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CONTENTS
4
38 OPEC ANGST
When Insight last looked at OPEC in late 2010, there wasnt even
a hint of the wave of protests that would shortly begin its sweep
across the Arab world, unseating regimes that had been in power for
decades. Nor was the extent to which shale would revolutionize oil
production in the United States remotely apparent.
44 SHIFTING SHALE
The vast amount of oil and gas suddenly generated by the North
American shale revolution has driven a rapid change in the market,
not least in the way crude is transported around the continent.
49 MARGINAL SUCCESS
16 THE PRICE DEBATE
Concerns over transparency in oil markets have been stoked by high
prices, even though oil is the most tracked commodity in the world.
Efforts to manage markets can only interfere with the necessary
signals that prices transmit to both producers and consumers.
58 BIOFUELS BACKLASH
In the face of dwindling support from many former advocates, the
global biofuels sector has been shifting focus to second generation
biofuels that do not compete with food for their feedstocks. But the
outlook for first generation biofuels is not as bleak as it might appear.
28 SUBSALT PINCH
Brazil faces tough questions over the pace of its subsalt oil boom:
has it got the regulatory regime right; is state oil company Petrobras
up to the massive task at hand; what wider impact might OGXs
spectacular fall from grace have?
DECEMBER 2013
insight
iii
1
insight
December 2013
EDITORS NOTE
Production Manager:
Production Ofce:
Nelson Sprinkle
Insight Magazine
1800 Larimer
Suite 2000
Denver, CO 80202
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Fax: 212-904-3232
President:
VP Finance:
VP Trading Services:
Larry Neal
Michael Twamley
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Dan Tanz
John Kingston
Dave Ernsberger
Simon James Thorne
Joe Innace
Jorge Montepeque
insight
DECEMBER 2013
fortunedatastore.com
Copyright 2012 Time Inc. FORTUNE and the FORTUNE Database names are trademarks of Time Inc. All rights reserved.
US FUELS
JOHN KINGSTON
Global Director of News
insight
DECEMBER 2013
US FUELS
An immature market.
DECEMBER 2013
insight
US FUELS
Two-bit RINs
The leaked document was a big push in
sending RINs prices by late October
down to a level that Americans used to
describe as two bits: 25 cents. That
would mark a decline of more than 80%
from its July high, the sort of decline
that doesnt seem all that odd when you
consider the various elements in this
market: a government mandate that
hasnt evolved with the market; an
inability to easily generate new supply
(you cant just make ethanol to create a
RIN it has to be consumed to generate
one); an immature market. Thats a
formula for huge volatility.
Finally, the 2013 RINS bubble, if it was
that, came to a crashing end. In midNovember, the EPA finalized its 15.21
billion gallons rule, and what was
interesting is that the RINs market
dropped further; the prospect of easier
rules was not baked into the price already.
The first trading on RINs after the
announcement took levels down near 16
cents; they rebounded to about 20 cents
and for the 2013 ethanol RINs, stood at
about 22 cents on November 22.
120
100
80
60
40
20
0
Jan
Feb
Mar
Source: Platts
insight
DECEMBER 2013
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
US FUELS
California teethin
The conspiracy theories have yet to hit
the California LCFS, probably because
its too early in the game. The goal there
is a 10% reduction in the carbon
intensity (CI) of the states fuel mix by
2020, with incremental increases in the
standard each year as 2020 approaches.
The LCFS is different from previous
fuels regulations in two key ways. First
of all, it is not requiring any bad
things to be taken out of the fuel, like
lead or sulfur. Those can be removed;
carbon cant be.
Second, the LCFS does not have tight
mandates, e.g., you must use X amount of
a certain type of fuel. In fact, the standard
of reducing carbon intensity by 10%
applies to the entire state and is not on a
LCFS CREDITS
Q2 2013
Q1 2013
Q4 2012
Q3 2012
Q2 2012
Q1 2012
Credits generated
Decits generated
802
560
430
390
310
340
617
550
250
250
240
230
Source: Platts
DECEMBER 2013
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US FUELS
insight
DECEMBER 2013
MANAGE
RISK
FIND SOLUTIONS
The energy industry is undergoing
enormous change. From conventional and
renewable electric generation and electric
transmission and distribution to natural gas
development, transmission and distribution, our
deep knowledge of the energy industry sets us
apart. We dont just manage risk, we find solutions
because we know the industry inside-out. Weve
been at the forefront of the industry for the past
75 years, and weve built a team thats fit for and
focused on the next 15 years.
nixonpeabody.com/energy | @nixonpeabodyllp
HYDROCARBON ECONOMY
ROSS MCCRACKEN
Editor,
Platts Energy Economist
THE REAL
REVOLUTION
The massive expansion of shale
oil and gas liquids in the US has
doused peak oil fever and apparently
given a new lease of life to the
hydrocarbon economy. But it hasnt
brought the price of oil down.
Nor has the regulatory onslaught
against high emission hydrocarbons
diminished. Substitution not shale is
the real revolution.
10
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DECEMBER 2013
HYDROCARBON ECONOMY
Shale shadow
Such enthusiasm for the maker of
expensive luxury electric cars may seem
strange in a country where cleantech
investment has been overshadowed to
some extent by the lack of federal climate
change legislation and a revolution in
domestic oil and gas output. More widely,
huge reserves growth in unconventional
resources would appear to have put paid
to concerns over peak oil and US import
dependencies.
The USs hydrocarbon economy now
appears sustainable at least beyond the
time horizons of the current generation.
Importantly, exposure to global oil and gas
supply chains is supposedly no longer part of
the price of Americas petroleum addiction.
However, the unconventional oil and gas
boom has not diminished the threat of
climate change, nor the regulatory impetus
for demand reduction and emissions
control measures. If anything, by dispelling
the idea that the hydrocarbon economy is
heading imminently towards the edge of a
supply precipice, it has raised
environmental concerns that hydrocarbons
will in fact be much harder to shake off, or
worse may gain a new lease on life. From a
climate change perspective, greater
availability of unconventional oil and gas is
a reason for greater activism.
There has indeed been a sea-change.
World proved oil reserves have seen large
Relative values
The cross-commodity impact of
unconventional oil and gas has been
much greater than its impact on the oil
market alone, and it is this impact that
may have the most far-reaching
consequences. The real sea-change has
not been the end of peak oil, nor the
change in US security interests
DECEMBER 2013
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11
HYDROCARBON ECONOMY
Price outlook
This change in relative values is likely to
be sustained. The global coal market, like
oil, has seen a huge rise in investment
over the past decade, taking its part in
the commodity super cycle, but it now
appears to have over-reached itself, with
supply catching up with demand.
It does not suffer the same political risk
profile as oil in terms of the stability of
its major producers, nor the presence of
a cartel powerful enough to influence
global prices, nor, indeed, is it as large in
terms of the amount of internationallytraded coal volumes compared with the
amount of coal that is produced and
consumed domestically.
30
25
20
15
10
0
2006
2007
2008
2009
2010
2011
2012
2013*
*Year-to-date
Source: Platts
0
1994
1997
Source: EIA
12
insight
DECEMBER 2013
2000
2003
2006
2009
2012
HYDROCARBON ECONOMY
04-Mar
29-Apr
24-Jun
19-Aug
14-Oct
14-Nov
Source: Nasdaq
1800
Natural gas
Oil
1640
180
1480
160
1320
140
1160
120
100
1000
1996
2000
2004
2008
2012
Linked processes
There are two major processes in train. A
shift in the current and future availability
of oil and gas, and the substitution of
hydrocarbons for low carbon sources of
energy. Both are supportive of oil
substitution because there is considerable
doubt that the increased availability of
economically recoverable oil
DECEMBER 2013
insight
13
HYDROCARBON ECONOMY
2003
14
insight
DECEMBER 2013
2005
2007
2009
2011
OPINION
JORGE MONTEPEQUE
Global Director of Markets
$DEBATE
THE
PRICE
The issue
Prices for Dated Brent, the global
bellwether for crude oils, reached a peak
of over $145/barrel in June 2008, then
tumbled all the way down to nearly
16
insight
DECEMBER 2013
OIL PRICES
1000
800
600
400
200
2004
2005
2005
2007
2008
2009
2010
2011
2012
2013
Source: FT
DECEMBER 2013
insight
17
OIL PRICES
The contraction
9.5
9.0
8.5
8.0
7.5
7.0
6.5
6.0
Mar-91
Mar-93
Mar-95
Mar-98
Mar-99
Mar-01 Mar-03
Mar-05
Mar-07
Mar-09
Mar-11
Mar-13
Source: EIA
DATED BRENT
150
130
110
90
70
50
30
Jan-07
Nov-07
Sep-08
insight
Jul-09
May-10
Mar-11
Jan-12
Nov-12
Sep-13
Source: Platts
18
DECEMBER 2013
OIL PRICES
8.9
6.4
8.4
7.9
7.4
6.9
5.9
Jan-05
Nov-05
Sep-06
Jul-07
May-08
Mar-09
Jan-10
Nov-10
Sep-11
Jul-12
May-13
Source: Platts
Jul-05
Jul-06
Jul-07
Jul-08
Jul-09
Jul-10
Jul-11
Jul-12
Jul-13
Source: EIA
DECEMBER 2013
insight
19
OIL PRICES
The solutions
While classical economists would look to
address prices through measures that
influence demand or supply, efforts on the
soft side of pricing continue. There are
various initiatives to improve transparency
and/or implement new procedural or data
recording processes. These proposed changes
or principles, though, do not add or subtract
one single barrel of oil supply or demand.
One area of concern in the wider
industry is the potential for unintended
consequences for the integrity of pricing
processes from these initiatives, all the
more so because the energy industry is
undergoing major fundamental changes.
We are seeing many inflection points sharp
changes in direction in the oil industry
currently. Not least among these is the US no
longer being the largest waterborne importer
of crude oil, ceding the top spot to China.
There is also the ongoing decline in
production from the North Sea, which
20
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DECEMBER 2013
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21
REFINING SECTOR
STUART ELLIOTT
Senior Managing Editor,
Europe & Africa Oil News
EUROPES
REFINING MOMENT
After enjoying strong margins in the
early part of the century, Europes
refining sector has wilted in the
face of alternate fuels, collapsing
demand, engine efficiencies,
overseas competition, health and
safety costs and, more recently,
emissions legislation. Will a review
by Brussels offer any respite?
22
insight
DECEMBER 2013
REFINING SECTOR
Courtesy: Shell
Real vulnerability
One of the major issues facing the sector
is current and proposed European
legislation. Brussels over the summer
held its first refining forum to look at
how it would affect the sector and
another in late November.
BPs regional vice president for Europe,
Peter Mather, said in April that the
Commission needed to review its
policies to help the sector survive its
current competitiveness crisis. The EU
refining sector has a real vulnerability,
caught in a global market between the
US with its low fuel costs and Asia with
its low labor costs, Mather said.
At the same time EU refiners are having
to invest to meet increasingly stringent
EU controls, for example on industrial
emissions, which is eroding already
narrow margins, he added.
EU refining trade body Europia estimates
that there is around $30 billion of
investment already announced for EU
refinery projects to 2020, but that another
$21 billion would be required to meet the
changes in demand and new specifications.
That $51 billion total equates very roughly
to $1/b on the refining margin in Europe,
which makes it massively significant as
the normal margin ranges from $0 to
$5/b, Mather said. A lot of this
DECEMBER 2013
insight
23
REFINING SECTOR
Owner
Period
Italy
Mantova
Gela
Rome
Falconara
Cremona
Porto Marghera
MOL
Eni
TotalErg
API
Tamoil
Eni
55
105
86
83
90
80
To close permanently
10 month closure
Permanent closure
6 month closure
Permanent closure
Permanent closure
January 2014
June 12-April 13
September 2012
January-June 2013
October 2011
Q3 2013
Petroplus
Petroplus
LyondellBasell
Total
162
85
105
140
Permanent closure
Permanent closure
Mothballed
Permanent closure
December 2012
November 2010
January 2012
September 2009
France
Petit Couronne
Reichstett
Berre lEtang
Dunkirk
Germany
Harburg
Wilhelmshaven
Shell
Hestya Energy
110
260
Permanent closure
Permanent closure
April 2013
October 2009
Petroplus
Petroplus
220
117
Permanent closure
Permanent closure
July 2012
May 2009
70
Permanent closure
January 2012
UK
Coryton
Teesside
Romania
Arpechim
Petrom
Czech Republic
Paramo
Unipetrol
20
Rosneft
160
Permanent closure
May 2012
Indenite closure
March 2012
Ukraine
Lisichansk
Source: Platts
24
insight
DECEMBER 2013
Killer regulation
The Commissions fitness check for the
sector will look at the quantitative and
qualitative impacts of relevant EU
legislation on costs and productivity. But
whether it can actually achieve anything
is open to question. Its hard to see what
Brussels can do that wouldnt undermine
REFINING SECTOR
Buyers wary
There is, of course, one alternative to
shutting refining capacity in Europe,
and that is selling it. But buyers have
not been exactly climbing over one
another for European assets when
theyve come up for sale.
DECEMBER 2013
insight
25
REFINING SECTOR
insight
Courtesy: MOL
26
DECEMBER 2013
BRAZILIAN UPSTREAM
ROBERT PERKINS
News Correspondent
SUBSALT
PINCH
Brazil faces tough questions over the
pace of its subsalt oil boom: has it
got the regulatory regime right; is
state oil company Petrobras up to
the massive task at hand; what wider
impact might OGXs spectacular fall
from grace have?
Courtesy: EBX
28
insight
DECEMBER 2013
BRAZILIAN UPSTREAM
Exploration blocks
Golfinho
BRAZIL
Oil elds
Pre-salt region
Vitoria
Espirito Santo
Basin
Sao Paulo
Rio de Janeiro
Marlim
Ocean
2km
Post-salt
1km
Salt
2km
Campos
Basin
Curitiha
Franco
Libra
Iara
Lula (Tupi)
Sapinhoa (Guara)
Florianopolis
Santos Basin
Pre-salt
Atlantic
Ocean
5-7km
below
surface
Source: Carrie Cockburn/The Globe and Mail, Petrobras, Wood Mackenzie, Graphics News
DECEMBER 2013
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29
BRAZILIAN UPSTREAM
Creeping costs
Certainly the creeping costs of
developing large deepwater finds in
recent years have put players off. The
contract terms are also tough with the
governments total take from the field,
including taxes, one of the highest in the
world at about 80%.
The IEA estimates that Brazil requires a
massive $1.34 trillion in cumulative
investment in the oil sector over the next
two decades, or $57 billion per year on
average. Including gas, the IEA sees the
requirement for upstream spending in
Brazil averaging $60 billion per year, on
par with Russian and higher than the
whole of the Middle East.
MILLION B/D
6
2
2012
2015
2020
2025
2030
2035
Source: IEA's Medium Term Oil Market Outlook and World Energy Outlook 2013
100
80
60
40
20
0
Dec-10
Jun-11
Source: Petrobras
30
insight
DECEMBER 2013
Dec-11
Jun-12
Dec-12
Jun-13
BRAZILIAN UPSTREAM
Subsalt challenges
Brazils technically challenging, superdeepwater subsalt fields have cost a lot
more than first expected to produce and
lifting costs have soared over the last
few years.
With the cost of drilling a subsalt
development often representing more
than half of its total capex, timely access
to reasonably-priced rigs has become a
key problem. The UKs BG Group in
particular has suffered from costly
slipped project milestones on the massive
Guara/Lula development due to
contractor holdups.
The bloated costs of doing business in
Brazil, often referred to as the Custo
Brasil, have been well documented with
disgruntled investors pointing variously
to poor infrastructure, red tape, high
taxes and low productivity.
OGX BURNS UP
Since Petrobras discovered the rst of Brazils
giant subsalt oil elds in 2007, investors have
pumped billions of dollars into domestic oil
start-ups keen to tap into the market
exuberance that followed. This year some of
those bets began unraveling at a scale and
pace that have taken many by surprise.
At the top of the pile is the spectacular decline
of Brazils OGX; essentially a story of a
debt-laden start-up which overpromised and
under-delivered.
The agship of a business empire run by
Rio-based tycoon Eike Batista, OGX banked
$4.1 billion from a 2008 public offering less
than a year after it was set up.
Then the biggest IPO in Brazilian history, OGX
backed up its promises of future offshore oil
wealth with estimates that its blocks in the
Campos and Santos basins held 4.8 billion
barrels of oil equivalent of reserves.
But Tubarao Azul, its rst development, failed
to live up to companys ambitious output
targets and the company also soon racked up
debts of over $5 billion buying more
exploration assets to fuel future growth.
Earlier this year, OGX hit the markets with
news that most of the elds it has explored
arent economically viable and its only
producing oil wells were ops.
After wiping further millions from the companys
market value, the bombshell also set in motion
a chain of events culminating in OGX defaulting
on its interest payments and then ling for
bankruptcy protection at the end of October. At
that point it was valued at $190 million; just
three years earlier it had a stratospheric market
capitalization of some $45 billion.
A thick cloud now hangs over the future of OGX.
Documents on OGXs website indicate that the
company will run out of cash in December and
that it needs $250 million in new money to
continue operations through April 2014.
Ultimately, OGXs survival hinges on whether it
can generate cash from its most promising oil
eld, Tubarao Martelo, and if can hold on to its
remaining licenses.
continued over page...
DECEMBER 2013
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31
BRAZILIAN UPSTREAM
32
insight
DECEMBER 2013
FRANK WATSON
Managing Editor,
Emissions Markets
ABBOTTS
CARBON
Internationally there is a clear
momentum behind emissions
trading systems but Australia is
going against the grain following
the election of Prime Minister Tony
Abbott. If his new government
successfully repeals the Carbon
Pricing Mechanism, the country
will become a test bed for
alternatives to cap-and-trade
systems in other regions.
GAMBIT
Australias plans to launch a carbon
market in 2014 look destined for the
scrapheap after the Liberal party led
by Tony Abbott, who in 2011 famously
swore a blood oath to repeal
legislation putting a price on
Australian industrys carbon dioxide
emissions beat Kevin Rudds ruling
Labor party in national elections in
September 2013.
But the underlying reason for the
Carbon Pricing Mechanism has not
gone away: governments want to
control greenhouse gas emissions to
keep global warming limited to levels
that scientists believe will avoid
dangerous interference in the global
climate system the stated goal of the
United Nations Framework Convention
on Climate Change.
Australias emissions could be 20%
higher than 2000 levels by 2020 if the
country takes no action, according to the
previous government, instead of 5-25%
lower as intended. Whether through capand-trade, or more direct action,
Australia has agreed to cut its greenhouse
emissions by at least 5% from 2000
DECEMBER 2013
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33
34
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DECEMBER 2013
DECEMBER 2013
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35
36
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DECEMBER 2013
Cap-and-trade vs tax-and-hope
In Europe, policy makers chose cap-andtrade because they could find no other
policy that guarantees a specific
emissions reduction, over an agreed
timeline, while driving lowest cost
emissions abatement.
A direct tax on CO2 emissions was
rejected in Europe because it cannot
guarantee an environmental outcome,
and is not supported by industry.
Tax is an effective tool for generating
revenue for governments, but would do
little to help the environment if polluters
simply pay the tax and broadly continue
on a business-as-usual emissions
trajectory.
China historically a command-andcontrol economy, and one of Australias
DECEMBER 2013
insight
37
OPEC
MARGARET MCQUAILE
Senior Correspondent
OPECANGST
38
insight
DECEMBER 2013
OPEC
Courtesy: OPEC
DECEMBER 2013
insight
39
OPEC
40
insight
DECEMBER 2013
Mending fences
OPEC
Painful revolutions
Two other major developments are still
playing out, the tragically misnamed Arab
Spring and the shale oil revolution in the
United States, but their effects have already
caused considerable pain to some in OPEC.
The unrest that began in Tunisia in early
2011 swiftly spread to Libya and, over
the following months, sent crude
production plunging from close to 1.6
million b/d in January to virtually nothing
by the summer. The regime of Libyan
strongman Moammar Qadhafi was
ousted and Qadhafi himself killed, and a
new interim administration took control.
By January 2012, crude output had
recovered to around 1 million b/d and
DECEMBER 2013
insight
41
OPEC
42
insight
DECEMBER 2013
50+
Platts
conferences per year
covering energy policy
and trends
73%
of Fortune
readers noted seeing
Fortune special sections
and
66%
took action
after noting the ads that
ran within them
OPPORTUNITY
North Americas massive shale gas/oil and liqueed natural gas deposits are
transforming world energy markets. The U.S. is the worlds number one
natural gas producer, and rapidly expanding shale gas and oil production is
predicted to make North America a net energy exporter by 2025. Yet despite
safer, more regulated extraction methods and the advent of globally
transportable liqueed natural gas, the environmental debate still rages. How
farand how fastcan shale gas development grow?
IN PARTNERSHIP WITH
This July, Fortune will partner with the energy experts at Platts to present
The New Energy Economy, a custom section exploring all the issues
affecting shale gas/oil and liqueed natural gas production and energy
security, offering a detailed look at the economic benets increased
production will create, including up to one million new jobs and new trade
opportunities with countries in Asia and Europe. For Fortunes 3.8 million
readers, the section delivers a timely update on an industry every business
leader needs to understand.
US OIL MARKET
STARR SPENCER
BRIDGET HUNSUCKER
Managing Editor,
Markets
Editor,
Oil News
SHIFTING SHALE
The vast amount of oil and gas
suddenly generated by the North
American shale revolution has driven
a rapid change in the market, not
least in the way crude is transported
around the continent.
44
insight
DECEMBER 2013
US OIL MARKET
DECEMBER 2013
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45
US OIL MARKET
Altered slates
Seeing the potential to unload more crude,
shippers soon shifted away from sending
manifest cars, or only a few at a time on a
single train. They began loading unit
trains instead. On a unit train, railcars all
carry the same commodity. A crude unit
can consist of up to 120 railcars.
CA NA DA
TransMountain
(590 Mb/d) 800 Mb/d
Line #5
(50 Mb/d) 540 Mb/d
Alberta Clipper
(120 Mb/d) 570 Mb/d
Line #6B
Line #61
(260 Mb/d) 560 Mb/d
(160 Mb/d) 560 Mb/d
(640 Mb/d) 1200 Mb/d
Keystone XL
508 Mb/d
Guernsey, WY
U NI T E D S TATE S
Southern Trails
120 Mb/d
Pony Express
210 Mb/d
Line #62
260 Mb/d
Whiting
Phase 1- Coker
Niobrara Falls
Phase 2 - Hydrotreater
Cushing, OK
125 M/d
105 Mb/d
Keystone Gulf Coast
White Cliffs
508 Mb/d
Permian Express
80 M/d
Trunkline
2013 - 90 Mb/d
420 - 660 Mb/d
2014 - (60 Mb/d) 150 Mb/d
Flanigan South
600 Mb/d
Permian Express
Phase 2
200 Mb/d
Seaway Expansion
(450 Mb/d) 800 Mb/d
BridgeTex
278 Mb/d
ME XI CO
46
insight
DECEMBER 2013
Cactus Pipeline
200 Mb/d
Westward Ho
300 Mb/d
Longhorn
225 Mb/d
Ho-Ho Pipeline
250 - 500 Mb/d
Line #9
Phase 1
240 Mb/d
Line #9
Phase 2
60 Mb/d
US OIL MARKET
Barge up
As crude by rail gained momentum, crude
by barge rode in behind its tracks.
Quickly, crude-by-barge markets emerged
in new areas, mostly from the Port of
Corpus Christi in Texas. Barge shippers
began moving Eagle Ford crude to refiners
all along the US Gulf Coast and beyond.
Those shipments have grown substantially
from two years ago, when they were about
7,000 b/d, to more than 500,000 b/d,
according to industry sources.
As in Corpus Christi, North American
ports are expanding docking capabilities
to pave the way for more crude-by-barge
shipments. And in many cases, investors
are seeking ways for crude by rail and
barge to work in tandem.
On the US West and East coasts, crude
can be railed to a terminal, where it is
then loaded onto a barge. Many US East
Coast refiners have already implemented
this method. Along the West Coast,
terminal operators and refiners are
making big plans to replicate the process.
For example, US refiner Tesoro plans to
send price-advantaged crude by barge to its
Construction began on the latter 700,000830,000 b/d pipeline earlier this year, which
was expected to go into service at the end of
2013. If Keystone XL is built, the Gulf Coast
continued over page...
DECEMBER 2013
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US OIL MARKET
48
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DECEMBER 2013
US POWER MARKETS
PETER MALONEY
Senior Writer,
Megawatt Daily
MARGINAL
SUCCESS
DECEMBER 2013
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49
US POWER MARKETS
200,000
Forecast peak
Reserve margin
180,000
Version of socialism
Despite the apparent successes, capacity
markets have come under frequent and
vocal criticism, particularly from power
generators and from developers of power
projects, for not sending price signals
sufficient to encourage new investments.
I believe that there are significant and
fundamental flaws in the process,
Anthony Alexander, president and CEO
of FirstEnergy, recently said, referring to
the capacity auction in PJM where his
company operates.
Nick Akins, president and CEO of
American Electric Power, one of the
largest US utilities, was even stronger in
his criticism. AEP has issues with this
regulatory construct we sometimes call a
capacity market in PJM.
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
*
0
2007
2008
2009
2010
2011
2012
2013
*PJM installed capacity numbers for 2013 not announced until 2014.
50
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DECEMBER 2013
NYISO
MISO
PJM
ISO-NE
33,279
39,592
18.8
17
91,532
108,742
18.8
14.2
145,029
187,531
29.3
15.9
26,690
32,458
21.6
15
US POWER MARKETS
ISO-NE
PJM
5,000
4,000
3,000
2,000
1,000
0
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
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US POWER MARKETS
150
100
0
2010-11
2011-12
insight
50
52
DECEMBER 2013
2012-13
2013-14
2014-15
2015-16
2016-17
US POWER MARKETS
DECEMBER 2013
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BRIAN SCHEID
Editor
54
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56
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GLOBAL BIOFUELS
JONATHAN KINGSMAN
Global Director Agriculture,
Platts
BIOFUELS
BACKLASH
In the face of dwindling support from
many former advocates, the global
biofuels sector has been shifting
focus to second generation biofuels
that do not compete with food for
their feedstocks. But the outlook
for first generation biofuels is not as
bleak as it might appear.
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DECEMBER 2013
GLOBAL BIOFUELS
Courtesy: iStockphoto.com
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59
GLOBAL BIOFUELS
Nominal
200
150
100
50
Sep-91 Sep-93 Sep-95 Sep-97 Sep-99 Sep-01 Sep-03 Sep-05 Sep-07 Sep-09 Sep-11 Sep-13
Source: FAO and Kingsman
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DECEMBER 2013
GLOBAL BIOFUELS
150
260
WTI Oil (LHS)
USDA Farm Price Index (RHS)
120
220
Correlation = 0.77
90
180
60
140
30
Oct-04
Oct-05
Oct-06
Oct-07
Oct-08
Oct-09
Oct-10
Oct-11
Oct-12
100
Oct-13
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GLOBAL BIOFUELS
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DECEMBER 2013
Exactly what Im
looking for in a
partner on my projects.
www.nteenergy.com | 904-687-1857
DECEMBER 2013
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EDWARD LEVY
Assistant Editor,
Global Oil
GRAYING
AT THE
The upstream oil and gas industrys
technical innovations and pioneering
spirit have been pushing back the
boundaries that once seemed to
place an upper limit on production,
but it faces a potential constraint of
a very different kind a shortage
of the necessary skills to keep the
boom going.
EDGES
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Local worker
Imported worker
163,600
111,000
123,000
68,300
47,200
41,900
114,400
152,600
55,100
57,900
86,500
121,400
93,400
35,100
171,000
131,400
122,500
161,400
124,500
117,200
79,700
128,600
140,800
151,100
81,000
123,800
93,100
97,300
Negative perceptions
Part of the problem is that the industry
competes against other well remunerated
technical sectors for what is generally
perceived the world over to be a too
shallow pool of graduates in the STEM
subjects science, technology,
engineering and mathematics. The legacy
of the 1980s negative perceptions
surrounding the oil and gas industry and
its volatility contributed to fewer such
graduates actively choosing to enter the
sector over the succeeding decades.
Price fluctuations may imply a bust in
the near future, which makes it difficult
to entice new workers into the job market
even in prosperous times, said Katie
Hester, a Deloitte energy consultant.
After downsizing in the 1980s and early
1990s, many young engineers entered the
tech sector instead of oil and gas.
Geologist 2.4%
Contract
Administrator
9.4%
Drilling 9.4%
Engineer 52.6 %
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Q: Large-scale fuel purchasers are making new types of decisions in todays shifting energy landscape. More, for example,
are using natural gas for power plants. How are shifting demand trends impacting upstream strategies and operations?
Al Walker, President, CEO & Chairman of Anadarko: Until demand catches up with this newfound supply, we do see
commodity prices for natural gas being range-bound, and were actively managing that within our portfolio. Anadarkos in
the fortunate position of having assets that offer higher liquid yields in the US onshore where we can efficiently deploy
capital and generate higher rates of return, while maintaining the option of increasing activity in more natural-gas prone
plays as commodity prices adjust.
Q: What needs to happen downstream in order to more effectively bridge the US shale boom?
Rick Bott, President and Chief Operating Officer at Continental Resources: Theres only one Bakken. The light,
sweet crude produced in the Bakken has numerous qualities attractive to refiners very low sulfur, consistent API gravity
and high quality refining yields to name a few. Bakken can be delivered to all three coasts, the Midcontinent and
Canada. Refiners have taken notice and are investing in additional light, sweet processing capacity to run more Bakken
outright or as blendstock for heavy-sour crudes. The demand for Bakken extends globally. Were the US to remove export
barriers, our trading partners in Asia, South America and Europe would be able to efficiently refine Bakken crude and
deliver refined products back to the United States.
Q: How are power industry players using new tools to help them manage emergent risks?
Paul Cusenza, CEO and Chairman of Nodal Exchange: Power industry executives are looking at many questions
around shale gas, renewables, nuclear and coal. With all these unknowns, how do you know what your revenues will be
in 2014? If you want to remove the price risk, we help with that by enabling entities to hedge that risk. You can do that
now at your pricing node on the electric grid with a granular futures contract on Nodal Exchange where all contracts are
cleared to address the credit risk as well.
Q: Where are marketplace innovations removing roadblocks to help executives make better decisions?
Paul Cusenza, CEO and Chairman of Nodal Exchange: In the past, cleared power contracts were only offered at the
hubs. It didnt really meet the needs of power companies. They were still exposed to significant price risk at their locational
node. Prior to the creation of Nodal Exchange, nobody cleared nodal contracts.
Q: How are upstream and midstream firms exploiting more abundant natural gas supplies?
Kristian Rix, deputy director for international communication at Repsol: The conversion from coal to natural gas in
power plants told us that gas was going to be more in demand. LNG technology was allowing you to transport it from
one continent to another. So weve built up a position on both sides of the Atlantic and also on the Pacific. We built a
terminal in Peru, which was key to supplying Japan when its nukes were shut down after the earthquake.
Q: What strategic steps are smaller exploration-and-production companies taking to generate cash for
capital-intensive exploration projects?
Kristian Rix, deputy director for international communication at Repsol: We have the highest exploration spend, per
barrel produced, amongst integrated oil and gas companies in the industry. Were generating that cash by bringing
projects online, such as the big Brazilian offshore fields and Bolivian fields. We also upgraded all of our refining system in
Spain by investing around $5 billion. So weve increased our capacity to provide high-value fuels in Europe, which is very
diesel-hungry.
CNOOC
In the past year, CNOOC Limited made significant progress in all aspects of business and maintained a good
performance. In addition, the Company is committed to enhancing the capability for sustainable development. The
nomination of Platts Global Energy Award is undoubtedly a prestigious recognition to CNOOC Limited as well as a
great motivation to drive its future growth. The Company will work even harder in the future to maintain its high
standard of corporate governance and leadership practice. Looking ahead into 2014, with the continuous support from
stakeholders, CNOOC Limited will dedicate more efforts to transform itself into a global energy company, supply more
energy to the world, and make greater contributions to the communities and society.
KOSPO
Our vision is to become one of the world`s leading power generation companies. Korea Southern Power, Ltd. is ready to
run at full speed in a future race to the world. We will strengthen differentiated competitiveness to realize tomorrow`s
vision today. And this moment, executives and employees in our company try to change ahead and always try
renovation. First of all, we take opportunity in the market by competitive preference of production, sales, technology.
Then we will become a blue chip company that leads market standards with efficiency, responsibility, profitability and
competitive corporate culture. This is our ambition.
DECEMBER 2013
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Al Walker
Chairman, President and CEO
Anadarko Petroleum Corporation
Anadarkos Mission
Anadarkos mission is to deliver a competitive and sustainable
rate of return to shareholders by exploring for, acquiring and
developing oil and natural gas resources vital to the worlds
health and welfare. Anadarko is committed to finding and
producing the energy our world needs, overcoming challenges
through engineering, science, technology and talent.
Anadarkos Commitment
With Anadarkos world-class projects, inspiration isnt hard to find.
Recent accomplishments include the startup of oil production at
the El Merk project in Algeria, natural gas discoveries that rank
among the worlds largest in Mozambiques deepwater Rovuma
Basin and the advancement of sanctioned large-scale projects in
the Gulf of Mexico at Lucius and Heidelberg.
Anadarkos Operations
Anadarkos US onshore resource plays provide the solid, lowerrisk foundation that enables the company to seek higher-impact
projects in global deepwater basins. The company utilizes
innovative technology and industry-leading practices to safely
enhance drilling and completion techniques, increase well
productivity, reduce costs and improve environmental
performance from a balance of liquids-rich and natural gasbearing formations in the US. In the deepwater Gulf of Mexico,
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Jeanne Schwartz
Vice President, New Venture Commercialization
Assurant, Inc.
Assurant, Inc.
Assurants Solar Group
Assurants solar group helps solar project developers and
investors protect what matters to them most their financial
investment in their renewable energy projects. Founded in
2011, Assurants solar group provides innovative insurance and
risk management solutions to protect the financial health of
residential and commercial solar projects throughout the project
lifecycle. A key part of this protection is Assurants industry
leading warranty management program. This coverage
authorizes and pays claims, labor and shipping replacement
parts on any warrantied equipment even after an original
equipment manufacturer goes out of business. By providing a
single point of contact for all warranty components, the
warranty management program makes it easier to maintain solar
projects throughout their projected lifespan.
Business interruption coverage when a component is damaged and not producing energy;
Single point of contact for all components, regardless of
original equipment manufacturer (OEM), and even if that
OEM is no longer in business;
Claims authorization, payment and management of any warranty claim; and
Coverage for de-installation labor, shipping costs and reinstallation of warrantied components.
DECEMBER 2013
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Chris Faulkner
Chief Executive Officer
Breitling Energy
Breitling Energy
Based in Dallas, Texas, Breitling Energy was founded on the
fundamental principles of applying state-of-the-art petroleum
and natural gas exploration and extraction technology to the
development of onshore oil and natural gas projects. Breitlings
focus areas include Texas, Oklahoma and North Dakota.
Breitling offers oil and gas investment opportunities through
direct participation programs and oil and gas direct
participation working interest which enable investors to
participate in the potential cash flow and unique tax benefits
associated with oil and gas investments. Especially important in
a downturned economy, oil and gas investments allow savvy
investors to diversify and reinforce their investment portfolios
with a stable commodity that is in steady demand.
Breitling Energy is a large independent (non-integrated) oil and
natural gas company in the US with proved reserves
throughout most major basins in North America.
Breitlings exploration activities are focused on adding profit
generating production to existing core areas and developing
potential new core areas. Breitlings production operations
supply liquid hydrocarbons and natural gas to the growing
world energy markets. Worldwide production operations are
currently focused in North America.
Breitling Energys primary goal is to increase the value of
acquired properties through a combination of exploitation,
drilling and proven engineering extraction practices, with its
most significant emphasis on CO2 tertiary recovery operations.
74
Acquire oil and gas properties that provide a majority working interest and operational control or where it can ultimately be obtained.
Maximize the value of these properties by increasing production and reserves while controlling cost.
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DECEMBER 2013
Li Fanrong
Chief Executive Officer
CNOOC Limited
CNOOC Limited
CNOOC Limited (the Company), incorporated in Hong
Kong in August 1999, was listed on the New York Stock
Exchange (code: CEO), The Stock Exchange of Hong Kong
Limited (code: 00883) and the Toronto Stock Exchange (code:
CNU). The Company has been selected as a constituent stock
of the Hang Seng Index, Hong Kong, since July 2001.
The Company is Chinas largest producer of offshore crude oil
and natural gas and is one of the largest independent oil and
gas exploration and production companies in the world. The
Company mainly engages in exploration, development,
production and sales of oil and natural gas. In addition to its
major domestic operation areas in offshore China, CNOOC
Limited has greatly extended its global presence in overseas and
raised its international profile in recent years.
Core competencies
As a large E&P company, we have a large and diversified asset
portfolio across offshore China and globally. This diversified
portfolio provides tremendous growth opportunities for us. We
have been uniquely benefited by inheriting our parent
company, CNOOCs exclusive right to explore and develop oil
and gas in offshore China in cooperation with foreign partners,
and have developed our leadership position in offshore China.
Our experienced management team has a proven track record
on execution, which is clearly demonstrated by our historical
growth. We have strong project management and cost control
capability and maintain strong track record of completing
projects on time and on budget. We also have a stable, highly
motivated workforce with strong technical expertise.
The acquisition was the largest one of its kind made by Chinese
companies and has become an important milestone on the
Companys road of internationalization.
The acquisition of Nexen was completed on February 26,
2013. The transaction has not only brought rich resources and
diversified asset portfolio for the long term development of the
Company, but also veteran management and staff of Nexen
who have extensive working experience in major oil and gas
producing areas around the world.
On September 18, 2013, CNOOC Limited began trading on
the Toronto Stock Exchange. Listing on the TSX represents our
continuous commitment to maintaining transparency and
good corporate governance in the countries where we operate.
On October 22, 2013, as part of a consortium, the Company
has been awarded a 35-year production sharing contract to
develop the Libra pre-salt oil discovery in the Santos Basin,
offshore Brazil. The participation of CNOOC Limited in Libra
project not only signifies the milestone of a strategic entry into
ultra-deepwater field for the Company, it also aligns with our
philosophy of seeking partnerships to expand our global
footprints.
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Harold Hamm
Chairman and Chief Executive Officer
Continental Resources
Continental Resources
Continental Resources is a Top 10 independent oil producer
in the United States. Based in Oklahoma City, we are the
largest leaseholder and producer in the nations premier oil
field, the Bakken play of North Dakota and Montana. We also
have significant positions in Oklahoma, including our recently
discovered SCOOP play and the Northwest Cana play. With a
focus on the exploration and production of oil, Continental is
on a mission to unlock the technology and resources vital to
American energy independence.
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Entrepreneurial Spirit
As a first mover, experimenting and deploying the cuttingedge technology of today, we demonstrated the Bakkens
massive resource potential early on, allowing us to amass the
plays most commanding position. We continue expanding
and extending the play, which is now recognized as one of the
insight
DECEMBER 2013
NYSE CLR
CLR.com
Sang Ho Lee
President and CEO
Korea Southern Power Corporation Limited
KOSPO
the first and biggest of its kind in the world to be dedicated to low
rank coal combustion. It is currently under construction with a
completion date targeted for 2015.
History
KOSPO was divided from Korea Electric Power Corporation
(KEPCO) in 2001 and has grown into the largest thermal
power generation company in Korea in terms of total
generation capacity, and sales volume and revenue. KOSPO has
also become the most domestically renowned energy company
through the highest thermal efficiency of its power plants and
its premier position in renewable energy developments.
KOSPOs strengths
Management principle
Domestic business
KOSPO is contributing to national economic growth with best in
class plant operating capability and maintenance technology.
KOSPO has achieved a top-ranked performance and the first 6.9
billion USD sales among Korean generating companies in 2012.
KOSPO has a total generation capacity of 9,240 MW and recorded
63,393 GWh gross generation in 2012. KOSPO made groundbreaking improvements to Circulating Fluidized Bed Combustion
(CFBC) technology to adjust the range of combustible fuels from a
previous level of 6,080 kcal/kg down to 3,750 kcal/kg level coals.
Currently, the 1,000 MW capacity Samcheok Green Power Plant is
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Overseas business
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DECEMBER 2013
Total Employees
Assets
Capital
Liabilities
Electric Power Sold
1,938
7.086 bil. USD
3.743 bil. USD
3.343 bil. USD
61,079 GWh
Paul Cusenza
Chairman and Chief Executive Officer
Nodal Exchange
Nodal Exchange
Nodal Exchange is the first commodities exchange dedicated to
offering locational (nodal) futures contracts and related services
to participants in the organized North American electric power
markets. Nodal Exchange builds on the success of the existing
Regional Transmission Organization (RTO/ISO) Real Time
and Day Ahead markets by offering cash settled futures
contracts in a cleared market enabling Nodal Exchange
participants to effectively manage basis and credit risk.
Since its launch in April 2009, Nodal Exchange has grown to
become a significant part of the North American power market,
obtaining a market share of over 27% of all cleared North
American power futures contracts, measured by open interest, as
of October 31st, 2013. Notional value of open positions is about
$15 billion per side and $30 billion in total. Nodal Exchanges
success is due to many innovations, and, in particular, to its
granular contract offering, which allows participants to create
more effective hedges. Nodal Exchange is the leading market for
power basis trading across all cleared markets, Nodal Exchange
has an over 50% market share of zonal open positions and a
100% market share of nodal open positions. Nodal Exchange is
continuing its strong growth with year-to-date 2013 trading
volumes more than doubling those for the same period in 2012.
Product Innovation
Nodal Exchange is constantly evolving its offering to meet the
changing needs of the North American power market. Since
Capital Efficiency
Nodal Exchange provides effective risk management and
superior capital efficiency through the use of portfolio Value-atRisk (VaR) margining. This robust and effective approach to
margining, which accounts for the correlations between many
different contracts, even across ISOs and different commodities
(e.g., power and gas), results in greater capital efficiency for
Nodal Exchange Participants.
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Pierre Eladari
Chief Executive Officer
Puma Energy
Puma Energy
Puma Energy is a global integrated midstream and downstream
oil company active in over 35 countries. Formed in 1997 in
Central America, Puma Energy has since expanded its activities
worldwide, achieving rapid growth, diversification and product
line development. The company directly manages over 6,000
employees. Headquartered in Singapore, it has regional hubs in
Johannesburg (South Africa), San Juan (Puerto Rico), Brisbane
(Australia) and Tallinn (Estonia).
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DECEMBER 2013
Antonio Brufau
Chairman and CEO
Repsol
Repsol
Repsol is an international integrated oil and gas company based
in Spain. Headed since 2004 by Antonio Brufau, it is one of
the largest private oil companies in the world, operating in over
30 countries.
Repsol produces 360,000 barrels of oil equivalent per day. It
operates chemical plants and state-of-the-art refineries, handling 37
million tonnes of crude oil, which is transformed into different
products and distributed at nearly 5,000 service stations worldwide.
Repsols performance in the last three years has led analysts to
rate it one of the most attractive companies in the world by
portfolio. In 2013, the company reported 10 oil discoveries
worldwide, achieving its resource incorporation goals for the
whole year six months early and in 2012 Repsol had a reserve
replacement ratio of 204%. Repsol also expanded its refining
portfolio, investing billions to convert its refining system in
Spain, making it one of the most advanced and efficient in
Europe and boasting superlative conversion capacity.
Betting on technology
Repsol believes that investment in technological innovation is
crucial to achieving a more efficient and sustainable energy
system which can keep up with energy demand whilst
guaranteeing the sustainability of the environment. Repsol
invested $110 million in R&D during the course of the year to
make this vision a reality.
In 2013 Repsol and Indra, an award winning company in the
field of energy and advanced technology, joined forces to
develop a pioneering technology known as HEADS
(Hydrocarbon Early and Automatic Detection System),
designed to achieve unprecedented automatic detection of oil
spills, improving reaction times and safety.
Other pioneering projects developed throughout 2013, which
include Project Kaleidoscope and Project Sherlock, will enable
Repsol to access untapped reserves in new frontier areas. The
Socially responsible
Repsol strives for the welfare of people and is a step ahead in
building a better future through the development of smart
energy solutions. Through hard work, talent and enthusiasm,
the company is making progress in offering the best energy
solutions for society and the planet.
Repsol led the charge in corporate social responsibility
throughout the year. Repsol features prominently in the
FTSE4Good, Ethibel Sustainability and Dow Jones
Sustainability indexes. It was recognized by Newsweek magazine
as the company with the best environmental performance in the
energy sector and topped the Climate Disclosure Project energy
sector rankings for management of its carbon footprint. Repsol
initiatives to integrate disabled and vulnerable people into its
workforce have been recognized through a number of awards,
including the Reina Sofia Award, Discapnet of the Once
Foundation and the Ability Award.
Visionary
In a year when energy companies were faced with a tough
operating environment, Repsols focus on E&P has paid off. Its
vision of becoming an ever more nimble upstream player, with an
emphasis on technology, has continued to bear fruit throughout
2013, allowing the company to deliver on industry-leading
growth targets in terms of production and reserves increases.
Repsol has delivered on all of the major tenets of its 2012-2016
strategic plan. The company is now focusing on the next stage
of development, moving several large discoveries into
production to boost output.
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Kevin Smith
CEO
SolarReserve
SolarReserve
A leading global developer of large-scale solar power projects
and advanced solar thermal technology, SolarReserve is poised
to transform the electricity industry by commercializing the
worlds leading solar thermal energy storage technology.
SolarReserves utility-scale concentrated solar power (CSP)
plants feature a groundbreaking molten salt power tower
technology with fully integrated energy storage, making them a
true alternative to fossil fuel generators such as coal and natural
gas. Through this innovative approach to clean power
generation, SolarReserve offers power utilities and large
industrial energy users reliable, renewable energy on demand
day and night to help them meet growing energy
consumption needs.
SolarReserve was founded to solve two fundamental problems in
renewable energy generation dispatchability and scalability.
With more than $1.8 billion of solar projects in construction
worldwide and over 5,000 MW in development, SolarReserves
team of power project professionals is striving to address the need
for reliable and clean energy across the US and around the world.
With fully integrated, large-scale energy storage technology that
utilizes liquid molten salt to both capture and store the suns
thermal energy until electricity is needed, SolarReserves CSP
plants operate just like a conventional power generator and are
a genuine alternative to baseload coal, nuclear or natural gas
burning electricity generation facilities. But unlike
conventional fossil fuel generators, SolarReserves CSP plants
are not only completely emissions-free, but take advantage of a
limitless and free fuel source the sun.
Statistics
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DECEMBER 2013
Sheldon Kimber
Chief Operating Officer
Recurrent Energy
Recurrent Energy
Recurrent Energy is redefining what it means to be a
mainstream clean energy company, with a fleet of utility-scale
solar plants that provide competitive clean electricity.
With a 2 gigawatt (GW) project pipeline and more than 700
megawatts (MW) of signed contracts spanning the US and
Canada, Recurrent Energy holds one of the largest solar
development portfolios in North America.
Recurrent Energy has enabled more than $3.5 billion in
investment in clean energy, with dependable returns that are
well-matched to the needs of public and private capital markets.
Recurrent Energys leadership collectively brings over 100 years
DECEMBER 2013
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PATSY WURSTER
Director, Global Energy
Awards, Platts
SHALE TAKES
TOP PRIZE
The winners of the Platts
Global Energy Awards
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Industry Leadership
Electricity Generation
Korea Southern Power Corporation
Limited
South Korea
Over the past five years, South Korea,
traditionally a major energy importer, has
increased its investment in renewable
energy to reduce its reliance on foreign
oil. In the process of improving its
domestic energy situation, governmentowned Korea Southern Power
Corporation Limited (KOSPO) has
exhibited exceptional industry leadership
in the energy generation field: developing
cutting-edge alternative fuel resources
and power generation technology that
affords the company the ability to scale
globally.
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DECEMBER 2013
Industry Leadership:
Exploration & Production
Anadarko Petroleum Corporation
United States
Texas-based Anadarko Petroleum is
among the worlds largest independent
oil and natural gas exploration and
production companies, with 2.56
BBOE of proved reserves at year-end
2012. The company, which employs
more than 5,300 worldwide, boasts a
deepwater exploration/appraisal success
rate of approximately 70%, well above
the industry average of just under
50%.
Anadarko has operations in the Rocky
Mountains, the southern United States
and the Appalachian Basin. It is among
the largest leaseholders in Africa and is a
deepwater producer in the Gulf of
Mexico, with additional producing
assets and exploration opportunities
DECEMBER 2013
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Industry Leadership
Grid Optimization
Bonneville Power Administration
United States
Exhibiting a groundbreaking business
process that seems destined to become
industry standard is a true sign of
industry leadership. The Bonneville
Power Administration (BPA) has
developed one such process in its
synchrophasor program, which enables
the agency to instantly evaluate the
qualities of its power generation and
adjust the amount of power on the grid
accordingly.
BPA is a federal agency based in the
Pacific Northwest under the United
States Department of Energy. BPA
markets wholesale electrical power from
31 federal hydroelectric projects owned
and operated by the U.S. Army Corps
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DECEMBER 2013
Industry Leadership
Midstream
Puma Energy
Switzerland
In selecting the winner of the Industry
Leadership Award for Midstream, Global
Energy Awards judges found the
numbers for one company leapt off the
page: Puma Energy. The company
handles more than 22.5 million M3 of oil
products annually, with 14 million M3
sold via a network of 56 bulk storage
terminals, 24 airports and 1,500+ service
stations resulting in $13 billion revenue
in 2012. Puma Energy is huge, and it is
full of smart people looking for
advantages and gaining an edge, said
one judge.
Puma Energy is a global integrated
midstream and downstream oil
company. Formed in 1997 in Central
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Stewardship Award
Corporate Social Responsibility
Manila Electric Company
Philippines
Corporate social responsibility (CSR),
for any company in the energy industry,
generally denotes a program of
sustainability: protecting both the people
and the resources, in both the short-term
and the long-term. One company stood
out this year by not just establishing a
philanthropic effort towards
sustainability, but also integrating social
responsibility into the heart of its
business model which is what the
Stewardship Award for CSR aims to
recognize.
The Manila Electric Company (Meralco)
is the largest electric distribution utility
in the Philippines, powering more than 5
million customers in its 9,337 km
franchise area. The company services
approximately 25% of the total
Philippine population. It generates about
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Efficiency Initiative
Commercial End-User
IBM
United States
Judges selected an atypical winner in the
Stewardship Award for Energy Efficiency
category this year. Historically, the award
has recognized companies that enact an
energy efficiency plan to protect the
environment while strengthening the
bottom line. This years winner, IBM,
achieved those objectives but its
commitment to rolling out the changes
throughout its entire massive global
enterprise, over decades, makes the
impact of its changes exponentially
greater than most.
Incorporated in 1911, and employing
434,246, IBM is a globally integrated
technology and consulting company.
The companys 2012 revenue was
$104.5 billion, with net income of
$16.6 billion and total assets of $119.2
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Stewardship Awards
Efficiency Initiative Energy
Supplier
Constellation, an Exelon Company
United States
Even in an environment of lower
electricity prices, energy remains one of
the top five expenditures for businesses.
Current economic circumstances are
forcing all businesses to be as lean as
possible. And customers are increasingly
seeking products and services that are
manufactured and delivered in a
sustainable way. Baltimore, Marylandbased Constellation, a business unit of
Exelon Corporation, attracted judges
attention for its creativity in combining
commodity supply deals with long-term
energy management programs, and its
innovation in both programs and
financing structure.
Constellation is a supplier of power,
natural gas, renewable energy and energy
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Stewardship Award
Green Energy Supplier
First Solar, Inc.
United States
Judges agreed that one company
dominated the green energy category this
year: First Solar. In a cost-competitive
environment, the companys nimble
approach helped it achieve success
without subsidies.
First Solar is a provider of solar energy
solutions, aiming for affordability,
reliability and accessibility on a global
scale. The company manufactures and
sells photovoltaic (PV) solar modules
with an advanced thin-film
semiconductor technology; it also
designs, constructs, and sells PV solar
power systems that use the solar
modules it manufactures. First Solar is
the worlds largest thin-film PV solar
module manufacturer and one of the
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Commercial Application
Meta Downhole Ltd.
United Kingdom
Aberdeen-based Meta Downhole is a
premium downhole isolation company
specializing in well integrity. The
company provides well isolation
solutions across the lifetime of an oil and
gas well from well architecture and
design through to completion,
production and decommissioning. Meta,
a private venture capital-backed
company, services an international client
base with offices in the United
Kingdom, Middle East, Far East and the
United States.
Since its founding in 2012, Meta has
created a completely new market space
in well integrity management. The
company was born out of the challenges
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