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Market Segments

Market Segments. Majors Super Majors (BP, Shell, ExxonMobil, TOTAL, etc) Majors (Agip, Repsol, ConocoPhillips, etc) MRH Investors (EGPC, etc) Operators (Petrobras, Sonatrach, Yukos, Sonangol, etc) Independents Large independents (Apache, Anadarko EnCana, Dana)

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Market Segments

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  1. Market Segments • Majors • Super Majors (BP, Shell, ExxonMobil, TOTAL, etc) • Majors (Agip, Repsol, ConocoPhillips, etc) • MRH • Investors (EGPC, etc) • Operators (Petrobras, Sonatrach, Yukos, Sonangol, etc) • Independents • Large independents (Apache, Anadarko EnCana, Dana) • Small, new entrants (Venture Production, Acorn, Tuscan)

  2. Majors • Majors are divided into two groups: • Super Majors • Majors • Operated Globally • Large reserves • Fully integrated • Finance available for investment • Growth and asset rationalization strategy

  3. MRH • Investors • Operators (Mature and New Entrants) • Large potential hydrocarbon reserves • Majority of operators have large percent of government investment • Politicized environment • Decision making process is slow • Revenue per employee is low • Lack of competency measurement • Limited training and recruitment programmes

  4. Independents • Large Independents • Small, New Entrants • Operate large fields in partnership with majors • Operate marginal and mature fields • Niche market strategy • Recruit highly professional and experienced staff • Use consultants. • The company often has a flat structure.

  5. Independent 12% Super Majors / Majors 46% Major Resource Holder 42% Market Segment Split In 2002*, Oil & Gas market is about $ 2 Trillion * Source: PIW 2002 and consultant’s estimates

  6. Trends for MRH’s • Globalization and consolidation • De-regulation and opening markets • Control of supply - demand • Technology drive

  7. Globalization and consolidation • Merging to remain independent, grow and diversify • Deal with strong competition • Manage international operations (“Production Sharing Agreements”, Labor Union…) • Comply with international HSE standards

  8. De-regulation and opening markets • Privatization programs • Market change and opening up “third world” market • Improvement of public services • Political change

  9. Control of supply- demand • Control of reserves in limited supply situations • On-shore and shallow off-shore potential exploited • Shifting to new and challenging exploration (gas monetization, marginal, mature field, deep water…) • Friendly environment for product supplies leading to new export businesses

  10. Technology drive • Access and transfer technology and technical expertise from foreigners to local people • Drive for self sufficiency, political objectives, retain local specialists,… • Develop commercial awareness for technical staff • Awareness of the latest technology (FPSO, ROV, 3D Seismic, horizontal drilling…)

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