 2007

Transcription

1 UBS global oil & gas conference, Dubai Changing relationships in the oil service sector September 2007

2 Agenda 2. Petrofac: a brief introduction 3. Development of the oil service sector 4. New partnership models 5. Petrofac s positioning 2

3 1. Petrofac: a brief introduction Petrofac is a leading international provider of facilities solutions to the oil & gas production and processing industry We provide project development, engineering, construction and facilities operation, maintenance and training services; we also invest alongside our clients, delivering our engineering and operations services service capability in complete alignment Our clients include many of the world s leading integrated, independent and national oil and gas companies Revenue Net profit Backlog 1, % CAGR 37% CAGR 47% CAGR 1,485 3,244 4, ,097 1, Note: all figures presented above are for the group s continuing operations (US$ millions) 3

4 1. Petrofac: a brief introduction Our core geographic focus is on the Middle East, North Africa, the UK Continental Shelf, the Commonwealth of Independent States and the Asia Pacific region Petrofac operates out of four strategically located international centres, in Aberdeen, Sharjah, Woking and Mumbai and a further 16 offices worldwide : Aberdeen Moscow Woking London Houston Baku Damascus Algiers Tunis Ahmadi Doha Abu Dhabi Khartoum Lagos Bishkek Tehran Sharjah Mumbai Chennai Kuala Lumpar We are a people business, with over 9,500 employees Delivering world class competency with local resources and with strong focus on HSE 4

5 1. Petrofac: a brief introduction Petrofac designs and builds oil & gas facilities; operates and manages facilities and trains personnel; and, where it can leverage its service capability, develops and co-invests 5

6 2. Development of the oil service sector The upstream oil & gas industry has four categories of major actors - and their inter-relationships are changing: Integrated Major Oil Companies (IOCs) Increasingly focusing on long-term, multi-billion-$ opportunities where national oil companies are daunted by scale &/or technical complexity Finding access to conventional oil in conventional regions is more challenging National Oil Companies (NOCs) Increasingly asserting their power, dis-intermediating IOCs - both where NOCs have ready access to international finance and where they do not Independent Oil Companies Generally niche exploration, and less commonly, mature-asset focused Service companies Finding, therefore, that the customer-base is shifting 6

7 2. Development of the oil service sector: 1960s Integrated oil: the traditional model Large oil companies, horizontally integrated, broad skill-set Upstream Downstream Geology and Geophysics Prospect Generation Exploration Drilling Engineering Development Operation and Maintenance Specialist Maintenance Well Services Refining and Product Sales Service Sector 7

8 2. Development of the oil service sector: by 1990 Outsourcing begins to transform the industry Upstream Downstream Geology and Geophysics Prospect Generation Exploration Drilling Engineering Development Operation and Maintenance Specialist Maintenance Well Services Refining and Product Sales Service Sector 8

9 2. Development of the oil service sector: 2000s Specialisation and the emergence of new business models: Niche/ Equity Integrated Geology and Geophysics Prospect Generation Exploration Drilling Engineering Development Operation and Maintenance Specialist Maintenance Well Services Refining and Product Sales Service Sector More capable service companies, increased integration of services 9

10 3. New partnership models Pre-OPEC 1, IOCs had access to equity oil throughout the world; power was based on access to technology, capital and integrative capability; relatively limited alignment of interests between IOC and NOC Production Sharing Contract (PSC) model shifted balance of power in direction of NOCs - and somewhat improved IOC/NOC alignment Even in a PSC, alignment is in question, particularly as fields become mature and returns more marginal: Tax-take is the point of friction Pressure has increased for sovereign governments/nocs not to sign away reserves The wealthier NOCs do not require IOC capital and are reluctant to pay high returns for it IOCs want to book oil & gas reserves and are focused on reserve replacement NOCs are primarily interested in capability, now less dependent on IOCs than pre-opec 1 Thus there has been a growing trend for the disintermediation of the IOC 10

11 4. Petrofac s positioning Tunisia, ETAP Kuwait, Kuwait Oil Company UAE, Dubai Petroleum Algeria, Sonatrach Oman, Ministry of Oil & Gas and PDO Our relationships with NOCs encompass the provision of both our engineering and operations service capabilities and as development partner through Energy Developments Malaysia, Petronas 11

12 4. Petrofac s positioning Kuwait Oil Company, Kuwait 5 year full maintenance services contract, including provision of management and technical support team and systems Preventative, corrective and predictive maintenance execution using 650 maintenance personnel General services including site accommodation and catering services Major overhauls on rotating equipment Site workshops Reimbursable materials Measured extra works (Brownfield Engineering) Training of company s personnel (nationalisation) Engineering services and spare parts for control and shutdown systems In addition, Petrofac is also undertaking a US$680m lump-sum facilities upgrade project for KOC 12

13 4. Petrofac s positioning Dubai Petroleum, UAE Service operator contract for the provision of well and facilities management services for all offshore oil & gas assets Assets comprise four offshore fields, 70 platforms, 400 wells, approximately 600 full-time employees and 500 contractors Full operating responsibility transferred to Petrofac in April 2007 Alignment through profit sharing of upside Material increase in scale for Petrofac s international Operations Services business 13

14 4. Petrofac s positioning Why Dubai Petroleum is important First time a government entity has chosen to exploit its hydrocarbon resources through direct contracting with an international service provider Dubai gets the capability it requires without relinquishing reserves or control of reserves Though the fields are mature, because they were initially quite large, considerable potential remains In contrast to most UKCS mature-field examples therefore, there are major developments planned alongside the rejuvenation of the mature operation itself For Petrofac - a reputation-making opportunity 14

15 4. Petrofac s positioning Early days yet, but As expected, the inherited organisation itself - its attitude to business - bore the imprint of more than 35 years of business as usual Many opportunities for short-term production increase have been identified, and some already secured The economics are different pre- and post-changeover: governments are looking at 100% economics and this makes a lot more investment opportunities attractive We have demonstrated that the risks of transfer of operatorship - the area of most concern to any resource owner contemplating change - are manageable This transition activity has been carried out by Petrofac many times in UK but never before in an international context with an international workforce The ability to do this - and particularly, the track record of having done it so many times - is a key Petrofac differentiator 15

16 4. Petrofac s positioning Where next? Not all governments are as action-oriented as Dubai - so complete replication will not be easy This example however - and others where service companies are extending the boundaries of previous service provision - are beginning to catch the attention of some more forward-thinking NOCs We know that many NOC-operated operations where IOCs have largely been absent for decades are inefficient; considerable scope exists for efficiency improvement leading to increased productivity It is possible that other regional players will conduct experiments in ring-fenced areas in the use of turn-key service provision Against this theoretical opportunity has to be set the conservatism and the oldthink contractor relationship attitudes still prevalent in many NOCs 16

17 Appendix 1: Petrofac s positioning, examples ETAP, Tunisia Chergui gas field Petrofac owns a 45% interest in the Chergui gas concession from ETAP for a cash consideration of approximately US$30m; ETAP hold 55% interest Commencement of production from the field is expected early 2008, with plateau rates expected to be maintained for around four years with a further eight years of operation beyond that Hasdrubal gas plant US$400m lump-sum turnkey contract for BG Group and Entreprise Tunisienne d Activites Petrolieres (ETAP) Scope includes: project management, detailed design, procurement, construction, pre-commissioning and startup performance testing of the new gas plant processing facility and the liquefied petroleum gas production facility 17

18 Appendix 1: Petrofac s positioning, examples Petronas, Malaysia Cendor PM304 field undeveloped for years but with proven reserves estimated at 24.6m barrels Petrofac is operator with a 30% interest; partners are Petronas Carigali, Kuwait Foreign Petroleum Exploration Company and PetroVietnam Investment Development Company Petrofac s full range of capabilities, Engineering & Construction, Operations Services and asset management, deployed to provide optimal solution Asset management focus on developing innovative solutions for smaller fields From farm-in to full production in less than two years, ahead of the prescribed timetable and below budget First oil achieved in September 2006; daily production approximately 14,000 barrels 18

19 Appendix 1: Petrofac s positioning, examples Ministry of Oil & Gas and PDO, Oman Harweel development cluster, PDO Turnkey project value approximately US$1 billion Scope includes: project management, detailed engineering, procurement, construction and precommissioning Training and support during commissioning of the project Kauther gas plant, Ministry of Oil & Gas US$246m lump-sum engineering, procurement and construction project with (initial) one-year operation Will draw capability across the Petrofac Group from Engineering & Construction to Operation Services 19

20 Appendix 1: Petrofac s positioning, examples Sonatrach, Algeria Ohanet is a large gas field development located in Illizi province Risk Services Contract (RSC) with Sonatrach; partners are BHP Billiton (Operator), Japan Ohanet Oil & Gas Co and Woodside Energy Average daily production is approximately 14.6 million m 3 /d gas, 24,240 bpd condensate, 2,770 tonnes per day LPG Petrofac investment US$100 million; US$1 billion total project value Pioneered the partnership business model First time non-recourse financing used in Algeria 20

21 UBS global oil & gas conference, Dubai Changing relationships in the oil service sector September 2007