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June 2009 Volume 10, Number 3
Contents
5 Giving Employees a Voice
7 Coll’s Corner - A Time to Fight Back
7 12th Annual BC Natural Gas Symposium
8-9 The 4th Oil Recession
10 Wellons Canada Supplies Gas Fired Heaters for Oil & Gas
Projects
10 Next Dimension in Offshore Oil Exploration - Airborne
“De-Risking” Surveys
11 Honeywell Joins North America’s Largest System
Integrators Organization
11 How Companies Can Optimize Their Access to Capital
12 Energy industry to help fight for the cure during Go-EXPO
14-15 Ziff Energy Launches 1st International FPSO Operations
Study to Assist Operators Enhance Operating Efficiency
15 Retrofits Make Economic Sense - In a time when
efficiency matters
16 Study Finds 2008 Global Upstream Oil & Gas Transaction
Value Fell 32%, with Canadian Total Plunging 68%
16 Alberta’s been here before: Say hello to 1980s deficits
16 Commodity Price Recovery Anticipated into 2010
17 Corporate sustainability reporting remains an issue for
Canadian companies: PwC and FEI Canada Study
19 ACTive Matrix Enables Effective Openhole Stimulation
in Western Canada
21 Wireless Solutions that Extend your Office into the Field
21 Rogers Expands its Most Reliable Wireless Network
in Alberta
22 A new generation of technology providing true global
coverage
24 ABB Automation & Power World 2009 breaks attendance
records
25 Globalstar Announces Launch of Smartone Satellite-Based
Asset Tracking Management Solution
25 Winegard Special Products’ Next Generation
26 Expro to Expand Presence in Alaska with New Permanent
Base
26 WellEz launches WellEz On-DemandTM, an integrated
support program that enhances the WellEz.NET
reporting system
26 Record numbers bid on equipment in unreserved Ritchie
Bros. Grande Prairie auction
27 Predator™ Drilling System from Atlas Copco Drilling
Solutions
27 “Don’t Buy Gas Detectors” Theme Introduces Gas
Detection as a Service
28 Western Canada Natural Gas Production Outlook to 2020
28 Alloy Screen Works introduces new premium sand screen
29 Dresser Waukesha Introduces High-Performance Engines
for Gas Compression Market
29 New SWT series
30 Flir Announcement
30 Specialized Hardbanding System
Oil & Gas Network, June 2009 3
Giving Employees a Voice
PSAC Employee Survey Sheds Light on Industry Issues
Rob Gray, Manager, Communications & Member Relations, PSAC

T
here are a lot of things that industry is doing right, and a lot that industry is doing wrong, “Industry is doing a lot of things right. We just never seem to take the opportunity to talk
say the employees of PSAC Member companies, and in both cases employees need a lot about these positives,” says Soucy. “There are some great examples out there of how industry is
more information than they’re getting. That’s the message that came through loud and working to protect the environment, proactively responding to issues of community concern,
clear from employees in a PSAC survey conducted of Member company employees. Continued on page 7
The survey, which incorporated the views of over 1,200 respondents – a respectable repre-
sentation of the PSAC member company employee base, was conducted as a means to listen to
industry’s own workers on their views of the industry and that of their friends, family, and com-
munity members in places where they work. The survey provided an opportunity for employ-
ees to voice their opinions, share their concerns and provide valuable information on a number
of key indicators.
The survey was undertaken through PSAC’s Public Perception Program, on the premise that,
with 88 per cent of Albertans supporting royalty hikes, it was clear that some of those people had
to work in or with the oil and gas industry. The PSAC Board felt it was important to give these
workers a voice to better understand their mindset and to show them first hand that industry is
listening.
“Our workers are both the backbone and the frontline of our industry. They are the ones in-
teracting with the greater community on a daily basis, and they have a tremendous potential to
be our first line of defense in protecting industry’s social license to operate,” says Roger Soucy,
PSAC President.
Overall, it was apparent that workers hold the industry in relatively high regard, but feel that
their family, friends, and members of the community do not view industry as favorably.
Interestingly, a majority of survey respondents (79 per cent) are concerned about this. Workers
cited a lack of awareness and understanding of the industry as one of the root causes behind
this issue and called for greater industry outreach and communication to remedy this.
When it comes to understanding industry’s economic contribution, employees indicated
that both they themselves as well as the general public understand and value the contribution
that industry makes in terms of employment, economy, and investment to local communities. It
was also noted that industry’s products are also highly valued.
At the same time, workers indicated a number of questions that they receive in their daily
interactions, which most felt ill-equipped to answer. Such questions included those related to
gasoline pricing (keeping in mind that the survey was conducted when gasoline prices were
at an all-time high), industry’s environmental impact, royalties, why record profits from the E&P
sector don’t appear to trickle down to benefit employees and communities, and what its like
to work in the industry. Respondents also indicated that they hear a lot of questions and con-
cerns from local communities regarding anticipated industry activity levels and the related im-
pact to communities.
“It is very clear through this survey that, as an industry, we have got to do a better job of
getting the right information to our people, so that they are in a better position to communi-
cate effectively about industry and the issues that our stakeholders care about,” says Soucy.
In addition to questions they frequently hear, survey respondents also identified a number
of issues around which they feel improvement is necessary. Overall, industry came under heavy
fire from its workers (60 per cent of them) for not connecting effectively with communities,
and for not being responsive to issues of community concern. Interestingly, workers self iden-
tified those issues as including the transient nature of industry’s employees who move through
communities, industry driving habits, the impact of waste, and a general lack of courtesy when
workers are in local communities.
The difficult lifestyle created by long shifts and the cyclical nature of work in the indus-
try was also cited as a major concern. Many employees noted the associated risks of divorce,
drug use, alcohol, and burn-out, especially in the case of younger workers, as negative aspects
of the job.
Accordingly, employees actually called for stricter regulatory involvement related to employ-
ment and workplace standards, safety, and other key areas impacting industry, including envi-
ronment and water usage, which were also ranked as a top area of concern.
“It was fairly shocking that our own people want to see more regulation of industry, and I
would say that this is a fairly clear indicator that we have got to do some work to clean up our
own backyard,” Soucy says.
Interestingly though, employees ranked their own companies much higher than they did the
industry’s performance overall on almost every key indicator in the survey. E&P companies
were ranked the lowest, and, in fact, came under heavy fire in a number of key areas – partic-
ularly when it comes to the relationship with industry suppliers and contractors, an area it
seems, which has deteriorated significantly of late.
In its survey, PSAC asked service sector employees if they would be willing to change their
habits, such as by closing gates and slowing down to reduce dust, in order to make a positive
difference in the communities they work in. Eighty-four per cent of respondents said yes, but
with the caveat that they would expect more support from companies in all industry sectors
to ensure that their individual actions were supported by a collective effort.
“That’s fair enough,” said Roger Soucy, PSAC President.“We can’t ask each employee to go it
alone. We need to provide them with information and tools that will help all employees, and
the companies they work for, to strengthen our social license to operate.”
While the survey certainly has brought to light some key areas which industry must now
address, the results were not all negative. Workers gave industry an extremely positive review
in a number of areas including protecting public health, keeping workers safe, and investing in
communities where it operates.

Oil & Gas Network, June 2009 5

 Coll’s

Corner
A Time to Fight Back
Will emotion and hype continue to win the battle
over logic and reason? visit us at GO EXPO GAS AND OIL EXPOSITION

Reality: the oilsands lay below

F
or a moment, I am going to forget my badly
charred resource portfolio, real estate invest- an area the size of Florida, but 80% of that devel-
ments that look all-too real, and those worth- opment is in-situ or underground as opposed to sur-
less stock options used so ingeniously by HR to
convince me to stay put for the past five years. I
face mined. 12th Annual BC Natural Gas Symposium
guess I’ve learned -- like so many others -- that even Myth #3: Developers are “destroying the boreal forest.”

I
n 2008 B.C. saw record land sales. For the first time ever land sale figures
when times are good, treading water is the same Reality: the entire mineable area is less than 1% of topped Alberta! All of the excitement is around unconventional gas in the
thing as sinking like a stone. It’s the journey, right? this forest. Less than 1/16th of that 1% has been dis- Northeast. B.C. has a great environment to incent activity - great geological
Yeah, right. turbed to date. And reclamation is a regulatory reserves and a government that wants to encourage business opportunities. Of
For a moment then, like the impressionable requirement. course, all of this opportunity does come with challenges.
young grunt played by Charlie Sheen in Platoon -- Attend The Canadian Institute’s 12th Annual BC Natural Gas Symposium
who realizes he’s made a terrible mistake trading Myth #4: Developers are “depleting fresh water where you can expect to hear some of the province’s most prominent stake-
his middle-class lifestyle for the realities of jungle resources to produce oil.” holders and players discuss what is being done to overcome challenges and cap-
warfare in 1960s Vietnam -- I am going to attempt Reality: Up to 90% of water is recycled; saline/non- italize on opportunities surrounding BC natural gas plays.
to climb from this personal abyss and begin to potable water is used whenever possible and there
rebuild. Find some positives in this dark and dirty are strict limits on fresh water withdrawals. Conference Title:
Recession we are experiencing. The Canadian Institute’s 12th Annual
This is exactly the same position the Canada’s Myth #5: “Development is contaminating rivers and BC Natural Gas Symposium
embattled and embittered oilsands sector finds itself putting people and habitat at risk.” Date: Location:
in – never lower, despite some glorious years when Reality: Testing shows that rivers adjacent to oil- June 4 & 5, 2009 The Fairmont Palliser, Calgary
it seemed the sky was truly the limit. sands projects have lower contaminant levels than
And just as I’m seeking a way out and back up other rivers in the region with no industrial oilsands
on a personal level, so too is the industry. activity near them; bitumen is naturally present on
For the past couple of years, the hammering in the banks and in the Athabasca River.
the media against the oilsands “juggernaut” has been Continued from page 5
relentless – driven by emotional triggers activated Myth #6: Oilsands activity is three to five times
so skillfully by increasingly strident and well-fund- more intensive than conventional oil. inventing new technology which ben- PSAC will also be unveiling an em-
ed environmental non-government organizations Reality: On a “wells to wheels” basis (from extrac- efits the end-user, and otherwise. We ployee engagement toolkit for its
(ENGOs) whose only aim is to destroy the fossil fuel tion to end use), the oil sands are less carbon in- need to start sharing these stories”. Members, in an effort to get the infor-
economy (and thereby the entire world economy). tensive than Venezuelan crude and comparable to With this input from its Member mation employees called for in the sur-
The “Dirty Oil” campaign, you must admit, is bril- oil shipped from the Middle East and California company employees, PSAC is now vey out to workers so that they are
liant in its simplicity and unfortunately, as any PR heavy; Canada accounts for 2% of world’s overall preparing a number of tactics and better able to be ambassadors for in-
agency worth its salt will tell you, it has legs. emissions and the oilsands is less than 5% of that tools through its Public Perception dustry in their day-to-day work.
Is the worst over for the industry that carries (i.e. 1/10th of 1% of world’s emissions). Program that will be launched over the “Even in a tight economic market,
North America’s energy future on its back? In the days and months ahead, you’re going to be next number of months. This will in- the PSAC Board and Members recognize
Will emotion and hype continue to win the bat- hearing a lot more about these myths but more clude a new section on the PSAC web- the value of this long-term initiative,”
tle over logic and reason? importantly about these realities. If I were an en- site with information on the industry summarized Soucy.“We will continue to
When will the industry start fighting back and terprising reporter (past life), I’d be jumping all over and its issues, geared towards commu- do whatever we can to help the indus-
take meaningful action to reclaim its voice in this this stuff before my competitors do. nicating with the public. try strengthen its public support.”
high-stakes debate?
No one has the answers to these questions right
now but be assured the industry has been gearing
up through groups the Canadian Association of
Petroleum Producers, the Oil Sands Developers
Groups and other initiatives that will surely come
to light in the near future, to counter the many false
claims that continue to make front-page news all
around the world and make Canada look like a
Draconian industry backwater.
You can’t help but feel there are sinister eco-
nomic forces at work here, but I’ll save the Angels
and Demons conspiracy theory column for a future
issue.
Instead, let’s focus on a theme that’s beginning
to crop up and has manifested itself in recent
speeches by Alberta Energy Minister Mel Knight,
OSDG President Don Thompson, and Syncrude
President and CEO Tom Katinas among others.That
theme is embodied in the title of Thompson’s
speech: Setting the Record Straight and revolves
around correcting the myths perpetuated primarily
ENGOs about oilsands development.
Thompson talked about 10 myths, while Knight
has his Six ways to tell you’re not getting the whole
oilsands story – for the sake of space, I’ll use the lat-
ter which I’ve adapted Coles-notes style:

Myth #1: Calling it the “tar sands” industry.

Reality: We’re producing oil, not tar.

Myth #2: Oilsands developers are “ripping up an

area the size of Florida.”

Oil & Gas Network, June 2009 7

The 4th Oil Recession
Looking for Company & Country Leadership
Paul Ziff , CEO
T
his is our 27th year in consulting, and 4th (or more?) signifi
cant recession. One of the characteristics of longevity is
experience (which is not necessarily wisdom).With that cau-
tion, some of my observations follow.
The last decade saw a prolonged oil price uptrend, from the
low teens in winter ‘98/99 to all time highs reached in mid-July ’08
8 Oil & Gas Network, June 2009
(with a hiccup in winter ‘06/07). In my opinion, this surge origi-
nally reflected the fundamental economics of growing demand and
more expensive supply, then acquired a ‘political premium’
regarding supply uncertainty, impacted initially by the war in Iraq,
which tightened supply, and enhanced the impact of other uncer-
tainties such as unrest in Nigeria, and politics in Venezuela.
Two other factors were at play. At the peak, oil
traded at least 15 times each physical barrel, so it is
clear that financial markets, including hedge fund and
commodity speculators, played a key role in setting
prices, including the volatility of technical trading mod-
els. For the majority of world producers, a weak US dol-
lar (resulting from the ‘easy money’ policy of the US
Federal Reserve Bank) depreciated the value of what
they received and fed higher commodity prices in
North America.
The oil price reached a crescendo when oil reached
$145/Bbl in July ’08 --- over 10 times its ’98 low, in just
a decade! While this price may not be expensive com-
pared to bottled water, it was far too costly for the world
economy to absorb (notwithstanding Alan Greenspan’s
comments to the contrary). With the sharp world eco-
nomic downturn, an oil price free fall ensued, which has
brought us far (perhaps halfway) below the break-even
point for new reserves virtually anywhere.
Oil Prices 1970 - 2009 & the 4 Recessions
During the last decade, the strong demand for oil and
gas strained human and physical resources, creating
huge cost increases, in sectors as diverse as deep off
shore drilling rigs and the Alberta oil sands. Operators’
prime focus was on the incremental barrel, ‘cost be
damned’, as pundits from the financial institutions fore-
cast oil at $200/Bbl (in our view, defying gravity).
Unfortunately today, high costs for many energy base
goods and services are now deeply engrained, and
reversing the status quo to achieve reasonable serv-
ice costs will be difficult and painful. This process has
begun; however, has a long way yet to go.
Many senior executives have bemoaned the tyranny
of Wall Street, with its expectations of unreasonable
growth of profits many times the inflation rate, and for
its ‘flavor of the month’ lens for evaluating company
strategies and performance, vs. a longer term perspec-
tive, which reflects the investment realities of the oil
business (or most other businesses, for that matter).
Short term performance is not a sound basis to grow real
businesses. Excessive power is concentrated in the hands
of relatively few analysts, many with little real industry
experience.The true substance, and leverage, of many of
these high flying investment firms and banks has been
laid bare --- if these firms are really so smart, why are so
many of them in deep trouble, requiring large bailouts
in most countries of the developed (and undeveloped)
worlds? This is similar to the Enron follies (CEO Jeff
Skilling’s disdain for real assets, like oil and gas wells,
and pipelines), and the ‘dot.com’ period.
The common theme: unreasonable Wall Street ex-
pectations drives excessive risk taking by public com-
panies. This performance greed (‘bonfire of the vanities’
lives on) lies behind the fiasco of ‘Asset Backed Paper’,
which has ensnared many corporations, pension funds,
and individuals. The ‘rating’ of risk by several bond rat-
ing agencies (talk about concentration of power!) in a
‘laissez faire’ world of regulation (where was the US
Security & Exchange Commission?) enabled the greed, with • Deepwater developments across the world Management, and support from their Boards, to run their com-
many parties in the chain receiving huge ‘performance’ fees. • world-wide LNG projects to develop stranded gas, panies on a sound longer term basis, rather than bowing to
According to Charlie Fischer (the long term CEO of Nexen, creating a new LNG world ‘pipeline’ that many countries short sighted and inappropriate financial drivers from the (for-
a successful & technologically adventurous Canadian can access mer) paragons of financial strategy. Several Super-Majors are
Independent,) the markets’ dominant focus on short term real- • Shale Gas development (principally in North America, pursuing a course of stability, vs. knee jerk reaction. Respect
izations in the next few quarters puts public companies at a so far) for strong technical staff is a must, both as a principle, and
distinct disadvantage because they are driven to meet market • measurement while drilling creates ‘designer’ wells. due to the aging of the baby boom generation in OECD coun-
expectations rather than taking a longer term view. This leads tries. The ‘hire & fire’ staff cycle creates a very negative pro-
to a focus on transactions for ‘quick impact’, rather than Gas & Oil Price Margins file for the university graduates that the industry needs to
investment in new exploration or the development of new tech- attract to replace the ‘baby boomers’. Companies can be re-
nology. This is unfortunate for energy supply since most reserve sponsible and thrive!
additions today come from projects that need new technologies Countries should recognize that energy is critical for eco-
and have a long cycle time (Deepwater, oil sands, ‘Arctic gas’). nomic well-being, and national stability. China is continuing its
When markets want instant gratifi cation, public companies can purchase of world assets, and related tied relationships.
be punished for investing for the long term. By contrast, Gazprom is pursuing a similar world campaign. Arguably the
national oil companies (NOC’s) can make that bet because they worst energy policy has been that of the US – which has had
are making investment decisions for the long term. virtually none; gasoline prices that are low relative to most
Despite the financial and economic meltdowns, the latter other developed countries have encouraged wasting of scarce
partly due to the whipsaw of credit --- from too free before, to resources --- and contributed to the ‘demise of Detroit’.
too restrictive now --- energy remains the engine of the econ- Although apparently inexpensive, the related costs, polit-
omy, and like it or not, hydrocarbons still dominate. This con- ical, environmental, can be quite high. This policy is chang-
tributes to costly international confl icts, both military and ing under the regime of new US President Obama – although
pipeline, which then further distort and contort markets, to the Yet many companies have been inefficient (and individuals some of his changes, fiscal, will not be popular with the
detriment of the economy and real producers and users, par- in their Hummers, and other oversized ineffi cient vehicles). American oil industry, clearly there will be some signifi cant
ticularly underdeveloped countries without energy resources Why did GM destroy all their electric car prototypes? Would it changes. In North America, major clean gas resources in the
(e.g. Africa). have been in a better position today, vs. Toyota & its Prius? far North (Alaska gas alone equals half of all Canada’s gas
At times like these, OPEC will progressively cut production Having been to Brazil and seen their extensive CNG fleet – a production) remain undeveloped – a national tragedy. While
to approach reduced demand, and in some time, sane prices decade ago, it was striking to hear an Oklahoma oilman (gas- both US Presidential candidates supported the Alaska Gas
will be restored to refl ect the fundamentals of oil & gas sup- man?) like Aubrey McLendon, CEO of US gas giant Chesapeake, Pipeline, there has been no observable progress. In Alberta,
ply. Part of the economic responsibility lies with private sec- promote Compressed Natural Gas (CNG) vehicles last fall dur- former Premier Peter Lougheed (one of the few outstanding
tor producers. At a time when the full cycle cost for North ing the US presidential election. energy statesmen in recent decades in North America) has
American natural gas costs $7/Mcf (and more for 3rd and 4th Europe (& California) have led the world in concern for the bemoaned the random development of the oil sands, a major
tier producers) to replace, does it make sense for shareholders environment --- which many in the oil and gas industry have world resource. Prescient as he always is, approaches of the
to sell it for $4/Mcf? been slow to embrace. If one subscribes to the view of ‘Peak past will not be adequate in the future, both for environ-
The 2 ways to mitigate the dissipation of relatively short- Oil’ (as espoused by Matt Simmons), then the logical conclu- mentalists, and for the broad inflationary impacts on the
lived reserves are either to hedge (still possible for a year out), sion is to treat oil as a more precious good. Alberta economy. For energy endowed, high population coun-
or shut in production during low price months (providing there Serious adjustments are required in 2009+, however will it tries, the rise of left wing populists across South America
are no reservoir or processing technical issues). However, in the be possible to target the rational mean, rather than huge provides a lesson regarding broader distribution of the ben-
past reducing production has been harshly punished by Wall swings? For companies, this requires true leadership by efits of energy riches.
Street gurus. Through our work we are intimately famil-
iar with the high costs of energy in many countries across
the world. Producers themselves should be more disci-
plined regarding the value of their assets. The current
low energy prices are no more reasonable nor sustainable
than oil selling for $150/Bbl. Many speculative financ-
ings in recent years made no sense, except for those pur-
suing greed --- the promoters, and issuers --- pity the suckers
who bought the issues. Nor does it make any sense for
banks today to base lending requirements (e.g. cash flow
or debt service coverage ratios) on current ultra-low
prices, and cut credit lines (fortunately most energy com-
panies have fairly strong balance sheets after so many
favorable years).
What can companies do during this turmoil? In my
opinion, focus on ‘back to basics’. This includes careful
review of costs (out of favor in recent years), with a
continued focus on maximizing production uptime to
increase cash flow. Oil & gas fields are the DNA of any
oil and gas company and need to be managed appro-
priately. In recent years, many companies have bought
back their shares, to ‘fi nancially engineer’ higher prof-
its per share.Yet today, energy stock prices are lower by
50% to 75%.
Did the ‘buy-back investment’ contribute to the
world’s energy supply, or more environmentally benign
energy sources? Did it ultimately help shareholders?
Would some of these billions have been better invested
in developing and enhancing alternative energy supplies,
for future sustainability? In new areas, investment reduces
long term cost curves.
Let’s give credit where it’s due --- some energy pro-
ducers and service companies have been extremely cre-
ative in developing new technologies:

Oil & Gas Network, June 2009 9

Wellons Canada Supplies
Gas Fired Heaters for Oil
& Gas Projects
W
ellons Canada, a Surrey, BC based supplier of gas fired
and biomass fired thermal energy systems, has recently
supplied thermal fluid heating equipment for two oil &
gas projects.
Wellons is currently working on a crude oil heating system for
a major pipeline and merchant tank operator in Alberta. The heart
of project scope is two Wellons 40MM BTU/hr gas fired skid
assembled glycol heaters.
Wellons project scope also includes two glycol- to-crude oil
heat exchangers, glycol and crude oil circulating pump skids, and
a prefabricated control room module. Wellons Canada also recent-
ly supplied a 12MM BTU/hr gas fired thermal oil heater for a new
10 Oil & Gas Network, June 2009
gas plant
facility in
British
Columbia.
The skid scope included operating and standby pumps, primary
loop piping, PLC based HMI control system, motor control center,
and gas combustor c/w combustion air fan flame arrestor. This
equipment was shop
assembled and located in an enclosure on the skid. The enclo-
sure was supplied with flanged pipe connections and electrical
interconnection panels for easy site tie-ins.
Next Dimension
in Offshore Oil
Exploration - Airborne
“De-Risking” Surveys
e
Field Exploration LLP has announced the com-
pletion of their first Offshore Airborne Survey - a
powerful new “De-Risking Tool” for the Oil & Gas
Exploration Industry. Contracted by a Norwegian JV,
the survey in the Nordland area of the Norwegian Sea
was used to rapidly assess the potential of multiple
blocks for the Norwegian Petroleum Directorate’s 20th
Licensing Round.
Flying over 100 miles offshore and over water up
to 1000 feet deep, Passive Electromagnetic and High
Resolution Magnetic data acquisition was completed in
less than one week with a specially designed sensor
package.
eField Aircraft based at Brønnøysund, Norway for
the survey.
“Conventional methods such as Marine Seismic or
CSEM would have taken months and costs would have
been prohibitive” says Ed Johnson, president of eField.
“Our Offshore Airborne System can cover up to 500
line miles per day at a fraction of the cost of a marine
survey.”
Johnson further noted that “eField’s platform in-
corporates multiple sensors including high resolution
magnetics and electromagnetics recording data from
the air-ocean interface to sub-f loor penetration.
Satellite data is then added to provide valuable natural
seep mapping.
eField’s EMT System:
eField’s new generation of airborne Electro-
Magnetotelluric technology leverages advances in air-
borne geophysics, remote sensing, and forward
modeling.
The underlying technology of the eField system
detects the presence of hydrocarbons by reading nat-
ural electric currents known as Telluric currents.
Telluric currents are induced by solar energy and light-
ning that penetrate deep into the earth. eField’s air-
borne system captures resultant resistivity and
polarization changes that occur at the interface of
water and dissolved hydrocarbons and in the sea bed.
This approach is significantly different than tech-
nologies that rely on spectral imaging, gravity, or mag-
netic measurements. These and other indirect
measurement systems, like seismic, require time con-
suming data gathering and interpretation methodolo-
gies that identify anomalies or prospects which may or
may not contain oil or gas. Oil and Gas are natural in-
sulators - they have high resistivity compared to water.
This differentiation allows eField to model and accu-
rately identify anomalies where hydrocarbons may be
present at depths of 20,000 feet or more below the
ocean floor and in natural seep columns that percolate
to the surface.
Honeywell Joins North How Companies Can Optimize
America’s Largest System Their Access to Capital
Integrators Organization
H
oneywell has joined the Control Systems Integrators Association (CSIA)
www.controlsys.org/index.htm , North America’s largest organization
for independent control systems integrators.
CSIA includes more than 300 member companies dedicated to sharing and
developing systems integration best practices. In addition to providing a forum
for members to discuss common business issues, the group publishes its Best
Practices and Benchmarks reference guide and offers its renowned Certified
Member program used to help manufacturers identify leading integrators.
“Honeywell is a natural fit for CSIA because the company has made integra-
tion a cornerstone of its strategy for helping manufacturers of all sizes improve
operations,” said Norm O’Leary, executive director of CSIA. “With deep expert-
ise in integration, system design and the unique needs of various industries, we
expect that Honeywell will contribute a wealth of knowledge to the group and
help strengthen its resulting research.”
Honeywell, a past winner of the System Integrator of the Year Award from
Control Engineering magazine, has more than 3,000 project engineers and
designers who work worldwide through a network of 50 design centers.
Honeywell provides a wide range of technology platforms and instrumentation
that enable manufacturers to coordinate previously disparate systems. For
example, the company’s award-winning process control platform, Experion®
Process Knowledge System (PKS) <http://hpsweb.honeywell.com/Cultures/en-
US/Products/Systems/ExperionPKS/ExperionPlatformOverview/default.htm> ,
coordinates critical subsystems dispersed throughout a manufacturing facility
to provide greater visibility into plant operations. The latest solution in the
Experion product line, Experion LS <http://hpsweb.honeywell.com
/Cultures/en-US/Products/Systems/ExperionLS/default.htm> , allows integra-
tors to offer customers the power and reliability of a traditional distributed
control system (DCS) in a smaller, flexible package more commonly associated
with Programmable Logic Controllers (PLCs).
“Organizations such as CSIA are critical for advancing our industry because
they build great knowledge bases that shed insight into the new challenges our
customers face,” said Harsh Chitale, vice president of strategy and global mar-
keting for Honeywell Process Solutions. “Helping to set high standards for sys-
tems integration will help manufacturers meet those challenges in a
cost-effective manner, which ultimately means better business results for every-
one involved.”
www.honeywell.com/ps.
June 2009 Volume 10, Number 3 www.oilgas.net
Communications Issue
Subcribe today
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A
lthough liquidity is constrained in this uncertain
market, there are actions that companies can
take to strengthen their financial position and
optimize their access to capital. The key is under-
standing what is available and how a smart financing
solution can enhance financial ratios, provide surplus
cash flow and protect the longevity of a business.
Align long-term assets with long-term debt. Many
companies currently use their operating line to cover
the costs of long-term investment opportunities, such
as equipment, because it’s readily available and perhaps
a lower-rate alternative. Operating lines are typically
secured by short-term assets, which can be extremely
volatile in value, such as natural gas reserves, receiv-
ables, or inventory. In this economic environment, an
operating lender may try to protect his position by
reducing lending ratios, increasing rates, charging fees
for even small covenant breaches, rolling back lines of
credit, or calling the loan on demand. One way around
the risk of being subjected to any such actions is to
consider long-term financing structures secured by the
asset the company is investing in. In doing so, the
monthly obligations are much better aligned with the
revenue the asset is earning over the duration of the
useful life of the asset. In addition, this strengthens the
company’s balance sheet with stronger current ratios
and frees up short-term capital for short-term needs. A
simple mini-restructure like this can make a big differ-
ence and will be more attractive to lenders.
Monetize your assets. A good buffer of readily avail-
able cash can go a long way in today’s uncertain envi-
ronment. On the one hand, it can help a company
ensure steady operations through temporary unex-
pected downturns. On the other hand, cash can help
advance a company’s competitive advantage when op-
portunities arise. Companies need to look no further
for this than their full inventory of equipment - be it gas
compression equipment, equipment for heavy trans-
port, loading or digging, as well as manufacturing and
many other types of equipment. Existing equipment
can provide companies access to a reserve of cash to
cover everyday expenses or provide them the flexi-
bility to jump on an acquisition when a good deal
comes along. A lender with a specialized asset man-
agement team, such as GE Capital, can help companies
find equity in their existing capital equipment and turn
it into cash for their business.The company can require
that this cash be available on a standby revolver while
ensuring long-term balance sheet treatment. Having
cash available during uncertain times can provide
assurance that businesses make it through difficult
economic times.
Don’t stop at rate, invest in a solution. When shop-
ping around for financing, it is important to remember
that there is more to it than simply rate. It is critical that
companies find a partner who is willing to take the
time to understand their unique needs. When it comes
to financing, one-size does not fit all. It is important to
question “off the shelf” products sold by those who
aren’t asking questions about the business’ objectives.
A lender who can collaborate with a company to struc-
ture a solid financial solution that will not only provide
liquidity but also protect the business, is worth a sec-
ond look. It may be surprising to find out how much
the amount of interest paid can pale in comparison to
the money a company can make or save with the right
financing structure. Companies should challenge their
lender to prove it to them.
In the quest of strategic partnerships, GE Capital is
proactively seeking opportunities, across all industries,
to help companies re-structure their balances sheets
and improve their cash flow positions through flexible
financing solutions. As one of General Electric’s largest
growth engines in Canada, GE Capital offers lending
products, growth capital, revolving lines of credit,
equipment leasing, cash flow programs, asset financing
and other financial services. Companies can expect
reliable, well-capitalized and competitively priced
financing solutions – and the personal attention that
they deserve.
Oil & Gas Network, June 2009 11
 Energy industry to help fight for the cure during Go-EXPO
I
n North America, one in six men will develop prostate cancer in
their lifetime.The good news is that the mortality rate from prostate
cancer in North America has been falling in recent years. The bad
news is that the fight against prostate cancer is not over yet because an
average of about 500 Canadian men will be diagnosed with prostate can-
cer each week.
The oil and gas industry will gather together to help “Knock out
Prostate Cancer” during a unique fundraising/networking event that will
be hosted by Energy TV during Go-EXPO.This fun-filled evening, known
as the Boxer Blues, has been created to increase awareness and raise
funds for prostate cancer.
“Prostate cancer has become one of the most common cancers that
affect our male population today and in a male dominated industry like
the petroleum sector, it seemed like a perfect fit to host an event with
that focus,” says Shelly Brimble, Boxer Blues project manager.
12 Oil & Gas Network, June 2009
Energy TV is proud to announce the keynote speaker for the Boxer
Blues will be Canadian petroleum icon W. Brett Wilson, who will share
his journey with prostate cancer.Wilson is the co-founder of FirstEnergy
Capital Corp.
He is also an award winning entrepreneur and philanthropist with
accolades including:Top 40 under 40,Top 20 Deal Makers, and Top M&A
Specialists. Alberta Venture Magazine selected Wilson as the Business
Person of the Year for 2008. Wilson is currently the managing director
and president, Prairie Merchant Corporation, a private merchant bank
focused on business opportunities. Recently, his entrepreneurial savvy
landed him a role as a panelist on CBC’s Dragons' Den.
Wilson’s life took a new turn when he was diagnosed with prostate
cancer at 43 years old. Since then, he has become one of Canada’s most
sought-after public speakers sharing his story about the path to success
in business and life – with a focus on his struggle with prostate cancer.
During the Boxer Blues, the Prostate Cancer Institute,
Calgary will unveil a unique community outreach project
that has been in the works for the past three years known
as the “Man Van.”This mobile unit can collect blood sam-
ples in the community then bring then provide results in
less then 30 minutes. Blood samples are one of the most
important tools used to diagnose prostate cancer other
than the digital rectal exam (DRE). Prostate specific anti-
gen (PSA) are a markers found through blood that un-
cover hidden cancer.
Linda MacNaughton, community relations coordina-
tor, Prostate Cancer Institute, says they are planning to
start with four three hour mobile baseline PSA blood test-
ing clinics per month in various locations in and around
Calgary. The Prostate Cancer Institute has imported mo-
bile PSA testing units into Canada for use with the Man
Van and each unit can provide a result within 30 minutes.
This rapid detection is key to survival because like
any other cancer, the chances of successful treatment in-
crease with early detection. Many men go undetected be-
cause quite often prostate cancer show little symptoms
until the disease has progressed.This is why regular PSA
testing can reduce prostate cancer death by 20 per cent.
According to the largest study ever conducted on prostate
cancer screening (European Randomized Study of
Screening for Prostate Cancer) the screening is working
because 48 men were treated for the presence of prostate
cancer out of every 1,408 men tested.
Funds to battle prostate cancer will be raised during
Boxer Blues through various activities including a boxing
zone. Participants can challenge amateur boxers from
Calgary-based Impact Boxing Club on Nintendo Wii sta-
tions. Louie Raposo, owner/operator, Impact Boxing
Club, will bring a championship belt for the best player.
Calgary Women in Energy, a networking group in the pe-
troleum industry, have also volunteered to provide staffing
support for the event.
Silent auction items are also being collected to raise
funds and items will be accepted until the day of the
event.“We have been touched by so many personal sto-
ries from people in the energy industry that have been
impacted by this disease and are graciously giving items,”
adds Brimble. “One man who recently recovered from
prostate cancer is also an artist. He is currently creating
a painting just for this event.”
Boxer Blues (www.energytv.com) will be hosted on
June 10, 2009, within walking distance from Go-EXPO
at Hotel Arts. About 450 people from the petroleum
sector will help raise funds to battle prostate cancer
from 6 p.m. to 10 p.m. All proceeds raised on site will
be donated to: Prostaid Calgary (www.prostaid.org),
the Prostate Cancer Institute, Calgary (www.prostate-
calgar y.com) and the Prostate Cancer Canada
(www.prostatecancer.ca).
“Everybody knows that this is a hard time for the oil
and gas industry, but when the going gets rough, the
industry pulls together. We hope to host a fun-filled
event while successfully raising funds for a great cause.
We challenge Go-EXPO participants to join Energy TV
and W. Brett Wilson to hit a TKO against prostate can-
cer during the Boxer Blues,” adds Brimble.
Ziff Energy Launches 1st International FPSO Operations Study
to Assist Operators Enhance Operating Efficiency
Z
iff Energy Group (ZEG), a long established and leading upstream energy niche consulting
firm, with offices in Houston and Calgary, announces the launch of its 1st International
FPSO Operations Efficiency study, evaluating uptime reliability and operating costs for
FPSOs in various regions of the world. FPSOs are a principal method for International oil pro-
duction for areas where no refinery is located nearby (in contrast to Offshore Platforms for Shelf-
depth offshore waters around the world, and floating Deepwater Structures which connect to
fixed pipelines, such as in the US Gulf of Mexico and Brazil). The world ‘nameplate’ capacity for
FPSOs is an impressive 15 million Bbl/d, although the actual throughput is less, with depletion
in field production over time.
Moored offshore, the FPSO (which stands for ‘Floating, Producing, Storage, Offloading’) gath-
ers offshore oil production, from Platforms or Sub-Sea wells, for fields in either Shelf or Deepwater
water depth, and then holds the crude oil for loading onto tankers for delivery to refineries for
processing. Some FPSOs are ‘purpose-built’ (esp. in the harsh North Sea environment), while many
FPSOs are converted oil tankers. The first FPSO was Shell’s Castellon, dating back to 1977, 3
decades ago. Like other production systems, there is a wide variety of FPSOs --- some of the major
variances are capacity (e.g. from as small as 15-40 MBbl/d to as large as 200M+ Bbl/d); vintage
(several decades old to new); and complexity of processing (amount of water, degree of liquids
stripping, natural gas). As usual, Ziff Energy will be grouping the FPSOs into ‘like Groups’ of com-
parable assets.
Slightly under 200 FPSOs operate worldwide, and are widely dispersed --- the largest centers
are Asia (about 50, especially CNOOC - 20, Australia 15, Indonesia, Vietnam), the North Sea (30+),
Brazil (40), and West Africa (30, mainly Nigeria & Angola). Among production systems employed
internationally, FPSO’s have perhaps the greatest degree of similarity, as they are all marine
operations, regardless of which coast they are deployed in. Ziff Energy has assessed FPSO’s oper-
ating in a number of countries in Asia and Brazil in the last 2 years.
For many years, there have been two types of ownership and operation --- sometimes FPSOs
are owned by the producer, however often a Contract Operator is responsible (e.g. Bluewater,
Modec, SBM). As well, there are 3 main forms of contract (as well as combinations):
Owned & Operated: the oil company buys a vessel, and then operates and maintains it (sim-
ilar to other upstream operations)
Wet Lease: a producer pays a vessel operator/owner a fee to provide FPSO services Bareboat
Charter: an oil company has a contract operator develop a vessel to their specifications, and
pays a lease fee, however the oil company is responsible to operate and maintain the vessel.
The purpose of the study is to help Operators, both producers and Contract Operator,
enhance efficiency, to help them cope with the impact of the dramatic price decline on cash flow,
and counter the effects of rapid production decline, which have a big impact on unit operating
costs. Regardless of type of contract, all FPSOs will be comparable on the same basis for Uptime
Reliability, and total cost.
In the last 15 years, Ziff Energy has delivered a series of 12 multi-client marine operations
(7 Deepwater Studies, 5 Shelf Operations), a major multi-client study in Asia Pacific in 2007-8 cov-
ering 7 countries (Australia, China, Indonesia, Malaysia,Thailand, and Vietnam); plus custom proj-
ects for offshore Brazil (2008), Trinidad & Tobago, and India.
This study will focus on Production Uptime Reliability and Operating Efficiency in 2008, with
metrics that were first developed as part of Ziff Energy’s 6th Offshore Deepwater study, com-
pleted in 2007, and enhanced with input from our Super-Major clients. These new metrics in-
clude the value of lost production, the mean time between incidents (MTBI) and the mean time
to recover (MTTR). In the Deepwater study, the value of the unplanned deferment far exceed-
ed the total OpEx of the participants! Uptime is a prime driver of upstream ‘value add’. Ziff
Energy will identify “best in class” production uptime targets and will help validate the value as-
sociated with specific investments in improved reliability.
Key members of Ziff’s Offshore team include David Richmond, former Offshore Installation
Manager for a Major, with an extensive background knowledge in all aspects of Offshore

The Power
Catwalk Specialists
FEATURES AND BENEFITS
G Safety – the fully mechanized process keeps personnel clear of
hazardous operations using a wireless remote at the rig floor.
G Time saving and safe set up / tear down using built-in
hydraulics - no need for expensive cranes.
G Productivity maximized through repeatable dependable
operation.
G Open belly design for pad rig operation.

G Optimal tubular presentation for safe handling at the

rig floor.
G Range of rig floor heights from 14’ to 37’.

G Easy transportation using a winch deck truck, no need

for cranes.
G Proven design and track record, with an unbeatable
safety record, incredible uptime, reliability and longevity.
G Self contained power pack.

G Energy efficient design.

G Numerous safety features and failsafe devices

G Easy to learn operation.

G Low maintenance construction

14 Oil & Gas Network, June 2009

 GoExpo

Operations including FSO

and FPSO, from wells to
market; and Tom Gray,
Retrofits Make Economic Sense -
Ziff Energy’s Offshore
Operations specialist,
In a time when efficiency matters
who joined Ziff Energy

T
he current drilling environment continues to put
after a long and impres- pressure on producers to create production effi-
sive career at a Major ciencies on existing wells and find ways to work
where he served last as with a shrinking skilled work force. Zedi invites producers
Director, Gulf of Mexico to revisit the retrofit advantage of putting electronic flow
Deepwater Operations. measurement (EFM) devices on their wells. Zedi’s surveil-
Participants will re- lance offerings, Smart-Alek® and Zedi EFM Walk-up™ help
ceive confidential, blind- producers become more efficient and consequently save
ed, asset-level cost com- them time and money.
parisons versus compara- Customers confirm that a key advantage of moving from
ble assets, as well as de- charts to EFM is that an operator’s work week is restruc-
tailed cost driver analysis. tured to support more effective work practices. Well visi-
“Study participants receive a detailed diagnostic report on each asset, compared on a ‘like kind’ tation changes from daily to ‘as required’ – freeing up time
basis with peer assets and identifying potential savings in each cost category.” Historically, for value added activities like preventative maintenance. A
Ziff Energy’s studies have helped Operators in 20+ countries pinpoint areas to achieve signifi- more efficient work structure ultimately leads to opera-
cant savings on operating costs. After the study is completed, Ziff Energy meets with each client tional cost savings and a higher well to operator ratio.
regarding areas for future action plans to assist them achieve these efficiency savings, as well as For new drills or retrofitting, producers may also want
for best practices to gain production. to add an element of control. Zedi Connect™ is the next generation of Zedi’s optimization
Ziff Energy is a leading benchmarking firm, focused in operating costs and practices for the solutions combining surveillance and control. It allows users to remotely control and monitor
Gulf of Mexico, and around the world in 2 dozen countries. Our offshore operations database in- well site equipment through the web. Built as a unique technology that’s compatible with
cludes 600 Shelf fields worldwide and 50+ Deepwater assets. Last year, Ziff Energy established a industry field devices, it is designed to upgrade optimization applications remotely eliminat-
Center for Benchmarking Excellence in Calgary, staffed with full-time experienced engineers to ing the need for site visits.
ensure the highest quality and efficiency in conducting benchmarking analysis. Learn more at Zedi’s GO Expo booth #1113.

Oil & Gas Network, June 2009 15

Study Finds 2008 Global Upstream Oil & Gas Alberta’s been here before:
Transaction Value Fell 32%, with Canadian Say hello to 1980s deficits
Total Plunging 68% By Mark Milke

G
lobal mergers and acquisitions (M&A) up- After considerable consolidation among

stream transaction value fell to $104 bil-
lion from an annual average of nearly $160
billion in 2005-2007, according to the 2009 Global
Upstream M&A Review prepared by IHS Herold
Inc., an IHS company (NYSE: IHS), and Harrison
Lovegrove & Co., Ltd., a Standard Chartered group
company. This review provides a comprehensive
analysis of more than 280 significant upstream
transactions that were announced in 2008.
Canadian M&A upstream transaction value de-
clined to just US$14.5 billion from a record
US$45.5 billion in 2007
Canadian asset transaction value in 2008 sank
almost 75 percent to a six-year low while corpo-
rate deal value declined by two-thirds from the
prior year as activity fell off dramatically in the last
four months of the year. Fifty-five significant deals
(over US$10MM) were announced in the first eight
months of 2008, but just ten from September
through December. Canadian transactions account-
ed for less than 15 percent of total worldwide M&A
value, the lowest percentage since 2005 and less
than half of the record 30 percent in 2007.
Royal Dutch Shell’s US$5.8 billion all-cash cor-
porate acquisition of gas-weighted producer
Duvernay Oil was one of only two deals over US$1
billion. Corporate deals outnumbered asset trans-
actions for the fourth consecutive year, although
the average corporate transaction value, excluding
the Shell-Duvernay deal, was less than US$200MM.
I
Royalty Trusts in 2007, activity in the sector was
moderate (reflecting weak equity and credit mar-
ket conditions) ahead of the income trust tax-
status transition in 2011. The only major acquisi-
tion involving a trust was the US$1.3 billion stock-
for-stock merger between ProEx Energy Ltd. and
Progress Energy Trust, with the merged entity con-
verting to a corporate E&P structure.
Oil Sands transaction value plunged from
US$18 billion in 2007 to US$2 billion in 2008.
Three oil sands deals were among the ten largest
in Canada, but each was in the modest US$400MM-
US$600MM range. NOCs/Sovereign Wealth entities
were absent from the Canadian M&A market after
an active 2007.
Transacted proved (1P) and proved plus proba-
ble (2P) reserve volumes declined precipitously to
five year lows. Outside of oil sands, gas accounted
for the majority of acquired 1P and 2P reserves for
the third consecutive year. The Shell/Duvernay
transaction considerably lifted total region weight-
ed average implied reserve values from US$21.42/
barrel of oil equivalent (boe) to US$31.81/boe, with
corporate pricing at a substantial premium to asset
deal pricing. Excluding oil sands, 1P asset deal pric-
ing was 15% higher, fueled by a nearly 60 percent
rise in pricing for gas-weighted transactions. Pricing
was flat for 2P assets, indicating lower valuations
placed on upside potential in a low commodity
price environment.
n March 1987, then Alberta treasurer Dick Johnston -- back when finance min-
isters were called treasurers -- told Albertans they enjoyed the highest per-
capita program spending in the country.
Albertans also enjoyed a $3.3-billion deficit the previous budget year as a
result of such spending; Johnston’s response was to tell Albertans to pay up.
Thus, Johnston’s remedy to red ink leaned heavily in the direction of in-
creased taxes. In his 1987 budget, he raised corporate taxes by one-third, health-
care premiums by 28 per cent, and fees in nursing homes by 40 per cent. He
also raised personal income taxes in the hopes $1 billion could be added on the
revenue side. In all, Johnston raised or introduced 23 separate taxes.
Balancing the budget with tax increases was impossible. It was an experiment
in taxing one’s way out of a budgetary imbalance and guaranteed to fail. While
a government might slip in a barely noticeable tax increase without an effect
upon incentives, a 23-item tax hike of a billion dollars is akin to smothering an
ill patient with chloroform.
That reality left the spending side to help balance the books. In 1987, the treas-
urer did promise some budget cuts; Premier Don Getty and his treasurer had long
hinted at and occasionally pruned spending after the collapse of energy prices
in 1986. But compared to the tax increases of about 13 per cent above existing
revenues, the spending cuts at a predicted four per cent of program spending
were underwhelming.
The 1987 actions were part of a plan launched the year before to balance
the books by 1990. “A deficit of this size cannot be allowed to continue,” said
Johnston in his 1987 budget remarks.
Except that it did. The province incurred $2.1 billion in red ink in 1990--the
planned year for balanced books, followed by deficits of $1.8 billion in 1991, $2.6
billion in 1992, $3.3 billion in 1993, and almost $1.4 billion in 1994.
It wasn’t until 1995 that a surplus was produced and only after a deficit binge
that left Alberta $22.7 billion in debt.
What finally turned the corner was not another 23-point tax hike; it was pub-
lic clarity, first, followed, second, by a political awakening in the Liberal party and
then in the Tories that spending had risen to unsustainable heights and must be
brought down.

Flexpipe MAKES solution Total program expenses in 1990 amounted to $13.8 billion and continued to

s. Flexpipe Sys climb, hitting a peak of $16.2 billion in 1993; program spending was cut back to

tems s $13.5 billion in 1995 and $12.7 billion in 1996.

But that never happened under Getty and Johnston, out of the premier’s
aves chair and the finance portfolio respectively in later 1992; they were replaced
on by Ralph Klein and Jim Dinning.

Commodity Price cre The provincial government was only helped in a small way by rev-
enues, which were at their lowest level in 1990 and at their highest
in 1995, the latter due to a significant uptick in resource revenue.
Recovery Anticipated into 2010
w

But the province couldn’t have relied on that luck to balance the
log

books. In 1996, the province’s own-source revenue, including

Decreasing Capital Expenditures has Silver Lining from resources, again dropped. Without a spending chop,
isti

and some restraint in the increases in the following

cs

C
algary, AB, April 7, 2009 – Recent declines in the capital expenditures required to develop oil years, deficits would have been as common in the last
and

and natural gas will help drive commodity market prices up predicts AJM Petroleum half of the 1990s as they were in the first half.
Consultants in their current oil and gas price forecast, established effective March 31, 2009. Fast forward to 2009 and proponents of
“Some analysts believe world oil production peaked in 2008, but regardless of whether or not deficits appear to have dressed up in 1980s-
equ

you agree, it is generally accepted that the world’s supply of hydrocarbons is declining,” said Ralph style fiscal drag and the corresponding jus-
Glass, economist and Vice President of Operations at AJM Petroleum Consultants. “The current de- tifications.
ipm

crease in investment for oilsands projects and natural gas drilling projects will have the inevitable spend- But here’s the reality check for the
impact of less production coming on-stream. Less production will lower gas supply levels, and the ing would recent years: Had Alberta kept pro-
ent

resulting difference between supply and demand will force prices up.” have been gram spending tied to inflation
cu

Reduced drilling over the past two years in Canada’s natural gas sector has caused approxi- $25.6 billion in and population growth
mately 1 Bcf/d of production to fall off the market and, with the first quarter of 2009 seeing an the fiscal year just
ttin

since 2001, program

even higher drop in rig counts, Mr. Glass anticipates even sharper declines in drilling. While the ended (the end of
30
g

United States saw a dramatic increase in gas supply levels in the latter part of 2008 due to high lev- March). Instead, pro-
els of drilling in shale gas plays, declines in drilling activity in 2009 will lead to just as dramatic pro- gram expenses (I’m not -50 ct
%o o je
n your pipeline pr
duction declines. This drop in supply will ultimately force natural gas prices to rise. including capital expendi-
AJM’s current price forecast shows crude oil prices in constant dollars based on a WTI forecast tures) were $11.2 billion higher
of US$55.00/bbl for 2009, rising to US$70.00/bbl in 2010, then reaching US$100.00/bbl by 2016 and at $36.8 billion in fiscal 2009. That
holding at this level for the balance of the forecast. The AECO US NYMEX natural gas price in con- was 43 per cent higher than can be jus-
stant dollars is expected to average US$4.50/Mcf in 2009, rising with oil to a long-term price in 2016 tified by population growth and inflation.
of US$9.00/Mcf. The Canadian priced AECO forecast is expected to average Cdn$4.50/Mcf in 2009 In 1986, at the beginning of the last provincial
rising to Cdn$8.50/Mcf in 2016, corresponding with the expected recovery of the Canadian dollar spiral into deficit financing, Premier Getty said that “The deficit can be handled.
over the same period. When compared with the forecast prepared by AJM at December 31, 2008, We are the strongest province financially. . . . Despite cutbacks we still have the
this current forecast features natural gas price predictions that reflect a drop of $1 - $2/Mcf until largest per-capita spending on our social services system of any province.”
2016. Complete forecast tables, commentary and documentation for AJM’s March 31 Price Forecast Back then, Getty, as with apologists for red ink now, missed the relevant point
are available for download on the AJM Petroleum Consultants website at www.ajmpetroleumcon- he himself introduced: That above-average spending would eventually have to
sultants.com. change if the province was to avoid a lengthy string of deficits.

16 Oil & Gas Network, June 2009

 Corporate sustainability reporting remains an issue
for Canadian companies: PwC and FEI Canada Study
n overwhelming majority (90%) of Canadian senior financial enterprises answered affirmative versus 17% of private com- disclosure and reporting will increase in the years to come

A executives consider reporting on the environmental and social

impacts of their companies to be important. A large pro-
portion of responding companies (72%), according to a new survey
from PricewaterhouseCoopers LLP (PwC) and the Canadian
Financial Executives Research Foundation (CFERF), the research in-
stitute of FEI Canada (FEI Canada), also claimed that their company
understood which sustainability issues were most relevant to achiev-
ing their business goals. However, when asked if there was an effec-
tive strategy for managing these issues, only half of respondents
reported that they had one in place.
Similarly, almost all (92%) senior finance executives felt that it
was important to communicate sustainability performance to sen-
ior management and the Board, while at the same time, over half
admitted that they did not have an effective system and process in
place for periodically measuring sustainability performance. Again,
when asked if this same information should be periodically report-
ed to shareholders, employees and external stakeholders, most
agreed that this was important. However, over half (55%) admitted
that their companies did not have an effective system in place to
enable this type of reporting. Indeed, most respondents (78%) be-
lieve that the average investor does not have enough information
about the sustainability performance of Canadian companies.
“Several forces may be working together to explain the discon-
nect.” says Mike Harris, PwC partner and leader of the firms
Sustainable Business Solutions practice in Canada. “First, a general
framework does not exist for measuring and reporting, making com-
parisons between industries a challenge. Second, many companies
have not developed robust data collection systems to make the re-
porting process efficient and reliable.Third, most finance executives
continue to only focus on the mandatory financial disclosures and
finally, the cost/benefit of optional sustainability reporting does not
provide support for the types of systems and process required to
effectively implement it. Until sustainability reporting is mandatory,
this is likely to remain the norm.”
According to the survey, larger companies were more
likely to link the application of corporate sus-
tainability practices to business goals. For
panies.
Companies also felt challenged in compiling data in a cost-
effective manner that would accommodate a broad spectrum
of stakeholders, from employees, shareholders, customers,
institutional investors, reporting regulators to environmental
activist groups. Furthermore, companies are concerned with
the costs associated with sustainability reporting, specifically
for small to medium-sized enterprises (SMEs).
When it comes to industry sectors, reporting practices vary
by the extent to which each are locally and federally regulated
and the extent to which they emit pollutants into the
environment, such as oil and gas, or hydro-electric power gen-
eration.
The four largest responding groups in the survey, profes-
sional and scientific and technical services, manufacturing,
finance and insurance, and mining and oil and gas extraction
demonstrate these differences.When asked if their companies
had developed an effective strategy for managing sustainabil-
ity issues relevant to their business goals, over 50% of respon-
dents in the mining and oil and gas sector, as well as the
manufacturing sector said that they had, compared with 41%
in finance and insurance and 33% in professional services.
While many executives in these industries did not neces-
sarily feel that their environmental strategies were fully devel-
oped, the vast majority felt that it was important to periodically
measure and report on their sustainability performance to the
board. This was true for over 90% of all respondents from the
professional services, manufacturing and mining and oil and
gas sectors. However, only 81% of senior finance executives
from financial services felt that they should report on these
matters to their board of directors.
The survey results clearly indicate that the vast majority of
financial executives polled believed that regulatory require-
ments pertaining to sus-
tainability
and nearly 75% of the survey respondents (74% of CFOs based
on 74 responses) believed that legislation relating to disclo-
sure and reporting of sustainability performance will become
more stringent over the next five years.
“For many senior financial executives participating in this
study, the future development of corporate sustainability
reporting in Canada depends on the establishment of a stan-
dardized reporting framework developed around industry-
specific Key Performance Indicators (KPIs),” says Ramona
Dzinkowski, executive director of CFERF. “Ultimately, the CFO
has, and will continue to have, a major role to play in driving
the corporate sustainability agenda of Canadian corporations.”
Survey Methodology
The Corporate Sustainability Reporting – Executive
Research Report was prepared by the Canadian Financial
Executives Research Foundation (CFERF), the research insti-
tute of FEI Canada and was sponsored by Pricewaterhouse
Coopers (PwC). It comprises the results of a survey conducted
of 343 senior financial executives across Canada as well as the
insights of individuals who participated in an Executive
Research Forum.
Just under 50% of the survey respondents represent enter-
prises with annual revenue of $250 million or less, with the
remainder being companies with revenues ranging from $250
to more than $20 billion.
For more information, please visit www.pwc.com/ca/sus-
tainability.
About PricewaterhouseCoopers LLP
PricewaterhouseCoopers www.pwc.com provides in-
dustry-focused assurance, tax and advisory services to build
public trust and enhance value for its clients and their stake-
holders. More than 155,000 people in 153 countries across
our network share their thinking, experience and solutions to
develop fresh perspectives and practical advice. In Canada,
PricewaterhouseCoopers LLP www.pwc.comand its related

Flexpipe Syste and

instance, when asked if management entities have more than 5,200 partners and staff in of-
understood which sustainability
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issues were most relevant to
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revenues of less than $1 billion.

th erf Canada and more than 2,000 members, FEI Canada provides profes-
Furthermore, when asked if com- ect ng sional development, thought leadership and advocacy services to its
panies comply with external comb o f st re members. The association membership, which consists of Chief Financial
reporting standards such as the Global ination Officers, Audit Committee Directors and senior executives in the Finance,
Reporting Initiative (GRI) and the Controller, Treasury and Taxation functions, represents a significant number of
Greenhouse Gas Protocol (GGP), nearly dou- Canada’s leading and most influential corporations.
ble (30%) of respondents representing public Further information can be found at www.feicanada.org.

Oil & Gas Network, June 2009 17

 casestudy

ACTive Matrix Enables Effective Openhole Stimulation

in Western Canada
Real-time downhole measurements and interpretation increase the stimulation coverage of a multilateral gas well
Challenge ACTive live in-well performance
To effectively stimulate a two-branch multilater- ACTive Matrix is part of the ACTive portfolio of CT services that and ACTive Profiling. These services enable live in-well downhole
al openhole completion in a naturally fractured includes ACTive Cleanout, ACTive Perf, ACTive Isolation, ACTive Lift, measurements, interpretation, and performance optimization.
dolomite formation.

Solution
ACTive Matrix to enable accurate depth place-
ment of the coiled tubing (CT) in each lateral using
real-time downhole measurements.

Results
Effective placement of the stimulation and divert-
ing fluid systems and real-time verification of the
treatment and lateral entry results.
Costly interventions in Western Canada
An operator needed to increase productivity of
two openhole legs in an existing multilateral gas well
in a naturally fractured dolomite formation in Western
Canada. The well produced 21% H2S and 5% CO2.
Operators in this area face economic challenges
in maximizing reservoir contact in these partially
depleted carbonate reservoirs. By using a multilat-
eral completion technique, the operators have been
able to achieve greater reservoir contact and access
isolated reservoir compartments with a minimal in-
crease in well construction cost or complexity.
Coiled tubing, which has been used to access and
treat the multilaterals, presents two challenges:
• ensuring efficient access and treatment of all lat-
erals during intervention
• existing downhole tools to operate in a subhydro-
static environment.
Accurate depth and placement of downhole tools
ACTive Matrix uses downhole measurements and
tools and chemical stimulation/diverting fluid sys-
tems to meet the challenges. These services enable
accurate location and placement of downhole tools
in the laterals to control stimulation of the individ-
ual legs.
CT was run in the hole to obtain downhole meas-
urements, which were used to stimulate the open-
hole legs. Acid treatments temporarily diverted and
treated the sections of the open hole that otherwise
would not have been stimulated. Pre- and post-treat-
ment distributed temperature survey (DTS) data were
used to optimize acid placement.
Accuracy and effectiveness of acid stimulation con-
firmed
Using the more reliable real-time bottomhole pres-
sure measurements rather than surface pressure
measurements increased the accuracy and effective-
ness of the stimulation treatments.
The initial acid treatment was confirmed and in-
jectivity points and other zones to be opened were
identified.Thermal analysis results were used to gen-
erate a revised pump schedule that provided details
of the appropriate diverter and acid stages, which
allowed temporary diversion of the initially stimu-
lated zones and better overall treatment of the mul-
tilateral leg.
A final DTS survey confirmed that the treatment
successfully diverted the acid and stimulated all the
targeted zones.

Oil & Gas Network, June 2009 19


Wireless Solutions that Extend
your Office into the Field
By Roland Labuhn, VP, Energy Solutions, TELUS
S
taying connected while on a job site or on the road is an
uphill battle for many junior producers and small energy
service companies in the oil and gas industry. In fact, more
than 70 per cent of workers in the energy sector are mobile,
which can cause a huge disconnect and potential declines in
productivity when workers are away from the office.
Wireless communications tools play a key role in improv-
ing communication between the office and mobile workers.
By equipping mobile staff with wireless solutions, businesses
gain better visibility into their workforce, resulting in increased
productivity and improved safety for field workers.
Boosting Productivity
Most junior producers and small service companies have
fewer than 100 employees. With such limited resources, these
businesses need everyone to be as productive as possible,
wherever they are working. TELUS’ Mike network has a num-
ber of rugged mobile handsets with features that make it easy
for workers to stay connected and get work done faster. Using
Mike Direct Connect technology—commonly known as Push
To Talk (PTT)—staff can connect with colleagues in less than
a second, making it easy for them to have short and efficient
conversations.
In addition to Mike, TELUS Tracking and Dispatch solutions
help small businesses boost their overall productivity and cus-
tomer service levels. By using TELUS Resource Tracker, dispatch
staff can track the real-time location of the nearest mobile work-
er for a job, provide customers with more precise arrival times,
and ensure accurate scheduling.
Enhanced Worker Safety
Mobile workers in the energy sector are often exposed to
dangerous environments. With Mike PTT, workers can instantly
communicate safety concerns with a team member, or the en-
tire crew with a push of a button. Having work-safe equipment
is important, and many don’t realize the wireless devices they
use to make their job more productive can produce sparks, po-
tentially igniting fuels and causing explosions. Mike is the only
Canadian provider of rugged, intrinsically safe Motorola hand-
sets with PTT for workers in the utility, petrochemical and in-
dustrial sectors. They are designed to have low electrical and
thermal output, which eliminates the risk of producing sparks
and, therefore, enhances worker safety.
Small producers and operators can also improve worker
safety by using TELUS Tracking and Dispatch solutions to gain
visibility into the activities and locations of their mobile work-
ers and assets. For example, TELUS Remote Fleet Tracker can
improve safety by monitoring driver speeds and protecting lone-
workers with a man-down safety service. Moreover,Asset Tracker
enables businesses to use real-time tracking to recover stolen ve-
hicles and valuable assets.
Select the Right Wireless Solutions
By helping staff overcome communication barriers, wire-
less solutions enable small businesses in the oil and gas
industry to enhance the effectiveness of their mobile work-
force. Businesses that need help finding the right solutions
can take advantage of the TELUS Wireless Solutions Roadmap.
This tool helps companies understand how wireless tech-
nology can enhance their business, benchmark their wireless
investments against their peers, and create a personalized
assessment. To access the TELUS Wireless Solutions Roadmap
and learn more about TELUS’ solutions for the energy sector,
visit telus.com/fieldservices.
Communications
Rogers Expands
its Most Reliable
Wireless Network
in Alberta
R
ogers Wireless an-
nounced the expan-
sion of its world
standard GSM wireless
voice and data network in
Northern Alberta. This
$42 million investment
provides new and
broader service to res-
idents in the region
and a range of busi-
ness solutions to local
companies, including
those operating within the
oil and gas industry.
“Wireless customers who
work in Northern Alberta, travel
across the province, or live in the
new coverage areas will find that
they are now connected in more
places than ever before,” says Steve
Roberts, Vice President for Rogers in
Alberta.“In addition to expanding Canada’s most reliable wire-
less network, we have developed wireless applications that
help companies increase efficiency. Our solutions, expertise,
and equipment are designed to help improve business pro-
ductivity.”
The always growing Rogers network has added 48 new sites
with expanded coverage now available in the following areas:
• In the Peace River area along Highway 58 which connects
Rainbow Lake, Zama, High Level and Fort Vermilion, and south
along Highway 35 to Peace River.
• New coverage and enhanced services in areas surrounding
Fort McMurray and Fort McKay; and along Hwy 881 connect-
ing Lac La Biche, Conklin, and Anzac.
• New coverage in Wabasca and Red Earth Creek, and south to
Slave Lake and High Prairie.
• New coverage in Grande Cache and Northeast to Hwy 43
and Valleyview.
• In Southern Alberta, extended coverage is also available along
Hwy 11 between Red Deer and Nordegg and along Hwy 61 in
Foremost and Manyberries. Northeast of Brooks, service is avail-
able in Jenner, Cessford and Sunnynook.
Rogers offers the most innovative lineup of smartphones
including the BlackBerry Curve 8900, the BlackBerry Pearl Flip,
the Apple iPhone 3G, the Nokia E71 and the BlackBerry Bold,
enabling users to stay connected to email and access desktop
functions while away from the office. For those requiring a
device in demanding outdoor work conditions, Rogers offers
three exclusive ruggedized handsets: the Motorola Extreme, the
ZTE Rock, and the Samsung Rugby.
Workers on the move can stay connected with the Rogers
Rocket Mobile Hi-Speed Internet Stick.The device allows users
to connect their laptop to the internet from anywhere within
a Rogers coverage area.
For business customers in industries needing integrated
f leet management solutions, Rogers exclusively offers
NelTrak. This industry-leading system provides GPS-based
asset tracking, expense management capabilities, and lone
worker solutions.
For more information on products, services and network cov-
erage, please visit www.rogers.com.
Oil & Gas Network, June 2009 21
Communications
A new generation of technology
providing true global coverage
By Joni Evans
O
n land, in the air or at sea, Inmarsat effectively brings
communication tools to people working in the most
remote or challenging corners of the world. Poised
at the tipping point for a new generation of technology,
Inmarsat is the world’s leading provider of mobile satellite
communications.
Primarily a satellite operator, Inmarsat boasts a constellation
of 11 satellites positioned roughly 36,000 km from the earth.
The cornerstones of the Inmarsat satellite network are three
Inmarsat-4 (I-4) satellites. The I-4s are the most advanced and
sophisticated satellites providing the world’s only mobile broad-
band network covering the entire globe.
Three satellites are required to span the globe.Two I-4s were
launched in 2005, while the third was launched in August, 2008.
In February, a slight repositioning of the satellites optimized
Inmarsat’s global coverage. The I-4s are geostationary satellites
allowing users to lock on to their position indefinitely.
New mobile broadband satellite systems, such as BGAN from Stratos, offer
voice and high-speed data connectivity via compact, lightweight terminals.
A 1.5 billion dollar investment, the I-4s are fully funded, pro- embrace corporate and social responsibility in a way that costs
viding end users with a little bit of reassurance considering the
world’s current economical climate. The I-4’s life expectancy
will reach well into the mid 2020’s.
Working with a number of partners and service providers
Inmarsat offers a wide range of voice and high speed data serv-
ices anywhere in the world.
Broadband Global Area Network- True global coverage for
oil and gas
Utilizing the I-4 satellites Inmarsat’s Broadband Global Area
Network service (BGAN) offers the oil and gas industry a unique
package: instant voice and high-speed broadband data transfers
from a terminal designed for portability and simplicity.
The BGAN terminal is small enough to fit in a backpack- and
little technical expertise is required for set up.
22 Oil & Gas Network, June 2009
“Anyone beyond the reach of standard terrestrial
or mobile networks can take their BGAN terminal out,
point it up to the sky, and literally within a minute
have broadband connectivity anywhere in the world,” says
Simon Curran, Inmarsat’s business development manager.
“Users can take comfort that wherever they are, no matter
how harsh the conditions are, they are able to get connected.”
BGAN is the only mobile satellite service which offers
simultaneous voice and broadband data transfers.
Guaranteed streaming data at 384kbps plus, video con-
ferencing, email, SMS messaging and analog phone
service are just a few examples of the possibilities for utilizing this
device, anywhere on the planet. BGAN effectively brings con-
nectivity to people beyond the normal communication networks.
“Users have a broadband connection that will follow them
anywhere around the world,” says Curran.“Anything they could
do at their desks in their offices, they could equally do out of
their backpacks in the midst of Siberia.”
Within the oil and gas industry the primary
use for the BGAN system takes place at explo-
ration phase, says Curran. Yet applications for
development, production, supply and trans-
mission phases should not be overlooked.
Teams required to work in remote loca-
tions, which can be seismically unstable, or po-
litically unstable, have the ability to send data
back to the main office in real time. This saves
time and money, as teams are able to receive
guidance on location, circumventing delays in
the flow of information.
“Companies can save money on a project
by project basis,” says Curran.
The portability and simplicity of the BGAN
terminal allows for rapid setup and takedown,
and enables the coordination of site develop-
ment. One BGAN terminal has the ability to
support 11 simultaneous users.
From a project management perspective,
remaining in touch, sending photos, reports
and updates back to the project offices, par-
ticularly if the site is remote, is the key to re-
ducing costs and allowing for safety and risk
management.
“From a health and safety perspective, this
is important,” says Curran.“From a welfare per-
spective teams are able to maintain communi-
cations with their families and maintain their
lifestyles.”
“Often with any development there is an
affect on the local communities,” says Curran.
A BGAN terminal with prepaid airtime may
help the community connect with the world, often
allowing schools to meet educational needs.
“This is a way for oil and gas companies to
are controlled,” says Curran.
BGAN can also serve as a reliable back-up to any commu-
nications infrastructure.
Once a site is developed, a permanent satellite solution such
as fixed VSAT, will enable higher data speeds. However, BGAN
operates on the L Band, a frequency which remains stable despite
weather concerns.
With the SABRE Ranger, a BGAN terminal, unmanned inte-
gration and remote monitoring are possible utilizing
Supervisory Control And Data Acquisition (SCADA) applica-
tions. Remote SMS control allows for activation (or deactiva-
tion) to perform any SCADA operation. This robust terminal
may be left behind at a site for environmental monitoring.
BGAN is available from Inmarsat’s 16 distribution partners
and a network of over 600 service providers around the world.
Addvalue’s new
SABRE Ranger
BGAN SCADA
terminal.
To date, the serv-
ice has been de-
ployed in over 185
countries.
While BGAN offers all
of these services on land, Inmarsat also
provides FleetBroadband for use at sea.
FleetBroadband provides similar levels of con-
nectivity, as a stabilized antenna enables users to
track the satellite offshore.
The Stratos Advantage
Recently, Inmarsat acquired its distribution partner Stratos,
which resells Inmarsat satellite services worldwide.
With corporate offices in Bethesda, MD, U.S. and St.
John’s, NL, CAN, Stratos is uniquely positioned to serve the
demanding communications requirements of the oil and gas
industry.
“Together (with Inmarsat) there are a lot of opportunities
to offer customers a premium service,” says Hugh Donnan,
manager of enterprise vertical markets for Stratos.
Stratos provides industry-leading value-added services to
optimize communications performance with the Inmarsat-4
satellite network, says Donnan.The Stratos Advantage is a suite
of services that help elevate BGAN from Stratos far above
baseline offerings. These value-added services, including
Stratos Dashboard, provide users with cost control, firewall
management, full traffic information, pre-paid facilities, high
security options, easy VPN access, messaging services and full
IP range.
With a global network of 400 channel partners, Stratos pro-
vides Inmarsat with insight into customer requirements and
markets. This partnership provides a unique platform for oil
and gas companies.
“We see a lot of operators looking for a backup system, or
another satellite network that offers a more global reach,” he
says. “The entire land mass of the earth is covered by the I-4
satellites and there is no need for switching to different satel-
lites or satellite networks.”
“We see BGAN fitting in as a frontline solution, and defi-
nitely a backup at a number of key receiving points for oil and
gas companies,” he says. Stratos together with Addvalue
Technologies, was responsible for the development of the
Addvalue SABRE Ranger BGAN SCADA terminal.
In terms of oil and gas exploration, the latest broadband
solutions enable senior geologists to remain in the office, sav-
ing travel time and costs, while technicians are sent out into
the field.
“Technicians are able to collect the data and send it straight
back to the head office.Then work can begin immediately,” says
Donnan. “This allows companies to work smarter.”
“It’s a very interesting time in oil and gas, the newer gen-
eration of services are collectively regarded as mobile broad-
band services, all available via the I-4 network,” says Donnan.
“Customers are finding more ways of utilizing BGAN to work
a little smarter.”
Inmarsat - On the Horizon
There are two new developments in the company’s future.
Inmarsat will be the operator of the European Space Agency’s
Alphasat initiative. The Alphasat I-XL satellite will use additional
spectrum to provide advanced mobile services over Europe,
the Middle East and Africa.
The second development is a global satellite handheld
device, which will be introduced by Inmarsat in 2010.
Today, Inmarsat is in a position to offer mobile broadband
services on land, at sea and in the air. With numerous distribu-
tion and service partners, such as Stratos, Inmarsat is well
positioned to offer the oil and gas industry effective mobile
broadband network services.
Communications
ABB Automation & Power World 2009 breaks attendance records
A
BB Automation & Power World 2009, held in
Orlando, Florida exceeded event attendance
expectations and attracted a record number of
participants for any ABB event, totaling more than
3,300 attendees.
24 Oil & Gas Network, June 2009
ABB also announced the dates and venue for ABB Automation
& Power World 2010.The event will be held at the Hilton Americas
in Houston, Texas, from May 18-20, 2010.
ABB Automation & Power World combined ABB’s two popular
North American customer conferences into one single, unique
event. The three-day event was a comprehensive users conference
and exhibition that showcased ABB’s extensive automation and
power offerings and expertise under one roof; it included more
than 500 technical workshops and a massive 72,000 square foot
exhibit hall.
“We are very pleased that so many of our customers were able
to join us for this world-class event, which showcased the collec-
tive benefits provided by ABB’s power and automation business-
es,” said Rick Hepperla, Event Chairman, ABB Inc.“The goal of this
conference was provide our customers with the tools and knowl-
edge to help them to be more efficient, productive and profitable
in today’s challenging economic environment. Many of them told
us they were eager to share and apply this knowledge within their
own business to address their immediate and long-term business ABB designed its largest customer event for automation, robot-
objectives.” ics, industrial power and utility power users in engineering, oper-
ations, mill, plant and general management, and executive
management in a wide variety of industries.
The convergence of key market issues, such as the need to im-
prove energy efficiency in the face of soaring energy costs, and the
productivity, reliability and safety gains achieved from process and
electrical integration, combined with challenging economic con-
ditions, have exponentially increased interest in both power and
automation. ABB’s unique scope of supply and resident expertise
addresses the entire spectrum of the energy issues, from genera-
tion and distribution to use in production and automation, and
provides customers with the competitive edge they need to suc-
ceed in today’s economy.
ABB (www.abb.com) is a leader in power and automation tech-
nologies that enable utility and industry customers to improve per-
formance while lowering environmental impact. The ABB Group
of companies operates in around 100 countries and employs over
120,000 people. The company's North American operations, head-
quartered in Cary, North Carolina, employ about 12,000 people in
20 manufacturing and other major facilities.
Globalstar Announces Launch of Smartone Satellite-
Based Asset Tracking Management Solution
Leading Simplex data integrator Axonn LLC provides price breakthrough
for those customers looking to economically manage the location and status
of mobile assets

G
lobalstar, Inc. www.globalstar.ca, provider of mobile satellite voice and data services, an-
nounced that leading Simplex data integrator Axonn LLC www.axonn.com has launched
SMARTONE, the Satellite Managed Asset Ready Tracker. SMARTONE is Axonn’s newest
global asset tracking solution that utilizes the highly reliable Globalstar Simplex data network and
enables customers to track the location of their mobile assets virtually anywhere.
The SMARTONE device transmits real-time GPS location, alarm inputs and engine run-time data
over the Globalstar constellation of low earth-orbiting (LEO) satellites. The small size (6.5” x 3.25”
x 1”) and design allows it to be easily installed and field managed without the need for harnesses,
antennas, or external power. The device is powered by AA size lithium batteries providing up to
three years of battery life. Axonn's current asset management products are used on a variety of
mobile assets such as cargo containers, trailers and railcars, construction and service vehicles as
well as fixed assets like field equipment, generators, pipelines, and propane and fuel storage tanks.
“In preparation for the launch of our next-generation of enhanced satellite data services, we
are very pleased to announce the addition of the SMARTONE product to the suite of asset track-
ing solutions that utilize the Globalstar Simplex network,” said Jim Mandala, General Manager,
Globalstar Canada.“With the high messaging reliability of our Simplex data performance and the
continued expansion of our global Simplex coverage, Globalstar anticipates the introduction of
new and innovative Simplex data products and integrated solutions later this year and into 2010,
in conjunction with the deployment of our second-generation satellite constellation.”
“There was a pent up market demand for a sub $200 satellite asset management device that
operates on “off-the-shelf” batteries capable of providing years of service.” said Dave Biggs, CEO
of Axonn LLC. Mr. Biggs added, “We’ve met that need with the SMARTONE at a price point that
makes it economically feasible for customers to invest in a device to manage their high value as-
sets as well as their previously overlooked lower value assets.”
The Globalstar Simplex data offering is a low cost, one-way satellite data service that permits
customers to use satellite modems and integrated back office management solutions to track mo-
bile assets, such as vehicles, trailers, cargo containers and maritime vessels, using GPS or other
location-based technologies. The Simplex data network also provides a platform for personal
tracking and messaging solutions for commercial and recreational customers using products such
as the SPOT Satellite GPS Messenger™. Simplex data service can be used for a wide variety of
industrial and security applications to monitor and send information from fixed assets, such as
environmental measuring instruments, utility meters, or report the state of various mobile sen-
sor devices and their locations.

Winegard Special Products’

Next Generation
Two-Way Systems Strong on Every Front

T
he Winegard Company’s Special Products Division is an-
swering the need for a robust two-way VSAT satellite
communications system designed for the rigorous con-
ditions of the energy and emergency response industries.
Winegard’s two-way satellite antennas feature extremely
heavy-duty construction and incorporate hydrophobically-
sealed motors and the strongest, most rugged actuators in
the industry. These features allow for maximum reliability in
extreme environments.
And now, its new, next-generation WX series of auto-aimers
offers more elevation and azimuth resolution for better fine
peaking, and incorporates a mounting option for an oversized
BUC (block up-converter) to achieve higher data rates when necessary.
Winegard two-way VSAT satellite communications systems are available in 0.96 meter, 1.2 meter
and 1.8 meter configurations, as well as a 0.84 meter size specially made for smaller vehicle
applications. All Winegard two-way systems are auto-deployable and provide phone, fax, internet
search, video, SNG (satellite news gathering), and VoIP (Voice over Internet Protocol) capabilities,
as well as cell phone backhauls. The antenna subsystem performance can be monitored from
remote locations.
The systems handle slopes of ?2? Other superior design parameters include exceptional snow
load (8" deep at 8lbs/cu.ft.), operational wind load (50+mph), temperature tolerance (-40oF to
122oF), and typical lock times of three to five minutes.
Unlike other systems weighed down with a cable harness, the Winegard two-way systems offer
single-wire hookup for control of the antenna. “The single-wire coaxial cable hookup is defi-
nitely an advantage,” noted Winegard Director of Engineering Jon Manley. “It’s quicker and easier
to install. And, since it’s standard material, it’s field-replaceable.”
The antenna controller is fully integrated, offers easy to use, single-button operation, and pro-
vides excellent user interface with the industry’s only color, interactive touch screen.
A built-in DVB receiver and GPS allow the Winegard controller to work on most platforms
available in the industry including HughesNet, iDirect, Spacenet, ViaSat, Nera and Comtech. The
rack-mountable controller requires no external PC for operation.

Oil & Gas Network, June 2009 25

Expro to Expand
Presence in Alaska
with New
Permanent Base
E
xpro, a leading international oilfield service compa-
ny, announced today its plan to open a new perma-
nent
facility in Kenai, Alaska. The new location will mark the
company’s second Center of Excellence in North America,
the first being in Broussard, La.
The Kenai location will become a multi-service base for
Expro, with the first phase expected to be complete in July
2009. The location will integrate well testing, surface sam-
pling and data acquisition sub departments for testing and
commissioning.
The estimated completion date for the second phase is
late 2009. Once completed, the new facility will integrate all
of Expro’s well integrity services and expertise in one loca-
tion, including its award-winning Cableless Telemetry System
for reservoir monitoring (CaTS™), EXCAPE® completion
process, downhole video technology, calipers and logging
tools, slickline and e-line, providing customers with maxi-
mum versatility. The new Expro base will also provide well
integrity supervision and maintenance services and training,
well-site supervision, and abandonment planning services.
“Alaska has been a growing market for Expro for the past
five years,” said Brett Lestrange, Sr. Vice President, Expro
North America. “Proximity to our clients is of crucial im-
portance, and the decision to establish a permanent Center
of Excellence in Kenai demonstrates our commitment to
grow the business in Alaska, as well as provide local opera-
tors with more options and high-quality services from
Expro’s extensive well flow management portfolio. Our ex-
panding presence in Alaska is more evidence of Expro’s com-
mitment to invest in long-term opportunities in North
America.”
Expro currently has 26 permanent employees in Alaska,
and all the personnel are multi-skilled and cross-trained
to work with the full portfolio of Expro services.The com-
pany plans to recruit additional staff and a permanent base
manager upon completion of Phase 2.
Expro’s current client roster in Alaska includes Conoco
Phillips, Chevron, Anadarko, Marathon, Pioneer and
Armstrong, among others.
26 Oil & Gas Network, June 2009
WellEz launches WellEz On-DemandTM, an integrated support
program that enhances the WellEz.NET reporting system
W
ellEz Information Management announced today an
expanded support program for WellEz.NET, the
Software-as-a-Service operations reporting system for
the oil & gas industry. Branded as “WellEz On-Demand”, the new
help desk is a comprehensive program that integrates multiple
support mechanisms for clients using WellEz.NET. WellEz On-
Demand provides clients with a combination of support tools,
including email reporting of inquiries, remote login by WellEz
technicians, on-line chat and phone support. Using the remote
login capability, WellEz technicians are able to see the client’s
screen and address questions immediately.
“WellEz On-Demand has been designed to offer continuous
enhancement of the client experience, while identifying additional
sources of value available to clients through WellEz services”, says
Charles Jeffery, President and CEO. “The WellEz On-Demand pro-
gram is both immediately responsive and engaging with our
Record numbers bid on equipment in unreserved
Ritchie Bros. Grande Prairie auction
R
itchie Bros. Auctioneers conducted the auction at its per-
manent auction site in Grande Prairie on April 15 & 16,
2009, setting new site records for total and online bidder
registrations, as well as online sales. One in four people registered
to bid in real time over the internet; online bidders purchased
almost CA$11 million (US$9 million) of equipment. Among over
2,300 items sold: construction, agricultural and transportation
equipment, consumer items and real estate.
“A lot of people are selling equipment right now because of
the downturn in the local market, making it even more impor-
tant for them to reach beyond the region for buyers,” said Brian
Podruzny, Ritchie Bros. Regional Manager.
“A diverse range of quality equipment from reputable con-
signors and the knowledge that every item would be sold for fair
market value on auction day attracted record numbers of bidders
to our Grande Prairie auction. Buyers from outside Alberta pur-
chased more than a third of the equipment. It's clear that more
people are looking for used rather than new equipment at the mo-
ment - and they want to buy it in a fair, transparent environment.”
Terry Coray of Crater Enterprises in Grande Cache, Alberta,
was one of over 300 consignors in Grande Prairie. He sold mil-
lions of dollars of equipment at the unreserved auction as part
of a major company realignment.
“We were working at a major mining operation and that work
clients, leveraging the skills of WellEz technicians who are knowl-
edgeable on oil & gas operations. Since using WellEz.NET does
not require purchasing and maintaining software, our clients can
invest their time in using the information on their field operations
from the WellEz.NET reporting system. Being responsive and proac-
tive increases efficiencies for our clients and that is our priority.”
Through WellEz On-Demand, WellEz technicians are able to
proactively provide support by diagnosing and addressing issues
early, before they become critical. The service outreach program
is also proving to be an excellent means for clients to better
evaluate their field information. WellEz On-Demand is expected
to provide clients even greater operational reliability from the
use of the WellEz.NET reporting system, while logging and track-
ing support request. Part of the service outreach elements of
WellEz On-Demand, the program also includes monthly reports
that itemize inquiries and resolutions.
ended abruptly, leaving us with a large amount of surplus equip-
ment to liquidate,” said Mr. Coray. “We looked at our different
options and realized we couldn’t afford to hang on to the equip-
ment and wait for it to sell piecemeal. We decided that selling by
auction was our best option, and if you're going to sell by auc-
tion, there’s only one company you can rely on: Ritchie Bros.
They did a very professional job.We’ve been able to move on and
invest in a concrete and gravel operation.”
Ritchie Bros. is also pleased to announce that it recently con-
tributed to the development of the new Montrose Cultural
Centre in Grande Prairie, which will serve as the new home for
the Grande Prairie Public Library and the expanded Prairie Art
Gallery.The Company's donation will fund the Children’s Internet
Centre in the library.
“We believe in giving back where our customers and em-
ployees live, work and play,” said Kevin Tink, Ritchie Bros. Senior
Vice President. “We are a proud member of the Grande Prairie
community and this project was an easy decision for us as this
will not only service the Grande Prairie region but also will be a
resource for all of the neighboring communities for years to come.
We applaud the efforts of the volunteers and all the individuals
that have worked so diligently to achieve this reality.This is a great
opportunity for us to give back to the communities that have sup-
ported Ritchie Bros for many years and we thank you.”
Predator™ Drilling System from Atlas Copco Drilling Solutions
Design incorporates mobile rig, substructure, and pipe-handling skate
Substructure

A
tlas Copco Drilling Solutions announces the introduction
of the Predator Drilling System at the Offshore Technology
Conference in Houston,Texas. The Predator Drilling System
is a three-component, integrated package consisting of a mobile
drilling rig, substructure support system and a pipe handling skate.
Hydraulic carrier drive
The Predator’s single 950 hp (708 kw) engine and hydraulic
system power both the carrier and the drill. The engine is
capable of producing full torque to the wheels at any speed. The
hydraulic carrier features a dynamic braking system, which is both
quiet and efficient. It also has the ability to drive in “creep mode,”
which provides precise control and vehicle placement in off-road
or extreme driving conditions.
Mobile drill rig
Predator is a mobile, self-contained rig with 200,000 lb (90718
kg) hook load capacity. It incorporates a unique telescopic mast that reduces overall rig-trans-
port length while maintaining the capability to handle Range II and Range III pipe and casing.
The Predator pipe handling and breakout system is virtually hands free. Its dual-range hydraulic
top drive tips out to handle drill pipe and casing. Predator also uses an iron roughneck and hy-
draulic slips. The operator can set the top-drive torque limit so that every joint of pipe and cas-
ing is made up to specification. Predator is designed to push, pull, rotate and flush tubulars.
Predator’s mast and substructure are engineered to API 4-F. The hydraulic cylinder hoisting
and pulldown system provides high mechanical and hydraulic efficiency, which may reduce
operating cost. The electronic control system is designed to be precise and reliable. Predator’s
“on demand” hydraulic system allows the driller to allocate power to various drilling systems
as needed. This capability can improve drilling performance and reduce operating cost. The
operator’s console and monitor can be placed either on the work floor or in a drill cabin.
Predator provides the operator with real-time surface and down-hole information to maximize
drilling performance at all times.
The Predator substructure is an integral part of the drilling sys-
tem. A self-contained rig support system, it is designed to provide a
strong, structural base for the rig.The master bushing, hydraulic slips
and iron roughneck are part of the substructure and travel with it.
Four hydraulic blocking jacks are provided to make leveling the sub-
structure fast and simple. The large 190 ft2 (17.6 m2) work floor was
designed with drill-crew efficiency and safety in mind. Because the
substructure is a single load, it can be deployed with less assembly
and manual labor, reducing time and cost.
Skate
The Predator skate is a single skid-mounted load. It is designed
to handle Range II (30') or Range III (40') oil field drill pipe as well
as Range II or Range III casing up to 24 inches (610 mm) in
diameter.The skate has foldout pipe racks on both sides fitted with
hydraulic jacks so that pipe will roll onto or off of the pipe racks.
The control system for pipe handling can be located on the work floor and/or at ground level.
New technology
“Predator is an example of the next generation of mobile rigs,” said Ron Buell, manager of
business development.“Its new and proven technology reduces time and cost but also enhances
safety, reduces manual labor and minimizes environmental impact.”
The Predator Drilling System offers contractors a lightweight, mobile package that can be
mobilized and rigged up quickly. It targets vertical, directional and horizontal exploration and
production wells in the 6,000 - 10,000 ft (1800 – 3000 m) depth range. It is also well suited to
drilling and casing surface and intermediate holes for deeper wells.

“Don’t Buy Gas Detectors”

Theme Introduces Gas Detection
as a Service
I
ndustrial Scientific has announced the theme “Don’t Buy Gas Detectors” in support
of iNet™, a software-based subscription service for gas detector fleets. Industrial
Scientific currently supports over 24,500 gas detectors and 3,600 DS2 Docking
Stations™ in over 930 iNet customer sites around the world. iNet enables organizations
to keep workers safe from gas hazards without actually owning gas detectors.
Kevin Miller, Industrial Scientific’s Vice President of Global Sales, Services and
Marketing, said that for many people, buying and maintaining gas detectors is like buy-
ing and maintaining tires.“No one likes to do it, but everyone has to,” he said.“All tires
look simple and similar, yet they are surprisingly complicated. You have to track tire
data – air pressure, wear, and rotation schedule.They have to be serviced.This is painful
for busy people. And, if you buy the wrong tire or fail to maintain it, accidents may
happen.
“It’s the same with gas detectors,” he continued. “No one likes to buy and maintain
gas detectors, but historically, there were no other safe options. Gas detectors look sim-
ple and similar, but selecting the right one and setting it up correctly is often tedious.
Like tires, gas detectors also have to be serviced regularly.You have to track lots of data
– equipment usage, calibration records, sensor life, and most importantly, alarm events.
This is painful for most organizations. And, if you don’t properly manage your gas
detectors, your expenses go up and accidents may happen.”
iNet offers customers an escape from the original model of buying and maintain-
ing gas detectors. It eliminates the costly, up-front purchase. And it mitigates time-con-
suming, out-of-control maintenance costs. iNet offers support from the Gas Detection
People, Industrial Scientific employees who have dedicated their careers to gas detec-
tion. It also gives customers complete visibility into their gas detection program,
including the knowledge of potentially deadly alarm events. Finally, customers do not
have to buy the gas detectors. They subscribe to iNet. In exchange for a monthly fee,
they receive gas detection as a service.
iNet is a better way to do gas detection. As customers dock Industrial Scientific-
owned gas detectors on DS2 Docking Stations, iNet automatically performs record-keep-
ing, bump tests, and calibrations. It e-mails real-time alerts, and when iNet detects a
problem, Industrial Scientific rushes a replacement gas detector to the customer.
All “Don’t Buy Gas Detectors” and iNet materials are available at www.dontbuygas-
detectors.com

Oil & Gas Network, June 2009 27

 Western Canada Natural Gas
Production Outlook to 2020
Z
iff Energy Group announces the release of an executive report analyzing the declining nat-
ural gas production outlook through 2020 within Western Canada, the second largest nat-
ural gas producing region in North America. This topic paper forecasts gas production by
gas type (Solution, Existing, New Conventional,
Tight Gas, Coalbed Methane, and Shale Gas), and by Ziff Energy’s ten Gas Strategy Areas. For
each of the 10 gas strategy regions, the report provides a 10 year outlook of:
• expected gas well completions
• productivity of new gas wells
• gas production decline rates, for both new and existing gas wells
• gas production forecast for each strategy.
Western Canada is maturing, and high natural gas drilling is not able to maintain current pro-
duction. Gas production peaked at 17 Bcf/d in 2001 and Ziff Energy believes gas production will
decline to under 14 Bcf/d by 2020, consistent with our view of the past several years, even
including strong growth of Shale Gas production from the Horn River basin in Northeast British
Columbia. The analysis excludes the Mackenzie Delta and Alaska. Ziff Energy’s analysis indicates
that by 2020:
• half of today’s gas production comes from wells connected in the last 5 years
• new gas well completions will likely contribute over 70% of gas production
• 2 Bcf/d of new gas is needed each year to replace declines.
In 2007 and 2008 Alberta producers reduced gas drilling in response to poor economics. Gas
prices have plummeted since summer 2008 and producers have reacted by slashing capital spend-
ing. In Alberta, the threatened royalty increases have made the cuts deeper.

Figure 1 indicates the composition of Western Canada

gas production in 2020, by gas type: Solution,
Existing, New Conventional, Tight Gas,
Coalbed Methane (CBM), and Shale Gas.

Figure 1
2020 Western Canada
Gas Production

Other recent Ziff Energy reports include:

• Shale Gas Outlook to 2020
• North American Demand Outlook to 2020
• Natural Gas Implications of Greenhouse Gas
• Mexico’s Gas Supply / Demand Outlook to
2016
• Global LNG Outlook to 2020
• Natural Gas Opportunities for Ethanol
• Gas Price Differentials Forecast to 2017 • 2007 U.S. and Canadian Gas Reserve
• North American Gas Storage • Replacement
• Henry Hub Gas Price Outlook to 2017 • Pipelines for Growing Oil Sands Production
• North America Gas Supply - The Next Decade • Northern Gas Moving Forward
• North American Power Generation to 2017 • North American Pipeline Construction
• Canadian Natural Gas Exports to 2020 • LNG Terminals – Costs and Timing

Alloy Screen Works introduces

new premium sand screen
A
lloy Screen Works, , has introduced a new product to compliment
their extensive line of downhole sand control screens. The ASW/CT
Premium Screen was developed specifically for thru-tubing com-
pletion applications. Innovative new manufacturing technology has result-
ed in a close tolerance (CT) method of construction that produces a slim
hole screen, which surpasses the specifications of other thru-tubing screens
currently available.
This new ASW/CT design involves the use of diffusion-bonded sintered-
laminate woven wire mesh combined with a robust outer perforated pro-
tective shroud over a perforated base tube. Diffusion-bonded laminate
mesh is well recognized as a superior downhole sand control media.Alloy
Screen Works has developed a process to weld the media “flush-on” directly
to the inner perforated tube of the screen assembly.This integrated process
greatly enhances the screen’s strength and reduces the overall OD when
coupled to the close tolerance outer shroud.These two attributes are cru-
cial when considering the downhole restrictions encountered by thru-
tubing well screens.
www.alloyscreenworks.com

28 Oil & Gas Network, June 2009

Dresser Waukesha Introduces High-Performance
Engines for Gas Compression Market
New 275GL™ Series Engines Minimize Fuel Cost While Simplifying and Improving Packaging, Operation and Service

D
resser Waukesha, manufacturer of natural gas engines that
deliver clean, cost-effective power, has introduced its
275GL™ Series engines, a new generation of high-
performance engines for the gas compression market.
The new 275GL Series combines the robust construc-
tion and reliable operation of Waukesha’s ATGL® Series
with design and engineering updates and an enhanced
engine control system. The result is a new, high-performance
engine series that enables customers to maximize efficiency
and minimize fuel cost while greatly simplifying and improving
packaging, operation and service.
The 275GL Series has been designed with factory-mounted
lube oil and cooling systems, which reduce the time and cost
required to design, fabricate, and integrate the 275GL into a
compressor package. Other features include an upgraded oil
filtration system with plate-type oil cooler and spin-on dis-
posable lube oil filter elements, and quick disconnects for
ignition coils and thermocouples. These improvements, along
with new design features that are common to both the 12- and
16-cylinder models, streamline and optimize the 275GL Series.
Standard on the 275GL Series is an enhanced version of Dresser Waukesha’s easy-to-use con-
trol system, the Engine System Manager (ESM®), which has been proven on the company’s VHP®
Series and the state-of-the-art APG® (Advanced Power Generation) Series. The ESM is a reliable
total engine management system designed to optimize engine performance and maximize
uptime by integrating spark timing control, turbocharger control, speed governing, knock
detection, start-stop control, diagnostic tools, fault logging, engine safeties and
air/fuel ratio (AFR) control. The ESM is factory-mounted, calibrated,
and tested to minimize on-site set-up requirements and allows
users to monitor critical engine functions in order to maxi-
mize efficiency and minimize fuel cost.
The 16-cylinder (16V275GL) version of the 275GL
engine is available now and is rated at 4500 bhp; the 12-
cylinder (12V275GL) model will be available in the fourth
quarter of 2009 and will be rated at 3375 bhp, eight
percent higher than the 12-cylinder ATGL model.
“The market for higher horsepower engines for gas
compression applications is continuing to grow,” said
Bill Moore, senior vice president of operations for
Enerflex, Dresser Waukesha’s Canadian distributor.
Enerflex has worked closely with Waukesha in the
development of the 275GL Series.
“The 275GL engines are equipped with the latest version of Waukesha’s
ESM engine control system, a key feature that will help these engines gain market acceptance,”
Moore said. “For engines of this size, it all comes down to having an effective control system to
operate with maximum reliability in remote locations while meeting efficiency requirements.
With the introduction of the 275GL Series, Waukesha is delivering a product that Enerflex and
other customers can successfully adopt in this market.”
www.waukeshaengine.dresser.com

New SWT series

D
ynalco, a Crane Co. company, announces a brand
new SWT series of speed switches for the
monitoring and protection of rotating
and reciprocating machinery.The SWT series
of speed switches are DIN rail mountable for
easy installation and are fully isolated for
compatibility with existing systems.
The SWT-2000, a 2 Channel Speed
Switch/Transmitter, contains two isolated
speed switches in one package. The SWT-
2000 is able to monitor and protect two separate
machines or processes simultaneously, with sep-
arate 4-20 mA proportional outputs. It also
contains (4) relay setpoints and (2) open col-
lector outputs with a variety of configuration
options.Applications would include dual tur-
bocharger protection and redundant protec-
tion for critical operations. Programming is
done via an Ethernet connection.
The SWT-1000 Speed Switch/
Transmitter has a single relay
setpoint for over speed protec-
tion and provides 4-20mA iso-
lated output. This product is
configurable via Windows®
software.
The SWTD-1000 Speed
Switch/Transmitter has the
same functionality as the SWT-
1000 and includes an integrat-
ed backlit display. This product
is software programmable and
utilizes a 1/8 DIN package for
easy installation.
The SW-100 is a DIN rail
mountable speed switch that uses a single setpoint for over/underspeed protection. The SW-100
is simple to configure – no test equipment or computer is needed.
Dynalco has a reputation for providing rugged and dependable products for the oil and gas pro-
duction, natural gas pipeline, and processing industry. The SWT series enhances the current Dynalco
line of speed switches and transmitters, allowing a wide range of solutions for machine monitor-
ing and protection.
For more information visit www.dynalco.com

Oil & Gas Network, June 2009 29

 Flir Announcement
F
LIR Systems Ltd. is pleased to announce the addition of JFC Solutions of
Burnaby, BC as manufacturing agents for FLIR infrared cameras and
Extech Instruments for Electrical/MRO distribution from Ontario
west to British Columbia.
FLIR acquired Extech Instruments in 2007.
The tremendous momentum of both its’ pro-
prietary test and measurement products and
the global-leading infrared systems in dis-
tribution has necessitated an expansion
of it’s already, extensive customer sup-
port offering. JFC Solutions, with over 13
years experience exceeding expectations as a
manufacturer’s representative, has been
added to support FLIR’s national distri-
bution partners; EECOL Electric, Acklands Grainger
(T&M) and Wesco Distribution.

Specialized Hardbanding System

R
ankin® Automation has developed a specialized hardbanding system for applying
tough tungsten carbides to a wide variety of drilling equipment subject to downhole
abrasion. Drill collars, stabilizers, flights, tool joints, and scrapers will benefit from
extended operating time thereby improving bottom-line performance. Rankin® Automation
offers both field-based and shop-based hardfacing systems that are cost efficient and prac-
tical in design.

directory of advertisers
ABB Inc. Mattracks
www.abb.com/oilandgas www.mattracks.com

ASCOValve Canada Molex

www.asco.ca www.molex.com

Axia NetMedia Corporation Naiad Company Ltd

www.axia.com www.naiad.ca

Baker Hughes Canada Net Safety Monitoring Inc.

www.bakerhughes.com www.net-safety.com

Control Microsystems North Rig Catwalk Technologies

www.controlmicrosystems.com www.northrig.com

Dmg Worldmedia Petro-Canada Lubricants

www.petroleumshow.com www.lubricants.petro-canada.ca/mining

Dow Microbial Control Prinoth Ltd.

www.dow.com/biocides www.prinoth-utilityvehicles.com

Edmonton Exchanger Rogers Wireless

www.edmontonexchanger.com www.rogers.com

Fiberspar Linepipe Canada Ltd. Singletouch Canada Inc

www.fiberspar.com www.singletouch.com

Flexpipe Systems TELUS Communications Inc.

www.flexpipesystems.com www.telus.com

FLIR Systems Ltd. Volant Products

www.flir.ca www.volantproducts.ca

Halliburton Energy Services Wainbee

www.halliburton.com www.wainbee.com

Inmarsat Wellons Canada

www.inmarsat.com/oilgas www.wellons.ca

Langara Fishing Adventures Wood Group ESP (Canada) Ltd.

www.langara.com www.woodgroup.com

30 Oil & Gas Network, June 2009