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The Well Services Contractors Report 2010
The Well Services Contractors Report 2010 Contents
Foreword 2
1. Introduction 3
2. Financial Data 6
3. Industry Resources 11
4. Operational Issues 14
5. Government/Industry Initiatives 15
6. Delivering the WSCF Mission 18
7. Sector Improvements/Achievements 23
8. Future Issues 24
Appendix – Survey Questionnaire 26
Foreword The Wells Services Contractors (WSC) had another challenging year in 2009 with revenue and profits continuing their decline; however, this trend is forecast to bottom out in 2010. The same trend was seen for new capital investment and technology spend. Despite being forecast to fall, the number of UK employees rose slightly alongside a significant drop in those expected to be used on international contracts. The increase in business confidence and activity levels in the second half of 2010 will hopefully confirm that the market decline has been halted and we can look forward to some growth in 2011. Step Change in Safety is still seen by the WSC as being the most important industry initiative, followed by the work of Oil & Gas UK. The challenges for 2011 entail encouraging supply chain companies’ strategies to focus on adding value and adopting available and new technology solutions to help unlock the reserves remaining on the UK continental shelf (UKCS). The WSC will continue to proactively cooperate with OSPRAG and the industry regulators to ensure that lessons learned from the Deepwater Horizon incident in the Gulf of Mexico, and other international areas, are fully considered for adoption in the UKCS.
Brian Kinkead, Supply Chain Director, Oil & Gas UK
2
3
1. Introduction The Well Services Contractors Association (WSCA) decided that from the 1st January 2010, the well services
sector in the UK would be represented by the Well Services Contractors Forum (WSCF) within Oil & Gas UK.
This report aims to provide a snapshot of the key indicators for 2009 and a forecast for 2010 for the UKCS
wells services contractors who are members of Oil & Gas UK and who have participated since the original
WSCA report began in 2005. It comprises the following sections:
1. Financial data
2. Industry resources
3. Operational issues
4. UK Government / industry initiatives
5. Delivering the WSCF mission
6. Sector improvements / achievements
The report shows trended information, in some instances going back to 2000, for the original WSCA members
and draws conclusions for the future of the Well Services sector for the year 2009/10.
4
1.1 Conclusions
The main conclusions from the report are:
Nearly all the financial and non‐financial aspects of the well services business are showing the same
trend, again there is a general decrease compared to 2008, but the 2010 forecast shows that perhaps
the bottom of the decline has been reached.
The 2009 Revenue and EBITDA fell by £367 million (13%) and $173 million (25%) against 2008 results.
From a peak of $311 million in 2007 and $261 million in 2008 the UK New Capital investment was
forecast to decline to $128 million in 2009. The sector however fared better and invested $159 million
in 2009 which was a decrease of $102 million (39%) over 2008. New Capital investment is forecast to
decline further in 2010 to $153 million, a 4% decrease over 2009.
From a peak of $165 million in 2007 and $130 million in 2008 the UK New Technology spend was
forecast to decline to $78 million in 2009. The sector however fared slightly better and invested $83
million in 2009 which was a decrease of $47 million (36%) over 2008. New Technology Spend is
forecast to decline further in 2010 to $80 million, again a 4% decrease over 2009.
There has been an increase of 203 (2%) UK employees in 2009 over 2008, which is in contrast to a
decrease that was forecast. This is expected to increase by 254 (2%) employees in 2010 over 2009.
There was a decrease of 7364 (3%) worldwide employees in 2009 over 2008 and this is expected to
increase to 4108 (2%) worldwide employees in 2010 over 2009.
The number of new graduate engineers declined from 226 in 2008 to 70 (a 69% reduction) in 2009.
This is forecast to rise to 105 (50%) in 2010 over 2009. The number of new graduate technicians
declined from 173 in 2008 to 146 in 2009 (16%), however this is forecast to rise to 197 (35%) in 2010.
A number of industry initiatives including Step Change in Safety and the contribution of Oil & Gas UK
continue to be recognised by the members as being important and also effective for the well services
sector.
Alignment between operators and suppliers are both viewed positively this year.
Optimism in the well services contractors sector has increased this year to a positive rating once
again.
5
1.2 Methodology
To continue the procedures adopted by the WSCA, the standard questionnaire used in previous years was
distributed to members of the forum. All members of the forum completed and returned the data required
for this report. The forum members, who represent the vast majority of the wells services sector, are:
Baker Hughes Ltd
BJ Services Company (UK) Ltd
Expro North Sea Ltd
Franks International Ltd
Halliburton Energy Services
Schlumberger Oilfield Services
Weatherford UK Ltd
WSCF members provided their own information and all information provided in this report illustrates the
quesionnaire results in aggregated form and for comparison purposes show data from 2000. The blue/orange
marker in several graphs refers to the estimate compiled using last year’s questionnaire results. Figures
referred to are in money of the day.
2. Financial Data
Figure 1 shows gross revenue for 2009 dropped to $2.49 billion from $2.9 billion in 2008, a decrease of $367
million (13%.) Gross revenue in 2009 was predicted to fall from $2.9 billion in 2008 to $2.3 billion in 2009.
It is estimated that in 2010 gross revenue will climb slightly to $2.5 billion which is a rise of $11 million
(0.4%).
1
1.5
2
2.5
3
3.5
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
Gro
ss R
even
ue
($B
n)
Figure 1 ‐ Gross UK Revenue
EBITDA is earnings before interest, taxes, depreciation and amortisation and it is significant as it gives an
approximate measure of a company’s operating cash flow.
The fall in gross revenue is mirrored in the EBITDA. EBITDA fell from $682 million in 2008 to $509 million in
2009, a fall of $173 million (25%). EBITDA was predicted to fall to $445 million in 2009, which would have
seen a drop of $237 million (35%). EBITDA is estimated to fall a further $16.6 million (3%) to $492.3 million in
2010.
6
0
200
400
600
800
1000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
EB
ITD
A (
$M)
Figure 2 ‐ UK EBITDA
0
1
2
3
4
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
$ (B
n)
Figure 3 ‐ UK Revenue & EBITDA
7
10
15
20
25
30
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
Pe
rce
nta
ge
(%
)
Figure 4 ‐ EBITDA as percentage of revenue
Both figures 3 and 4 show how EBITDA varies with gross revenue. Figure 4 illustrates that since 2007, EBITDA
as a percentage of gross revenue has been declining.
From a peak of $311 million in 2007 and $261 million in 2008 the UK New Capital Investment (NCI) was
forecast to decline to $128 million in 2009. The sector however fared better and invested $159 million in
2009 which was a decrease of $102 million (39%) over 2008. NCI for 2010 is forecast to decline further to
$153 million a 4% decrease over 2009.
8
0
50
100
150
200
250
300
350
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
New
Cap
ital
In
vest
men
t ($
M)
Figure 5 ‐ UK New Capital Investment
New Technology Spend (NTS) mirrored the overall drop in NCI. From a peak of $165 million in 2007 and $130
million in 2008 the UK New Technology spend was forecast to decline to $78 million in 2009. The sector
however fared slightly better and invested $83 million in 2009 which was a decrease of $47 million (36%)
over 2008. New Technology Spend is forecast to decline further in 2010 to $80 million, again a 4% decrease
over 2009.
0
50
100
150
200
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
New
Tec
hn
olo
gy
Sp
end
($M
)
Figure 6 ‐ UK New Technology Spend
9
Figure 7 represents the New Technology Spend in relation to New Capital Investment. In last year’s survey,
the NTS was forecast to be 61% of the NCI in 2009, the highest since 2001. However, the actual in 2009 was
52% and this is not forecast to change in 2010.
0
50
100
150
200
250
300
350
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
$M
New CI New TS
Figure 7 – New Technology Spend in relation to New Capital Investment
10
3. Industry Resources
6000
7000
8000
9000
10000
11000
12000
13000
14000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
Nu
mb
er o
f S
taff
Figure 8 ‐ Number of UK employees
Figure 8 shows an increase in the number of UK employees in 2009 from 2008, in contrast to the decrease
that was forecast. The number of employees rose from 12,728 in 2008 to 12,931 in 2009, an increase of 203
employees (2%). The number of employees predicted for 2010 is 13,185, an increase of 254 employees (2%).
Figure 9 below shows a decrease in the number of worldwide employees in 2009 for the first time since
2005. It fell from 251,820 worldwide employees in 2008 to 244,456 worldwide employees in 2009, a fall of
7364 employees (3%). For 2010, this is expected to rise by 4108 employees to 248,564 employees, a 2%
increase.
0
50
100
150
200
250
300
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
Nu
mb
er o
f S
taff
(00
0's)
Figure 9 ‐ Number of worldwide employees
11
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
Per
centa
ge
of S
taff (%
)
Figure 10 ‐ Average percentage of UK employees utilised for international work
Figure 10 shows the average percentage of UK employees utilised to work abroad. 2009 did not hit the
estimate of 28.7% but instead decreased from 22% in 2008 to 20.2% in 2009. The estimate for 2010 is 21.4%.
200
600
1000
1400
1800
2200
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010est
Num
ber
Graduate Engineers Graduate Technicians
Figure 11 ‐ Number of graduate engineers and technicians
12
In 2008 the number of graduate engineers employed was 1234, this fell to 1205 (2%) in 2009 and is forecast
to rise to 1261 (5%) in 2010. In 2008 the number of technicians employed was 1119, increasing to 1378
(23%) in 2009 and is forecast to rise further to 1473 (7%) in 2010.
0
100
200
300
400
2002 2003 2004 2005 2006 2007 2008 2009 2010est
Nu
mb
er
New Graduate Engineers New Technicians
Figure 12 ‐ Number of new graduate engineers and technicians
However, the number of new graduate engineers and technicians has declined in 2009. The number of new
graduate engineers declined from 226 in 2008 to 70 in 2009, a 69% reduction. The number of new
technicians declined from 173 in 2008 to 146 in 2009, a 16% reduction. The forecast for 2010 shows a more
positive outlook, with the number of graduate engineers forecast to rise to 105 (50%) and the number of
technicians forecast to rise to 197 (35%).
13
14
4. Operational Issues In 2010, 71% of members experienced an increased demand for their services. This is a significant increase of
54 percentage points from the 17% recorded in 2009 and is more aligned with 78% of members who saw an
increased demand in 2008.
43% saw a shortage of skilled staff which has risen from 17% last year, 57% this year also reported they had
difficulties recruiting skilled staff , which is slightly higher than the 43% who reported this last year. This year
the difficulty has again involved a shortage of skilled staff and problems recruiting skilled staff for positions.
Additional operational issues are shown in the table below;
Table 1 ‐ Additional Operational Issues
Yes No
Do you suffer due to a low availability of equipment? 29 71
So the safety requirements you work to cause any detrimental operational issues?
0 100
Do you experience operational problems relating to environmental constraints? 0 100
29% of the members suffer due to a low availability of equipment whilst no members find the safety
requirements or environmental constraints cause detrimental operational issues. This is exactly the same
findings as last year.
This year 71% of the companies stated that the credit crunch was having no effect on the way they managed
their business which compared favourably to the 57% who thought it was having an effect last year.
Members were also asked to comment on any area that caused them operational problems. The following
points were noted:
The market has been weak through 2010; however there has been a noticeable upturn in the second
half of the year. Despite the reduced pricing and weak market there is still a shortage of competent
experienced personnel
This year’s capital spend on investment is designed to increase equipment capacity. We are also
investing around £2m in recruitment and retention programmes in the UK alone
Available credit appears to be returning to the market
Skilled staff are available
Safety requirements are “fit for purpose”
5. Government / Industry Initiatives The members were asked to rate the main industry initiatives to show how they were valued within their
organisation’s operations. The bar chart indicates how the importance of the initiative was rated and the line
shows the effectiveness of the initiative. Each was given a rating between 1 and 4, with a score of 1 rated as
‘poor’ and 4 as ‘good’.
1
2
3
4
Oil & G
as U
K
PILOT
ITF
Step
chan
ge in
safe
ty
ITI E
nerg
y
Share
fair
Suppl
y Cha
in C
ham
pions
Use o
f FPAL
Stand
ard
Contra
cts
Well S
ervic
es M
odel
ITT
Value co
ntra
cting
Paym
ent w
ithin
30 d
ays
Fair
cont
ract
ing pr
incip
les
Reaso
nabl
e lev
els o
f liab
ility
Indus
try M
utua
l Hold
Harm
less
Agreem
ent
Av
era
ge
Ra
tin
g
1 =
Po
or,
4 =
Go
od
Importance Effectiveness
Figure 13 – WSCA Member ratings of selected industry initiatives (2010)
Most of the initiatives are rated as important with their effectiveness rating lower for all except Share Fair.
Only three out of the fifteen are rated positively on their effectiveness (this is when they achieve an average
of greater than 2.5.), similar to last year. Initiatives are still rated as important but are found to be ineffective
to the Well Services sector.
As stated in last year’s survey, Share Fair is again seen as more effective than important to the Well Services
community, this shows that the Well Services community appreciates how valuable the Share Fair is to the
supply chain without finding it important to themselves.
15
The ratings for 2009 are shown in Figure 14.
1
2
3
4
Oil & G
as U
K
PILOT
ITF
Step
chan
ge in
safe
ty
ITI E
nerg
y
Share
fair
Suppl
y Cha
in C
ham
pions
Use o
f FPAL
Stand
ard
Contra
cts
Well S
ervic
es M
odel IT
T
Value
cont
ract
ing
Paym
ent w
ithin
30 d
ays
Fair
cont
ract
ing prin
ciples
Reaso
nabl
e leve
ls of
liabil
ity
Indus
try M
utua
l Hold
Har
mles
s Agr
eem
ent
Av
era
ge
Ra
tin
g
1 =
Po
or,
4 =
Go
od
Importance Effectiveness
Figure 14 ‐ WSCA member ratings of selected industry initiatives (2009)
The most important rated initiatives in 2010 were:
1. Step Change in Safety
1. Reasonable levels of liability
2. Industry Mutual Hold Harmless Agreement
2. Fair contracting principles
2. Payment within 30 days
This can be compared to the most important rated initiatives in 2009:
1. Industry Mutual Hold Harmless Agreement
2. Step Change in Safety
2. Reasonable levels of liability
2. Fair contracting principles
2. Payment within 30 days
16
17
It can be seen from the initiatives that this year, as last year, the members of the community recognise the
importance of government and industry initiatives but yet find them to have little effect on the business of
the Well Services Contractors. As this is something that is appearing year after year and not being addressed,
it is something that requires some focus through the Well Services Contractors forum.
6. Delivering the WSCF Mission The members gave rated opinions on a number of different industry issues. 6.1 Gaining recognition for technology The rating for the Development of New Technologies has again decreased this year, for the first time it is now
being viewed negatively (with a rating of less than 2.5). The rating for the Reward for Value Adding
Technologies has stayed exactly the same and the rating for Existing Value Adding Technologies has also
decreased this year, however, it continues to be viewed positively as it has a rating higher than 2.5. The
ratings for the past five years can be seen in Figure 15.
1
2
3
4
Av
era
ge
Ra
tin
g
1 =
Po
or,
4 =
Go
od
Development of newtechnologies
Reward for value addingtechnologies
Existing value addingtechnologies
2005 2006 2007 2008 2009 2010
Figure 15 ‐ Recognition of technology
Members were also asked to provide anonymous examples of where technology has added significant value
to an Operator’s UKCS asset. The following examples were provided:
Use of concentric coiled tubing to clean out low hydrostatic wells
Use of coil with power and data functions
Use of enhanced data monitoring to improve chemical treatment quality and performance
Our new active sonar meters have allowed our clients to achieve accurate flow rate data on small
normally unmanned platforms in the SNS area. The system is fully heli‐portable and is non‐intrusive
so it can be rigged up quickly without the need to break into flow lines, etc.
18
No tubular damage to well completions
Tight gas formations – new fracturing technology ensures economic gas production from tight
formations
Low cost modular drilling unit makes work on existing infrastructure economically viable
6.2 Promoting alignment of objectives with Operators and Suppliers Alignment with Operators has seen an increase this year returning to the levels seen in 2007, therefore
achieving a positive rating once again. Alignment with Suppliers has not increased, for the first time since
2006, but has stayed exactly the same as last year.
1
2
3
4
Av
era
ge
Ra
tin
g
1 =
Po
or,
4 =
Go
od
Alignment with Operators Alignment with Suppliers
2005 2006 2007 2008 2009 2010
Figure 16 ‐ Alignment of objectives with Operators and Suppliers
Again members gave their views on the alignment issues with operators and suppliers which are summarised
below. The comments relating to alignment with clients were as follows:
Customers continue to ignore the value of our technologies by pushing cost (price) to unsustainable
levels.
Extreme focus on price. Reluctance to adopt new technologies and techniques and, of course, to pay
for them. The tendency to use any excuse not to pay the full amount for services, i.e. non productive
time.
19
20
The primary issue here is that clients often make assumptions without fully communicating their
objectives with us, which can lead to a misalignment of goals.
Commercial control vs operations requirements.
Large operator supply chain departments still tend to be more focused on achieving lowest
component cost than lowest total well cost or value generated.
Too often unit cost is the only issue discussed
Alignment issues with suppliers were:
Generally reasonably well aligned.
We have no issues with our suppliers as they are fully aligned to our own and our client’s drivers.
Reasonably well aligned but we could do more to help our clients understand what to expect of us.
Clear communication is important.
Our company has an annual “Supplier Forum” in Aberdeen to share appropriate market information.
6.3 Challenging barriers to maximising the recovery of the UKCS reserves The members were asked to comment on what they thought to be the major barriers to achieving the
maximum recovery of UKCS reserves. The following points were made:
Lack of commitment from Government with respect to incentives designed to encourage exploration,
field development and marginal segment exploitation.
Overhead cost for operators and contractors, reduction in bureaucracy and general requirements to
maintain and run a business.
Preserving consistent workloads, in the face of factors external to the oil industry.
The need for a predictable taxation regime to encourage long term planning.
Level of technical performance.
The need for a fair model for use of existing infrastructure.
Impact of the Fiscal Regime.
Lack of new entrants to the UKCS.
Uneconomic access to infrastructure.
Access to existing infrastructure for new players.
Availability of credit.
Potential increase in liability limits post West Phoenix.
1
2
3
4
Av
era
ge
Ra
tin
g
1 =
Po
or,
4 =
Go
od
Reduction ofbureaucracy
Use of LOGICstandard contracts
Reasonable limits ofliability
Use of Mutual HoldHarmless Agreement
Effective use ofrisk/reward contracts
2005 2006 2007 2008 2009 2010
Figure 17 ‐ Encouraging efficient contracting practices
Similar to last year, only the “Use of LOGIC Standard Contracts” and the “Use of Mutual Hold Harmless
Agreements’ are the two areas that are rated positively. The rating of “Reduction of Bureaucracy” increased
slightly from last year as did “Reasonable Limits of Liability.” The “Effectiveness Use of Risk/Reward
Contracts” remained the same as last year.
Views were expressed as to how the sector can achieve more efficient processes. These included:
Smaller contractor and operator structures and faster decision making.
The introduction of standard contracts and ITT documents is a massive step forward within the
Industry and this needs to be continued as we are still seeing some clients using bespoke style
documents.
We would also encourage the use of FPAL data to avoid duplication in ITT documents. We spend
hours inputting information into FPAL only for our clients to ask for the same information over and
over again.
I would also encourage the amalgamation of the FPAL and Achilles databases as having to do both is
just daft.
21
22
An industry‐wide Well Service Model ITT, FPAL accreditation and MHH would take significant cost out
of the contracting process. Significant time and energy is currently expended prequalifying multiple
bids and negotiating compromise from entrenched company risk and liability positions.
Let’s just use the tools we have
Thoughts on how the Well Services Contractors can get better recognition for the value they deliver included:
Longer term contracts including pricing that results in a “fair shake” and ROI for both customer and
contractor. Earlier engagement with contractors will lead to a stronger relationship, improved
performance, both operational and financial, for all parties.
Enhancing publication and marketing of services delivered.
By talking more about successes achieved.
Performance. (Ensuring news of excellent performance is disseminated)
Do a better job of capturing and publicising the value created through technology and innovation.
Use of FPAL for demonstrating service quality and HSE
23
7. Sector Improvements/ Achievements The contractors were asked what they thought had improved for the Well Services sector over the last two
years. Their opinions are expressed below:
Not a great deal, no significant changes observed.
Not very much! Pricing has stabilised, but at a low level, activity has picked up in the latter half of the
year. No new start up business in the well service business means personnel are not being poached
and process are not driven down, however if activity continues to improve this may re‐occur.
The entry of new operators into the UK sector has allowed a more personal / open approach to some
elements of how we do our business
Sustained service quality and improved HSE in difficult market.
Nothing!
8. Future Issues 8.1 Degree of Optimism From Figure 18, it can be seen that optimism has increased this year to a positive rating once again. This is
the first year there has been an increase in optimism since 2006.
1
2
3
4
Av
era
ge
Ra
tin
g
1 =
Po
or,
4 =
Go
od
1
Optimism for future
2005 2006 2007 2008 2009 2010
Figure 18 ‐ Degree of optimism about the future of the UK Well Services Industry
The reasons for optimism included:
UKCS still offers solid opportunities for customers, as well as Well Services Supply chain. e.g.
Deepwater, Heavy oil.
The high oil price and general demand for energy means that the UKCS will continue to have a future
as long as we can control the cost and simplify the business process
Most of our clients remained reasonably busy in the well services market even with the low oil price
and we see the plans for 2011 as cause for optimism. The arrival of new entrants such as TAQA has
been refreshing as they have taken on existing Brownfield assets and looked to re develop them to
increase production. We also see the arrival of companies such as Encore, Fairfield and Enquest as a
positive sign that the UKCS has a positive future.
Use of technology to achieve performance goals
Number of new smaller players
24
25
Improved capital availability
New Governments improved attitude towards oil and gas
Increasing activity
Whilst the reasons for pessimism were:
We may make our business process too complicated and costly. Operators favouring low cost, above
all else, hindering the impetus for the well services contractors/ sector to develop and introduce new
technologies.
Commercial control of operations groups within operators.
Capacity overhang
Low prices
Uncertain economic future
Price of crude oil future is low
Capital constraints will reduce market entry by new players
The final question was for the members to consider the major issues that are likely to affect the well services
sector in the next three years. Their thoughts were as follows:
Oil Price
Macro‐economic environment
Government tax incentives for operators
Maintaining profit margins
Resource
Availability of competent personnel across the industry is a global problem. We are proactively
addressing this in the UK
Liability, commercial contracts and people competency.
Earning return on capital that justifies investment in UK operations
Lack of sustained activity increasingly leading to an inability to “rebound” efficiently
Continued high rig day rates
Lack of capital to invest in new equipment
UK Government may lack awareness of oil and gas industry to UK economy
26
Appendix – Survey Questionnaire 2010 WSC Survey Questionnaire 1. FINANCIAL INFORMATION
Gross Revenue ($M)
2009 2010 (estimated)
United Kingdom
EBITDA (Earnings Before Interest, Tax, Depreciation & Amortization, $M)
2009 2010 (estimated)
United Kingdom
New Capital Investment (Fixed Assets, $M)
2009 2010 (estimated)
United Kingdom
New Technology Spend ($M) (i.e. How much of above total new Capital Investment is on new technology?)
2009 2010 (estimated)
United Kingdom
Global (inc. UK)
Percentage of Revenue from New Technology (i.e. What percentage of the above revenue derives from the provision of New Technologies?)
2009 (%) 2010 (%) (estimated)
United Kingdom
Global (inc. UK)
27
2. COMPANY RESOURCES
Number of Employees
2009 2010 (estimated)
United Kingdom
Worldwide
% of UK based employees involved in work in other areas of the World
Attrition
Number of employees who left your Company in 2009 (Please enter number in box)
Where did they go?
Other WS Company
Operator Self – employedconsultant
Left the Industry
Retired Other
Number
UK Resources
2009 2010 (estimated)
Surface (i.e. Topside) Units*
Downhole (i.e. within Wellbore) Units*
Sub‐Surface (i.e. Sea Bed) Units*
Total No. of Graduate Engineers
Number of new Graduate Engineers recruited during year
Total No. of Technicians (HNC/HND or equivalent)
Number of new Technicians recruited during year
*Unit is defined as a significant piece of equipment or assembly designed to carry out a specific task.
Please estimate how much additional business (expressed as a percentage of total business) could be handled by your existing resources. (i.e. your current spare capacity in percentage terms).
%
3. OPERATIONAL ISSUES
Is there increased or reduced demand for your services this year over last year?
Increased � Reduced �
Do you have a current shortage of skilled staff?
Yes � No �
Do you have difficulties recruiting skilled staff?
Yes � No �
Do you suffer due to a low availability of equipment?
Yes � No �
Do the safety requirements you have to work to cause any detrimental operational issues?
Yes � No �
Do you experience operational problems relating to the environmental constraints you must work within?
Yes � No �
Is the ’credit crunch’ still having an effect on how you manage your business? (e.g. are you constrained by difficulty in accessing capital?)
Yes � No �
Please comment on these areas or any other areas not mentioned that might cause operational problems.
28
4. UK GOVERNMENT/INDUSTRY INITIATIVES Please rate the importance and effectiveness of the following initiatives (by circling or highlighting your score) in respect of your organisation’s operations.
Importance
Effectiveness
Poor
Good Poor Good
Oil & Gas UK (Single voice for Industry)
1 2 3 4 1 2 3 4
PILOT (Industry/Government initiative to maximise UKCS reserves recovery)
1 2 3 4 1 2 3 4
Industry Technology Facilitator (ITF)
1 2 3 4 1 2 3 4
Supply Chain Code of Practice Standard Contracts Well Services Model ITT Industry Mutual Hold Harmless Agreement Use of FPAL Payment within 30 days Supply Chain Champions Reasonable Levels of Liability Fair Contracting Principles Value Contracting Share Fair
1 1 1 1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4 4 4 4
1 1 1 1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4 4 4 4
Step Change in Safety
1 2 3 4 1 2 3 4
ITI Energy
1 2 3 4 1 2 3 4
29
5. DELIVERING THE WSCA MISSION 5.1 Gaining Recognition for Technology
Poor Good
Client use of your existing value‐adding technologies
1 2 3 4
Client support for development of new technologies
1 2 3 4
Reward for value‐adding technology
1 2 3 4
Please provide anonymous examples of where your technology has added significant value to an Operator’s UKCS asset.
5.2 Promoting Alignment of Objectives with Operators and Suppliers
Poor Good
Alignment of Objectives between your Company and Operator Clients
1 2 3 4
Alignment of Objectives between your Company and your Suppliers
1 2 3 4
30
What are the Issues re Alignment Difficulties?
With Clients
With Suppliers
5.3 Challenging Barriers to Ensure a Sustainable Oil and Gas Business What do you think are the major barriers (if any) to achieving the maximum recovery of UKCS reserves?
31
5.4 Encouraging Contracting Practices which reflect WSCA Member Contributions and lower the Burden of Procurement
Poor Good
Use of LOGIC Standard Contracts
1 2 3 4
Use of Well Services Model ITT
1 2 3 4
Effective use of Risk/Reward Contracts
1 2 3 4
Reasonable Limits of Liability
1 2 3 4
Use of Industry Mutual Hold Harmless agreement
1 2 3 4
Reduction of Bureaucracy (e.g. No duplication of FPAL in ITTs)
1 2 3 4
How can we achieve more efficient processes?
How can Well Services Contractors get better recognition for the value they bring?
32
6. SECTOR IMPROVEMENTS/ACHIEVEMENTS
What do you think has improved for the Well Services sector over the last 1‐2 years?
7. FUTURE 7.1 Degree of Optimism
Very Pessimistic
Very Optimistic
Overall, how optimistic do you feel about the future of the Well Services sector on the UKCS?
1 2 3 4
Reasons for Optimism
33
34
Reasons for Pessimism
7.2 What do you think will be the Major Issues for the Well Services sector in the next 3 years?
8. ORGANISATION DETAILS
Company Name
Survey completed by:
Telephone No.
Contact for further information:
Oil & Gas UK Aberdeen3rd FloorThe Exchange 262 Market StreetAberdeen AB11 5PJTel: +44 (0)1224 577250Fax: +44 (0)1224 577251
Oil & Gas UK London6th Floor EastPortland HouseBressenden PlaceLondon SW1E 5BHTel: +44 (0)20 7802 2400Fax: +44 (0)20 7802 2401
Email: [email protected]: www.oilandgasuk.co.uk
Report written by Natasha Leask, Oil & Gas UK.
Copyright © The United Kingdom Offshore Oil and Gas Industry Association Limited trading as Oil & Gas UK December 2010