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Oil & Gas Industry PowerPoint Template

Oil & Gas Industry PowerPoint Template is a professional presentations which provides themed scenes for the Oil and Gas Industry. The template provides top of the line scene vectors of offshore drilling platform, oil transportation ships and a set of sixteen different clipart icons that the presenter can combine to create high quality visual presentations. Charts and flow diagrams with Oil & Gas themes are included allowing the user to create infographics about the Oil & Gas industry.

Crude oil and natural gas are naturally occurring substances present bellow surface, in rock amidst the earth’s crust. The origin of oil and gas is organic material compressed in sedimentary rock. As layers of sediment were deposited on the ocean floor, decaying remains of plants and animals were integrated into the forming rock. This organic material eventually transformed into oil and gas after being exposed to a specific temperature and pressure range deep within the earth’s crust. To extract the hydrocarbons from the sedimentary rock is necessary different drilling processes, which require extensive investments due to their complexity.

The Oil and Gas Industry includes several sub-categories as exploration, extraction and refining. Logistics play an important role in the overall industry environment through the transportation by oil tankers and pipelines. The oil and gas industry is divided in three major sectors, upstream, midstream and downstream. The upstream sector references the exploration and production (E&P). The midstream references transportation, storage and marketing of oil and gas productions. The downstream (generally unified with the midstream sector) focuses on the refining of crude oil and purification of natural gas.

Oil & Gas is the main raw material for many industries, and has become one of the most important supplies for maintenance of the modern civilization. Oil and Gas accounts for the largest percentage of the world energy generation, and the production , transportation, refining and commercialization of oil and gas has become the worlds biggest industry in money value.

The oil and gas industry not only is strongly regulated on every nation, its also one of the most traded markets in the stock and commodities derivatives markets, being their most influential indicators (West Texas price and Brent index) two of the most followed trading indicators in the world of markets.

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Moving forward, resilient companies will maximize operations, amplify capital, manage emissions and innovate new low-carbon markets.

Discipline has enabled oil and gas to increase production, boost efficiency and maintain returns even as prices cooled.
The sector has progressed future businesses and its decarbonization goals with expansion into carbon capture, hydrogen and other carbon-efficient technologies.

T he energy transition will require both significant new investments in low-carbon energies and continued use of traditional hydrocarbons to meet the expected energy demand of an expanding global economy. Fortunately, the past two years of oil and gas outlook have demonstrated the sector has the capability to lead in both facets of the new energy economy.

Energy and Resources Transition Acceleration report

Conditions are ripe for the energy transition to accelerate. Discover the key strategic implications for your organization.

Most immediately, responding to strong global expansion and supply disruptions around geopolitical unrest, companies operating in the US oil and gas sector have steadily increased production of oil and natural gas. They have done so while still driving greater efficiency and amid market uncertainties, continuing to return value to shareholders even as oil prices cooled. This continued discipline positions the sector well for the increasing likelihood of much slower economic growth, or even the possibility of a recession in the US or other major markets in 2024.

US oil and gas companies have committed billions of dollars to develop future businesses around carbon capture, use and storage (CCUS) and hydrogen, aimed at abating the climate impact of hydrocarbon fuels and providing decarbonized energy solutions for those industrial emissions not easily decarbonized through electrification. By some estimates, committed CCUS projects will reduce carbon emissions at a scale equal to those mitigated by the rapid adoption of electric vehicles (EVs).

Importantly, these companies are doing so while continuing to deliver value to shareholders, basing their strategic turn into the energy transition on solid footing with their investors. To continue this strong performance in 2024, oil and gas companies should focus on four main levers.

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Transact to transform through strategic sector M&A

While high interest rates and inflationary pressures cooled dealmaking in many sectors, the sector has seen a surge in announced oil and gas mergers and acquisitions (M&A) activity last year , driven by strong cash flows, renewed investor confidence and increasing recognition that oil and gas will continue to play an important role in the energy landscape .

While deals have grown again, including more enterprise-level transactions than seen in the recent past, companies are executing transactions in areas that meet well-defined strategic rationales, in both the traditional oil and gas space, as well as in new low-carbon businesses. “Ultimately, the industry wants to match the best operator with each asset, to drive performance across operations, and optimize capital and carbon management. This has set the stage for a wave of consolidations, with integrated oil companies and large E&Ps (exploration and production companies) looking to secure acreage, enhance their cash flow and maximize returns via acquisition, rather than traditional exploration,” says Bruce On, EY US-West Region Strategy and Transactions Energy Leader, Ernst & Young LLP.

One indication of this disciplined approach is the lower premiums paid for in many of these deals, compared with similar deals in the recent history of the sector. Identifying a target, completing your due diligence, and announcing the deal is only the beginning of the hard work. Oil and gas companies need to attack post-close integration with the same vigor to realize the full value of these deals. Integrating the best of both organizations, across their front- and back-office operations, enables success.

Maximize operations across the front and back office

The influx of oil and gas M&A also creates a case for companies to improve business fundamentals, such as driving down operating costs, leveraging scale, jumping the curve on differentiated capabilities and strategically thinking about talent management.

Maximizing operations is not a new description for simply doing “more with less.” Rather, it is operating by exception and problem-solving using technology at speed, innovation at scale with humans at the center. “To drive immediate results and limited disruption, we are collaborating with teams responsible for performance in the field, subsurface, production-operations, facilities, maintenance and supply chain,” says Swapnil Bhadauria, EY US Oil & Gas Digital Operations Leader. “We take a people-led approach in our business or technology transformation implementations. In every project, people are critical and the change champions that ultimately drive success.”

Real-time data and emerging technology are essential to enable better, faster, and more strategic decisions. This is true holistically across the entire value chain – in both the front office and back office, but also specifically in subsurface prediction, drilling and completions, asset surveillance and optimization, maintenance, and materials management.

Considering different operating models, such as managed services, is particularly important when companies develop new business areas. For example, the front- and back-office functions for low carbon will be different from traditional oil and gas. As low-carbon business areas begin to scale, companies should consider multiple operating models before committing to specific processes and technologies. This will allow them to find synergies by integrating traditional business areas or pivot to innovative and emerging ecosystem models.

Lastly, oil and gas companies that are able to integrate artificial intelligence (AI) and generative AI (GenAI) capabilities in their everyday decision-making will jump the curve on business value. This shift will require companies to establish a strong foundation of trusted data while also implementing AI and GenAI engineering best practices, robust governance and risk management. The adoption curve for AI is faster than for any other technology so far, so companies must act quickly.

By 2025, the 10% of enterprises that establish AI engineering best practices will generate at least three times more value from their AI efforts than the 90% of enterprises that do not.¹

“With confident and responsible adoption of AI, oil and gas companies will unlock the full potential of their workforce, have a greater impact on daily operations, accelerate real-time decision-making, and positively impact the bottom line,” Bhadauria explains.

Manage emissions with proactive, strategic planning, and embrace operational decarbonization

New operating models and the introduction of low-carbon businesses both underscores the ways oil and gas companies can accelerate the net zero journeys of their customers and places a premium on having a more strategic perspective around their own greenhouse gas (GHG) footprint. In 2023, the state of California and the European Union finalized and provided clarity around reporting requirements for affected companies – some of these impacts could occur in 2024 with reporting in 2025, the SEC has proposed rules that it has yet to finalize but finalization is expected in the near term. This regulatory uptick led petroleum companies in the US to accelerate efforts to reliably monitor and report Scope 1 and 2 and at least some Scope 3 emissions. Uncertainty around the timing and fullest scope of the proposed SEC rule – and the lack of uniform standards for GHG emissions reporting more generally – has been a complicating factor; there is also an opportunity for companies to move to an approach that treats emissions data almost on par with production data.

“Ultimately, understanding their emissions footprint in near real time will be critical for the strategic planning and operational decarbonization of energy companies,” says Ryan Bogner, EY Americas Digital Sustainability Leader. “Shifting thinking from compliance to operational intervention helps companies make real strides in reducing emissions as a part of overall operational optimization. It also prepares companies for future commercial opportunities in carbon-differentiated product markets.”

Fortunately, US oil and gas fields are comparatively some of the best, from an emissions perspective, in part owing to the high quality of crude produced from unconventional formations. But other factors are under company control. Drilling multiple laterals from the same well bore and other measures that increase overall efficiency and lower costs pay dividends in terms of emissions performance as well.

Develop new decarbonized markets for carbon capture and hydrogen beyond traditional use cases

Oil and gas portfolio evolution (illustrative).

Once oil and gas companies have an enterprise view of the emissions impact of their product, they also unlock the opportunity to rethink their product portfolios. Skepticism may argue against the viability of fuel differentiation based on carbon content, but plastics perhaps offers an illustration of an alternative path. Consumer preferences for reduced plastic waste have not been translated directly, but rather through bottling companies and others, seeking greater circularity in their operations. And petchems manufacturers, including the integrated oil and gas companies, have been able to differentiate their product offerings by helping these manufacturers meet consumer demand. Demand for lower carbon content in fuels could follow in a similar path.

Carbon exists not only as an attribute for a company’s existing products, but also as a future stand-alone product. Oil and gas companies have already responded dramatically to changing investment conditions for decarbonized energy technologies , especially CCUS and hydrogen. The federal government has offered generous support via tax credits in the Inflation Reduction Act (IRA) for hydrogen production and CCUS and a further $7 billion from the Infrastructure Investment and Jobs Act (IIJA) to establish seven hydrogen hubs around the country.

But the commitment from a range of oil and gas companies also reflects the technical expertise, financial wherewithal, and ability to manage and operate projects at scale that give them not only a competitive advantage in this space, but also allow them to significantly advance the decarbonization agenda through their participation.

Government support for these low-carbon solutions has not been met with similar subsidies or tax credit for downstream CCUS of hydrogen markets. And adoption of a federal carbon tax – a straight-forward means of fostering these markets – is not politically viable in the short term.

Architects of the IRA believed the support for hydrogen production and CCUS would incentivize the market to create its own demand. And the real winners of the IRA and IIJA will be those companies that can best innovate new commercial approaches to these novel business areas.

To accelerate decarbonized development, oil and gas companies will need to adopt both more holistic views of their ecosystem, and more collaborative ways of working with their value chain, from suppliers through the customers of their customers.

A shorter version of this article was originally published by Hart Energy on January 10, 2024.

Oil and gas companies that seize opportunities to maximize their operations, proactively manage emissions, transform via transactions and embrace new energies will thrive in the decades to come.

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OIL AND GAS

Transcript: THE LAUNCH BOOMTOWNS Spindletop and the boomtowns were important events that occurred that have led to Texas producing 34.5% of American oil.The oil industry has helped Texas by creating over 1 million jobs and earning billions of dollars for Texas. When word about all the oil found in Texas spread many Texans moved to towns that had oil.They were called boomtowns.Their populations would increase very fast.Life was hard in the harsh conditions but people stayed in order to strike oil and get rich. OIL AND GAS BY ISAAC CRAIN HOW IT STARTED The first oil wells in the U.S. were in Pennsylvania.Four years later traces of oil were found in Texas.Thirty years later a big oil discovery was found in east Texas and shortly after that two hundred eighty seven drills were in Texas. OIL INDUSTRY IN THE PRESENT Anthony Lucas was drilling for oil when he struck an astonishing 40 acre pool of oil.A stream of oil shot 100 feet into the air for nine days.It was named Spindletop.This oil rig started the first oil boom and led everybody to go crazy for oil.

Oil and Gas Presentation

Transcript: Thank You! Well Life Cycle Well Life Cycle Planning Planning Formulate a program for drilling a well that has the following characteristics: 1. Safe 2. Minimum cost 3. Usable Unfortunately, it is not always possible to accomplish these objectives on each well because of constraints based on geology, drilling equipment, temperature, casing limitations, hole sizing, or budget. Objective Objective - Highest priority in well planning - Personnel considerations must be placed above all other aspects of the plan - Safety of the well - Designed to minimize the risk of blowouts and other future problem factors Safety Safety - Minimize cost of the well without jeopardizing the safety aspects - Costs can be reduced to a certain level as additional effort is given to the planning Minimum Cost Minimum Cost - Drilling a hole to the target depth is unsatisfactory if the final well configuration is not usable. - Term "usable" implies the following: 1. The hole diameter is sufficiently large so an adequate completion can be made. 2. The hole or producing formation is not irreparably damaged. Usable Holes Usable Holes The drilling engineer is required to plan a variety of well types, including: 1. Wildcats 2. Exploratory holes 3. Step-outs 4. In-fills 5. Re-entries. Generally, wildcats require more planning than the other types. Infill wells and re-entries require minimum planning inmost cases. Well-Type Classification Well-Type Classification - Unproven area - No concrete historic production records - Unexplored as a site for potential oil and gas output Wildcat Well Wildcat Site selection based on seismic data or satellite survey Exploratory Well Exploratory - Delineates the reservoir boundaries - Drilled after the exploratory discoveries - Site selection usually based on seismic data Step-out (Development) Well Step-out (Development) - Adding new wells in an existing field within the original well patterns - Accelerate recovery or to test recovery methods - Used to confirm the presence of hydrocarbon between the step-out drill holes In-Fill Well In-Fill - Existing well re-entered to deepen, side track, rework, or re-complete - Various amount of planning is required - Depending on the purpose of the re-entry Re-entry Well Re-entry The formation, or pore, pressure encountered by the well significantly affects the well plan. The pressures may be normal, abnormal (high), or subnormal (low). Formation Pressure Formation Pressure - Generally do not create planning problems - The mud weights are in the range of 8.5 to 9.5 lb./gal - Kicks-and blowout-prevention problems should be minimized - Casing requirements can be stringent even in normal-pressure wells deeper than 20,000 ft. because of tension/collapse design constraints Normal-pressure Wells Normal-pressure - May require setting additional casing strings to cover weak or low-pressure zones - The lower-than-normal pressures may result from geological or tectonic factors or from pressure depletion in producing intervals Subnormal-pressure Wells Subnormal-pressure - Affect the well plan in many areas, including: 1. Casing and tubing design 2. Mud-weight and type-selection 3. Casing-setting-depth selection 4. Cement planning - Following problems must be considered as a result of high formation pressures 1.Kicks and blowouts 2. Differential-pressure pipe sticking 3. Lost circulation resulting from high mud weights Abnormal pressures Wells Abnormal pressures Drilling Drilling The well is created by drilling a hole into the earth using a drilling rig that rotates a string with a bit attached To Drill you Need : 1. A way to descend; drill pipe 2. A way to rotate the pipe; "Kelly" or top drive - Kelly or Rotary: rotation is achieved by turning a square or hexagonal pipe (the "Kelly") at drill floor level. - Top Drive: rotation and circulation is done at the top of the drill string, on a motor that moves in a track along the derrick. 3. A place to hold the pipes; derrick 4. A way to raise & lower the pipe; draw works 5. A cutting tool; bit 6. A media to remove cuttings; mud Objectives Objectives - Variety of configurations and designs - For different surface environments that range from; 1. Arctic 2. Desert 3. Ocean 4. Mid-continent 5. Everything in between Types of Rigs Types of Rigs Land or Onshore Rigs Offshore Rigs Offshore Rigs - Or a self-elevating unit is a type of mobile platform - Consists of a buoyant hull fitted with a number of movable legs. - Depth Range from few feet to over 400 feet Jack-up Rigs Jack-up Rigs - Supported on large pontoon-like structures - Provide buoyancy allowing the unit to be towed from location to location. - Once on the location, the pontoon structure is slowly flooded until it rests securely on its anchors, of which there are usually two per corner. - Operating deck is elevated 100 feet above the pontoons on large steel columns to provide clearance above the waves. - After the well is drilled, the water is pumped out of the buoyancy tanks and the - -

Oil and Gas

Transcript: Oil and Gas We interviwed Haley's grandfater who has worked at the refinery for more than 20 years. Interview! Question 1- How long have you worked at the refinery? 1.Since 1989, 23 years Question 2- What position did you start out at? 2. As a process operator Question 3- Have you always worked in the same position? If not what other positions have you experienced? 3. I have worked in nine different postions, process operator, operations maintenance coordinator, in this position I prioritized the work in maintenance in regards to what gets done first. I also worked as an area day supervisor, where I was supervising all of the shift supervisors and daily instructions to keep the plant running, I worked in this position for 2 years. I then worked as an operations shift super intendant where I was placed on a 4 shift cycle, working 5 days, 5 nights, etc. I then took on the position of a turn around super intendent transferred to days when the refinery had a total shut down. I put in charge of the shut down, organizing and planning of execution of the shut down until it came back up again, I did this for 3 years. Then I moved to the position of production manager, I was the head of production in the process area, the area in which all of the crew is refined, I had supervisors and superintendents reporting to me. Then, I became the off sites and terminal manager for blending of petroleum products and shipping of the products, I was in charge of what went on all the ships and what came off all the ships I stayed in this position for 8 years. I then became the turn around manager, I was responsible for all the contractors and work force in getting the turnaround executed on budget and on time as safely as possible. In 2008 I became the field services manager that looked after all the maintenance of the refinery, I had 175 people reporting to me in my department. I am now one of the 4 senior managers at the refinery responsible for all maintenance turnaround and reliability, I have all managers from departments reporting to me and under the department there are 15 supervisors, 4 superintendants 7 planners and 180 craft people. The refinery is divided into 4 sections, I am responsible for the maintenance turn around and liability, Another is responsible for operations of the refinery, Another is responsible for the production of the crude and sales of the products and another is responsible for all engineering and capital investments. Facts Facts about the refinery: The refinery employs 600 people It is a 115 000 barrels per day oil refinery The refinery was built from 1970-1973 First shipment of crude was received in May of 1973 The refinery have a tank storage capacity of 7 and a half million barrels They receive crude from the Middle East, Asia and Russia and a small portion sometimes from the grand banks of Newfoundland. Only because the crude from Newfoundland is light, while they are a heavy crude refinery 10% of their products are sold in Newfoundland and the remaining 90% is exported to the United States and the eastern seaboard and Europe. The refinery produces furnace oil, ultra low sulphur diesel, jet fuel, gasoline, propane, butane and ships bunkers known as six oil, butane we blend into the gasoline to make a higher octane. The main reason the refinery was chosen at Come by Chance is because we have the deepest salt water, ice free port in North America therefore the ships can dock directly at the terminal rather than having smaller ships offload the bigger ships and transport it to the terminal also because the refinery is very close to 80% of the North American, South American and European markets it's a 7 day sail from the North Sea, 3 day sail from New York harbour, and 14 day sail from the middle east, via the Mediterranean The refinery receives crude tankers that has a capacity of 3 million barrels of crude The refinery works with the college of the North Atlantic and Memorial University in students requiring work terms, they take them and teach them the different skills within the refinery pertaining to their degree/trade. Interview FACTS

Transcript: The Economy Project An idea on how to make the oil industry in British Columbia more environmentally proactive

Transcript: BY DYLAN, JEFF AND TRYSTAN, AND KAYDEN THE OIL WAS USED FOR MANY WEAPONS AND VEHICLES SUCH AS PLANES,MISSILES, BOMBS,TANKS, SHIPS,GUNS,SUBS AND,JEEPS CRUDE OIL IS CONVERTED INTO GASOLINE AFTER IT IS CONVERTED ITS USED TO POWER CARS, OR VIHICLES. Thats what it looks like when you strike oil. oil spill thanks a lot NOW SEE HOW MUCH OIL CAN EFFECT PEOPLE AND ANIMALS. THE OIL SPILL CAN BE A BIG EVENT THAT EVERYBODY WILL REMEMBER. NOW! IT IS THE END BYE AND THANK YOU FOR YOUR TIME TODAY!!!!!! L BP AND THE END OIL WAS BIG IN WORLD WAR TWO. O GAS I OR IS IT.????

Gas and Oil

Transcript: Fossil fuels,coal,and oil are formed by living things that form into sedementary rock. Fuel is what makes cars, airplanes, and other vehichels, it is what makes your stove in your house gasoline to work. NATURAL GAS GAS AND OIL petroleum is conducted by oil .To describe petroleum ,it is a thick dark colored liquid found in certain rock formation. BAD ENERGY AND OTHER SOURCES Oil is a good thing for this earth because it creates shampoo bottles,milk gallons,plastic bags,and some of your favorite clothes.Oil also give out heat for your homes. ENERGY PROJECT SEDEMENTARY ROCK Nuclear energy is VERY bad because it is deadly gas and oil are a much better source to use because it is safe and secure. FUEL CWT PETROLEUM The CWT in philedalphia is uses thermal processing to convert waste into fuel. Natural gas is a fossil fuel but it is the least used fossil fuel. The down side of natural gas is that it is deadly if it leak. Natural gas is produced in 32 states.

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Transcript: Oil for automobiles at gas stations Drilling rigs in fields (getting oil from underground) If all the natural gas pipelines in the U.S were connected to eachother they would stretch toand from the moon almost 3 times Pros of oil and gas 1: each barrel filles up 2-5 barrels of fresh water 2: oil & gasare used for heat and electic power as well as for fuel for transportation Prezi By: Talia, Lily, and Dwight bags and packaging • pesticides and herbicides • food preservatives • fertilizers 1 United States 18,840,000 2011 est. 2 China 9,790,000 2011 est. 3 Japan 4,464,000 2011 est. 4 India 3,292,000 2011 est. 5 Russia 3,196,000 2012 est. 6 Saudi Arabia 2,817,000 2011 est. 7 Brazil 2,594,000 2011 est. 8 Germany 2,400,000 2011 est. 9 South Korea 2,301,000 2012 est. 10 Canada 2,259,000 NA 11 Mexico 2,133,000 2011 est. 12 France 1,792,000 2011 est. 13 Iran 1,709,000 2012 est. 14 Italy 1,454,000 2011 est. 15 Spain 1,384,000 2011 est. 16 Singapore 1,380,000 2012 est. 17 Indonesia 1,322,000 2011 est. 18 United Kingdom 1,217,000 2013 est. 19 Australia 1,023,000 2011 est. 20 Netherlands 1,010,000 2011 est. 21 Iraq 818,000 2011 est. 22 Egypt 816,300 2011 est. 23 Taiwan 786,100 2011 est. 24 Thailand 721,100 2011 est. 25 Turkey 706,100 2011 est. 26 Argentina 678,100 2011 est. 27 Belgium 644,400 2011 est. 28 South Africa 590,900 2011 est. 29 Poland 576,600 2011 est. 30 United Arab Emirates 572,100 2011 est. 31 Venezuela 571,000 2011 est. 32 Malaysia 542,900 2011 est. 33 Pakistan 426,700 2011 est. 34 Greece 343,400 2011 est. 35 Kuwait 339,000 2011 est. 36 Hong Kong 333,900 2013 est. 37 Chile 321,700 2011 est. 38 Ukraine 320,600 2011 est. 39 Algeria 316,400 2011 est. 40 Sweden 316,000 2011 est. 41 Philippines 315,600 2011 est. 42 Libya 314,000 2011 est. 43 Colombia 287,000 2011 est. 44 Ecuador 280,000 2012 est. 45 Nigeria 271,600 2011 est. 46 Vietnam 259,900 2012 est. 47 Portugal 259,700 2011 est. 48 Syria 258,800 2011 est. 49 Switzerland 258,200 2011 est. 50 Norway 255,200 2011 est. 51 Kazakhstan 244,200 2011 est. 52 Israel 238,400 2011 est. 53 Romania 218,200 2011 est. 54 Austria 210,700 2011 est. 55 Peru 206,900 2012 est. 56 Finland 204,800 2011 est. 57 Morocco 203,600 2011 est. 58 Czech Republic 199,000 2011 est. 59 Qatar 189,700 2012 est. 60 Belarus 188,800 2011 est. 61 Yemen 177,000 2011 est. 62 Azerbaijan 168,000 2011 est. 63 Denmark 160,200 2011 est. 64 Puerto Rico 151,600 2011 est. 65 Cuba 150,200 2011 est. 66 New Zealand 148,900 2011 est. 67 Turkmenistan 145,000 2011 est. 68 Ireland 144,000 2011 est. 69 Hungary 141,100 2011 est. 70 Uzbekistan 137,100 2011 est. 71 Dominican Republic 122,300 2011 est. 72 Bulgaria 112,700 2011 est. 73 Bangladesh 108,900 2011 est. 74 Jordan 107,000 2011 est. 75 Lebanon 106,700 2011 est. 76 U.S. Virgin Islands 106,100 2011 est. 77 Panama 98,890 2011 est. 78 Oman 98,000 2011 est. 79 Sudan 95,450 2011 est. 80 Sri Lanka 89,620 2011 est. 81 Tunisia 88,380 2011 est. 82 Slovakia 83,910 2011 est. 83 Guatemala 80,810 2011 est. 84 Angola 79,430 2011 est. 85 Kenya 79,410 2011 est. 86 Jamaica 78,520 2011 est. 87 Croatia 74,410 2012 est. 88 Serbia 72,770 2013 est. 89 Curacao 72,000 2010 est. 90 Lithuania 70,390 2011 est. 91 Ghana 61,590 2011 est. 92 Luxembourg 61,380 2011 est. 93 Cyprus 58,430 2011 est. 94 Honduras 58,150 2011 est. 95 Bolivia 55,560 2013 est. 96 Slovenia 52,930 2011 est. 97 Bahrain 51,450 2012 est. 98 Uruguay 51,100 2011 est. 99 Costa Rica 50,200 2011 est. 100 Ethiopia 49,080 2011 est. 101 Armenia 45,300 2011 est. 102 El Salvador 44,040 2011 est. 103 Tanzania 43,310 2011 est. 104 Trinidad and Tobago 41,000 2011 est. 105 Burma 40,620 2011 est. 106 Senegal 40,600 2011 est. 107 Cambodia 39,350 2011 est. 108 Albania 38,390 2011 est. 109 Papua New Guinea 36,320 2011 est. 110 Bahamas 36,300 2011 est. 111 Latvia 31,340 2011 est. 112 Nicaragua 30,690 2011 est. 113 Cameroon 29,410 2011 est. 114 West Bank 29,310 2011 est. 115 Benin 29,170 2011 est. 116 Togo 28,670 2011 est. 117 Bosnia and Herzegovina 27,540 2011 est. 118 Paraguay 26,820 2011 est. 119 Estonia 26,340 2011 est. 120 Gibraltar 24,920 2011 est. 121 Mauritius 24,710 2011 est. 122 Côte d'Ivoire 24,630 2011 est. 123 Namibia 22,990 2011 est. 124 Mongolia 21,610 2011 est. 125 Iceland 20,770 2011 est. 126 Tajikistan 20,090 2013 est. 127 Mozambique 19,580 2011 est. 128 Malta 19,520 2011 est. 129 Zambia 19,260 2011 est. 130 Zimbabwe 19,030 2011 est. 131 Nepal 18,430 2011 est. 132 Mauritania 18,120 2011 est. 133 Fiji 17,810 2011 est. 134 Macedonia 17,490 2011 est. 135 Madagascar 17,480 2011 est. 136 Georgia 17,280 2011 est. 137 Uganda 16,930 2011 est. 138 Kyrgyzstan 16,640 2011 est. 139 Gabon 15,800 2011 est. 140 Botswana 15,420 2011 est. 141 Moldova 15,320 2012 est. 142 North Korea 15,000 2012 est. 143 Brunei 14,640 2011 est. 144 Guam 14,490 2011 est. 145 Suriname 14,100 2011 est. 146 Haiti 14,000 2011 est. 147 New Caledonia 13,640 2011 est. 148 Djibouti 12,460 2011 est. 149 Malawi 12,060 2011 est. 150 Guyana 10,910 2011 est. 151 Republic

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Sustainability in the Oil and Gas Industry: An Introduction

First Online: 22 May 2024

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Thomas Walker 5 ,
Sergey Barabanov 6 ,
Maya Michaeli 7 &
Victoria Kelly 7

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In recent decades, sustainability has become a focal point within the oil and gas industry. Concerns about the environment have catalyzed discussions about climate action as well as initiatives for climate mitigation and adaptation. In an effort to reduce both the direct emissions associated with the exploration, production, transportation, and refining of carbon fuels as well as the emissions resulting from their eventual use, numerous publications, reports, books, and conventions have presented, analyzed, and compared the actions and strategies taken by governments, non-governmental organizations, and the private sector. Currently, available reports and studies discuss specific scenarios related to the oil and gas industry, such as flaring, water usage, methane emissions, plastics waste and recycling, greenhouse gas emissions, and carbon reduction. They also provide insights into alternative products, such as alternative sources of energy in, for example, the utility and transportation sectors. Exploring new avenues for change will help companies solve these concerns and progress toward a sustainable future. It is inevitable that a deeper dive into upcoming methods and solutions that will help enable a “sustainable” transformation of the oil and gas industry is required. The motivation for such research is fueled by the increased concerns caused by climate change.

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Anis, M. D., & Siddiqui, T. Z. (2015). Issues impacting sustainability in the oil and gas industry. Journal of Management and Sustainability, 5 (4), 115–124. https://doi.org/10.5539/jms.v5n4p115

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Thomas Walker

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Emerging Risks Information Center, Montreal, QC, Canada

Maya Michaeli & Victoria Kelly

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Walker, T., Barabanov, S., Michaeli, M., Kelly, V. (2024). Sustainability in the Oil and Gas Industry: An Introduction. In: Walker, T., Barabanov, S., Michaeli, M., Kelly, V. (eds) Sustainability in the Oil and Gas Sector. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-51586-6_1

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Published : 22 May 2024

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Australia’s gas markets: similar problems…similar solutions?

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Presentation from the 2024 AEP conference reviewing Australia's domestic gas markets Much has been written in isolation of the challenges facing each of Australia’s markets. This presentation reviews the commonalities existing in all three markets, explores the supply situations and policy decisions in each zone that have brought us to our current situation, and reviews the most likely and cost-effective new supply sources and the solutions to better balance the market in each zone.