Management
The Middle East’s largest unconventional gas development officially begins production as Saudi Aramco targets 6 million BOE/D of gas and liquids capacity by 2030.
While physical damage to energy infrastructure has so far been limited, analysts caution that a prolonged conflict could drive prices higher even as OPEC+ proceeds with planned incremental supply increases.
The integrated field management services contract signals an evolution of KBR’s role at Majnoon from one of stabilizing production to a more complex and sophisticated role that takes responsibility for integrating full upstream operations.
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The renewable energy sector is showing strong global growth, especially wind and solar power, but oil shows no sign of losing market share in the global energy mix. -
Baker Hughes is developing a drill bit capable of auto-adjusting its depth-of-cut feature to handle dynamic drilling conditions.
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With Iran re-entering the global oil market, this article looks at the state of Iran's oil industry, the condition of its fields, its use of technology, and its present and future production potential.
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A panel discussion at the 2016 OTC in Houston focused on the factors that influence deepwater developments, the scenario for the future, and the opportunities available within the industry. One key question asked was: What oil price is required to keep deepwater viable over the long term?
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Representatives from various national oil companies, multinational operators, service companies, and fabricators discuss the roles individual countries in the Asia Pacific region will play in the global oil market and the overall development of the region.
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Industry's finest minds are expected to come together for an idea summit during the upcoming SPE Intelligent Energy International Conference and Exhibition in Aberdeen.
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Low prices require doing things differently. It is a hopeful sign for the future for innovators who have been struggling to keep going and have potential customers with little to spend and a lot to worry about.
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The upstream industry is undergoing a transformation. Operators and service providers alike are not just tweaking or fine-tuning, they are completely rethinking the way they work.
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To survive in the current low-price environment, exploration and production (E&P) companies must better handle the complexities inherent in their projects through practices that promote capital effectiveness and collaboration.
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Holding little back, speakers at the annual IHS CERAWeek conference in February discussed how the industry has been shaped by the disruptive impact of North American shale production and predicted that many more months of financial pressure will spell the end for some companies.
