year book 2006-07

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Table of Contents Pages

Chapter 1: General1.1 Introduction 3

1.2 Mission Statement 31.3 Functions of the Ministry 31.4 Organization of the Ministry 41.5 Website of the Ministry 6

Chapter 2: Activities, Achievements and Progress during FinancialYear 2006-07

2.1 Development Wing - Ministry 72.2 Mineral Wing - Ministry 82.3 Policy Wing - Ministry 13

2.3.1 Directorate General of Petroleum Concession 132.3.2 Directorate General of Oil 172.3.3 Directorate General of Gas 20

Chapter 3: Attached DepartmentGeological Survey of Pakistan 29

Chapter 4: Autonomous BodyHydrocarbon Development Institute of Pakistan 37

Chapter 5: Companies5.1 Oil and Gas Development Company Limited. 475.2 Sui Northern Gas Pipeline Limited. 555.3 Sui Southern Gas Company Limited. 635.4 Pakistan State Oil Company Limited. 715.5 Pakistan Petroleum Limited. 835.6 Pak Arab Refinery Company Limited. 99

5.7 Saindak Metal Limited. 1135.8 Lakhra Coal Development Company. 1215.9 Government Holding (Pvt) Limited. 1275.10 Pakistan Mineral Development Corporation (Pvt) Limited. 1375.11 Inter State Gas Systems (Pvt) Limited. 145

AnnexureI Organizational Chart of the Ministry 151II Public Sector Organizations under the Ministry 152III Sanctioned Strength of the Ministry 153IV Puclic Sector Development Program 2006-07 155

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PREFACE

This report has been prepared in pursuance of Sub Rule (2) of Rule 25 of the Rules of

Business 1973 which provides that at the beginning of each financial year, each Division

shall, for the information of the Cabinet and information of general public prepare as a

permanent record, a Book which shall contain:

a. the detail of its activities, achievements and progress during thepreceding financial year giving only the unclassified information whichcan be used for reference purposes;

b. the programme of activities and targets set out for the Ministry for thepreceding financial year and the extent to which they have beenrealized; and

c. the relevant statistics properly tabulated.

The report gives an overview of the activities, achievements and progress of the Ministry

of Petroleum and Natural Resources, its attached department and

organizations/companies under its administrative control, during FY 2006-07. However

the reflection of activvties of the achievements will provide a bird’s eye view on the

broader parameter of policies and functions. For details on particular topics, the website

of the Ministry may kindly be referred to which is updated on regular basis to

incorporate the current issues and policies relating to the oil, gas and mineral sector.

I hope that this book will serve as a useful reference document.

Islamabad: 30th September 2007 Farrakh QayyumSecretary

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CHAPTER 1

GENERAL

1.1 INTRODUCTION

Ministry of Petroleum and Natural Resources was created in April 1977. Prior tothat, the subjects of Petroleum and Natural Resources were part of the Ministry of Fuel,Power and Natural Resources.

1.2 MISSION STATEMENT

To ensure availability and security of sustainable supply of oil and gas foreconomic development and strategic requirements of the country and to coordinatedevelopment of natural resources of energy and minerals, in order to cater for energyneeds of the people of Pakistan.

1.2.1 STRATEGY TO ACHIEVE MISSION

i. To adopt an integrated approach for promoting exploration and fast

track development of oil, gas and mineral resources.

ii. To deregulate, liberalize and privatize oil, gas and mineral sectorsthrough structural reforms.

iii. To attract private investment and to establish credible institutionsfor facilitating the development of petroleum and mineral sectors.

iv. To develop technical and professional human resource.

v. To optimize existing energy delivery infrastructure (oil/gaspipelines).

vi. To substitute imported fuel oil with indigenous gas by optimallybalancing the gas availability and supplies from local and importedsources.

1.3 FUNCTIONS OF THE MINISTRY

The Ministry is responsible for dealing with all matters relating to petroleum,gas and mineral. Its detailed functions as per the Rules of Business are as under:

1 All matters relating to oil, gas and minerals at the national andinternational levels, including:

i. policy, legislation, planning regarding exploration, developmentand production;

ii. Import, export, refining, distribution, marketing, transportation andpricing of all kinds of petroleum and petroleum products. (Pricingof all kinds of petroleum and petroleum products are determined byOil and Gas Regulatory Authority w.e.f 01.04.2006).

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iii. matters bearing on international aspects;iv. Federal agencies and institutions for promotion of special studies

and development programms.2. Geological Surveys.3 i. Administration of Regulation of Mines and oil fields and Mineral

Development (Federal control) Act, 1948, and rules made thereunder, in so far as the same relate to exploration and production of petroleum, transmission, distribution of natural gas and liquefiedpetroleum gas, refining and marketing of oil;

ii. Petroleum concessions agreements for land, off-shore and deep seaareas;

iii. Import of Machinery, equipment, etc; for exploration anddevelopment of oil and natural gas.

4. i. Administration of Marketing of Petroleum Products (FederalControl) Act 1974 and the rules made there-under;

ii. Matters relating to Federal investments and undertakings wholly orpartly owned by the Government in the field of oil, gas andminerals, excepting those assigned to the Industries and ProductionDivision.

5. Administration of

i. The Petroleum Products (Development Surcharges) Ordinance,1961, and the rules made there-under;

ii. The Natural Gas (Developmetn Surcharges) Ordinance, 1967, andthe rules made thereunder; and

iii. The ESSO Undertakings (Vesting) Ordinance, 1976.6. i. Coordination of energy policy, including measures for conservation

of energy and energy statistics;ii. Secretariat of National Energy Policy Committee.

1.4 ORGANIZATION OF THE MINISTRY

To perform its functions, the Ministry of Petroleum & Natural Resources hasbeen organized into four wings i.e. Administration, Development, Mineral and Policy.

The Ministry has one Attached Department, one Autonomous Body and 11 companies.The Secretary is assisted by an Additional Secretary, one Senior Joint Secretary, oneJoint Secretary and five Director Generals. Organizational chart of the Ministry and itspublic sector organizations are placed at Annexure-I and II while the staff strength of theMinistry is at Annex-III.

1.4.1 ADMINISTRATION WING

Administration Wing consists of a Joint Secretary, two Deputy Secretaries andsix Section Officers along with the support staff and one Network Administrator. TheWing is responsible for the following functions:

i. Personnel and General Administration of the Ministry (Secretariat). Allmatters relating to Administration of the Policy Wing, Oil and Gascompanies, Geological Survey of Pakistan (GSP), Pakistan MineralDevelopment Corporation and Hydrocarbon Development Institute of Pakistan.

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ii. Corporate affairs of oil and gas companies.iii. All matters relating to technical assistance, tours and training.iv. Coordination work of the Ministry and its attached departments,

organizations with other ministries.v. Processing of non-development budget of the Ministry and its attached

departmentvi. All matters relating to web site and networking of the Ministry.

vii. Coordination work related to P&NR committee on defence planning.viii. All matters relating to the Parliament Bussiness.

1.4.2 DEVELOPMENT WING

This wing comprises of one Senior Joint Secretary, two DeputySecretaries and four Section Officers along with the complementary staff. TheWing is mainly responsible for all coordination on policy matters, processingand seeking approval on Oil and Gas infrastructure, projects, monitoring of Development schemes. It also processes foreign aid/loan and coordination withWorld Bank, ADB, CIDA, IDB, JICA; handles joint Ministerial Commisions,ECO & bilateral relations, Prepare development Budget (PSDP), long termplans, Economic Survey & Budget speeches; Matters relating to ECNEC, ECC,

CCOI, CCOP, Cabinet and implementation of decisions and Foreign Investment,privatization, import of natural gas projects are handled by the Wing.

1.4.3 MINERAL WING

Mineral Wing is a technical arm of the Ministry of Petroleum andNatural Resources and looks after following functions:

i. Frame and update National Mineral Policy and overview itsimplementation by concerned Federal and Provincial agencies.

ii. Periodical review of available geological data bases andpublication of its annotated bibliography.

iii. Provide support to provinces to improve their regulatory lawsand institutions for making them international competitive.

iv. Facilitate interaction of the foreign private mining investorswith various Federal and provincial regulatory agencies.v. Provide inputs for formulating plans for mineral sector (5 year

plan) in consultation with the Provincial government.vi. Scrutinize and processing of mineral development schemes of

Federal agencies for approval.vii. Initiate and process mineral sector proposals for inclusion in

the programs of international agencies.viii. Dealing with all operational issues (except personal

administration and general training circulated by EAD) raisedby any Federal agency in mineral sector requiring approvals of MPNR or other ministeries.

ix. Monitor Progress and implementation of public sector projectsfunded by PSDP in Mineral sector.

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1.4.4 POLICY WING

The Policy Wing is comprised of (i) Directorate General of PetroleumConcessions (ii) Directorate General of Oil (iii) Directorate General of Gas and(iv) Directorate General of Admn /Special Projects. Each Directorate is headedby a Director General. The Policy Wing is responsible for developing policiesfor oil and gas sectors, forecasting future requirement and assessing the impactof existing policies, rules and regulations.

1.4.5 ATTACHED DEPARTMENT, AUTONOMOUS ORGANIZATION,CORPORATIONS AND COMPANIES OF THE MINISTRY

The Ministry has one attached department i.e. Geological Survey of Pakistan (GSP) and following organizations / companies under its administrativecontrol:

i Hydrocarbon Development Institute of Pakistan (HDIP)ii Oil and Gas Development Company Limited (OGDCL)

iii Sui Northern Gas Pipeline Limited (SNGPL)iv Sui Southern Gas Company Limited (SSGCL)

v Pakistan State Oil Company Limited (PSOCL)vi Pakistan Petroleum Limited (PPL)

vii Pak Arab Refinery Company Limited (PARCO)viii Saindak Metal Limited (SML)

ix Lakhra Coal Development Company (LCDC)x Government Holding (Pvt) Limited (GHPL)

xi Pakistan Mineral Development Corporation (Pvt) Limited (PMDC)xii Inter State Gas Systems (Pvt) Limited (ISGSL)

1.5 WEBSITE OF THE MINISTRY

The Ministry is regularly updating its website www.mpnr.gov.pk on the basis of feed back received from different stakeholders.

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CHAPTER 2ACTIVITIES, ACHIEVEMENTS AND PROGRESS DURING

THE YEAR 2006-07

2.1 DEVELOPMENT WING - MINISTRY

2.1.1 LIBERALIZATION OF OIL AND GAS SECTOR

i The public sector oil and gas entities have been made independent.The Board of Directors of these companies have been givencomplete autonomy to operate on commercial lines withoutinterference. As a result, the performance of the companies hasimproved significantly.

ii In pursuance to issuance of “LNG Policy April 2006”, SSGCinitiated the process for appointment of a potential projectdeveloper. In this regard, the timelines for receiving contractualand technical proposals upto June 2007 were successfullyachieved.

2.1.2 PRIVATIZATION OF PUBLIC SECTOR ENTITIES

i. GOP has decided in principle to privatize PSOCL, OGDCL, PPL,SNGPL and SSGCL. Government has also divested its minorityshareholding in seven oil fields.

2.1.3 REGULATORY REFORMS

i Oil and Gas Regulatory Authority (OGRA) was established underOGRA Ordinance in March 2002 with expressed objectives of fostering, competition, increasing private investment and

ownership in midstream and downstream petroleum sector andprotecting public interest through effective, efficient and equitableregulation. OGRA is playing an important role in theimplementation of government’s comprehensive reformsprogramme of Oil & Gas Sector.

ii Government Holdings Company Limited has been established tomanage the Government’s investments in the upstream sector.

2.1.4 REGIONAL GAS PIPELINES

i. Ministry of Petroleum and Natural Resources after assessing futuredemand/supply, concluded that indigenious gas reserves of thecountry will not be sufficient to meet the increasing demand

beyond 2010. The Ministry therefore is exploring the possibility toimport gas from the neighbouring countries that is Iran, Qatar, andTurkministran and is working on all of the possible options.

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2.1.5 GAS IMPORT PROJECTS

i The Ministry of Petroleum and Natural Resources has beenpursuing the import of gas through pipeline and LNG projects fromthe neighbouring region that is Iran, Turkmenistan and Qatar.These projects are being actively discussed at different levelWorking Groups/Committees constituted from time to time.

ii In the last one year two meetings of Pakistan-Iran Working Groupand two meetings of Pakistan-India Joint Working Group havebeen held on Iran-Pakistan-India (IPI) gas pipeline project.

iii Similarly, 8th Steering Committee meeting of Turkmenistan-Afghanistan-Pakistan (TAP) Gas Pipeline Project was held inApril, 2005 in Islamabad and 9th meeting is being scheduled in the3rd / 4th Quarter of October, 2005 in Ashgabat.

iv 1st meeting of the Technical Working Committee of MPNR andQatar Petroleum on GUSA gas pipeline project has been held inJune, 2005 in Doha, Qatar and 2nd meeting of the committee is

being scheduled during the last week of September, 2005 inIslamabad.

v Ministry has successfully completed Comparative Evaluation of the Gas Import Projects by appointing a consultant through AsianDevelopment Bank (ADB) to prioritize the available gas importoptions.

vi In order to ensure safe and secure world class pipeline and LNGimport projects, MPNR has already appointed a Financial Advisorfor LNG import and for transborder pipeline project, a separateFinancial Advisory Consortium is likely to be appointed, shortly.

2.1.6 Public Sector Development Programmes/Projects

Ministry of Petroleum and Natural Resoruces has been allocated asum of Rs. 929.92 million in PSDP for the Financial year 2006-07. Detail of on-going/new projects are at Annexure -V

2.2 MINERAL WING - MINISTRY

In order to encourage investment in the mineral sector, the government hasassigned priority to the sector and has also given number of fiscal and regulatoryincentives in the mining sector, so that the sector can contribute its due share in the GDPwhich is at present less than 1% whereas, international studies have reflected thecontribution of about 3-4% in the national economy.

With the implementation of National Mineral Policy (NMP), for the first timethe Mineral Sector has taken a forward stride. International mining companies have

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responded favourably to the Policy and three major mineral projects are inproduction/under implementation which would enhance the share of sector in nationaleconomy. However, in geological data generation and mineral exploration, FDI isminimal. Data generated by Geological Survey of Pakistan (GSP) is not being utilized tothe extent of promotion, aiming and attracting international investment. The Ministry of Petroleum & Natural Resource in coordination with the provinces and Special Areas andwith the support of other stakeholders is striving to develop the Mineral Sector on fasttrack basis. International development partners are being persuaded to assist theprovinces in capacity building, acquaintances, deployment of latest mineral explorationtechnologies and to further improve the Regulatory regime facilitating inflow of foreigndirect investment. The significant projects/initiatives are described as under:

2.2.1 ACHIEVEMENTS OF THE MINISTRY:

Special Initiatives

i) Feasibility Study on Gasification of Thar Coal, DistrictTharparkar, Sindh

To harness large Thar coal deposits as alternate source of energy, the

Ministry endeavored to explore utilization options. One of such optionis determining techno-economic viability of converting coal intopipeline quality gas and extraction of high unit value chemicals. Forconducting the Feasibility Study under a development project aninternational consultant M/s Lurgi of South Africa has been selected.The study is comprised of Phase I and Phase II. The consultant hassuccessfully completed Phase 1A (Laboratory Study) of the Study. Theconsultant has been asked to initiate work on the Phase 1B (ConceptualStudy). The Feasibility Study will be completed in 2008-09.

ii) Feasibility Study for development and exploration of Chechali ironore and commissioning of Steel Mill at Kalabagh

The project is aiming to ascertain techno-economic viability of utilizingiron ore for setting up of Steel Mill at Kalabagh. The study has beenawarded to a Chinese company M/s MCC. The consultant hascompleted Laboratory Study of the project and has demarcated zonesamenable to upgradation. Work on the project is in progress toascertain economic viability of Chichali iron ore deposit. The study willbe completed in 2008-09.

iii) Strategy on Development and Exploitation of Gemstones

To tap full gemstone potential as a source of foreign exchange, and as apart of implementation of strategy on “Mining, Cutting, Polishing andMarketing of Gemstones” approved by the Cabinet, the Ministry has

sponsored project valuing Rs.100 million for imparting training tolocals of gem bearing areas of NWFP, AJK and Northern Areas inflawless mining. The projects are being implemented by the Govt. of NWFP, AJK and Northern Areas. Under the project about 500 locals of

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these areas have been trained in mechanized mining, grading,processing of gemstones. Work on the projects in NWFP and NorthernAreas is in progress.

iv) Basic Training in Gemstone Cutting and Polishing Centres inGilgit and Muzaffarabad

As a follow up of the strategy for developing cutting and polishing skillin gem bearing area it was decided to establish two training centers atMuzaffarabad and Gilgit. Under the project codal formalities havebeen initiated to select a consultancy firm having developed expertisein gemstone cutting and polishing. Ministry has finalized trainingprogrammes with Sri Lankan government. In this regard a high leveldelegation visited Sri Lanka to finalize a training programme of thelocals of AJ&K and Northern Areas.

2.2.2 Restructuring of the Federal Mineral Sector Organizations

a) Restructuring of Geological Survey of Pakistanb) Restructuring of Pakistan Mineral Development Corporation

(PMDC)c) Privatization of PMDC Projects

d) Evaluation of Nokundi iron ore through Bolan MiningEnterprises

e) The Ministry has secured international assistance (WorldBank) for development of Mineral Sector in the followingareas:

• Capacity building – Institutional Strengthening

• Generation of basic geological data

• Development of Small Scale Mining (SSM) ingemstones/coal

• Development of exploration targets into investment

opportunities.

2.2.3 INTERNATIONAL INVESTMENT FACILITATED INMINERAL SECTOR

As per policy of the present government and approved National Mineral Policy,the role of public sector organization in the mineral sector has been curtailed.Ministry of Petroleum & Natural Resources is facilitating private investment forthe development of mineral sector. Following are the major projects initiatedthrough facilitation by this Ministry:

i. Development and exploitation of Dudder Lead Zinc Project(Balochistan)

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With the concerted efforts of the Ministry of Petroleum and NR anagreement has been signed between PMDC and MCC China for thedevelopment of Dudder Lead Zinc project. MCC would invest aboutUS$ 72 million for mine development and commercial exploitation.According to agreement the project will produce 100,354 tones Zincand 32,584 tones Lead concentrate during 14 years mine life. Work onthe project has started. Mineral Wing is fully coordinating/facilitatingChinese Company in construction of project. Construction of 100 K.Mroad to link the project with RCD Highway is near completion.Construction of civil works like pre-fabricated site office and camp forChinese employees and staff, warehouses, workshops and fieldLaboratories, water purification plant has been completed by thecompany. Exploration and development work in the project is inprogress. The company has completed environmental studies and basicdesign of the plant also. Commercial production by the company isexpected to commence in 2009-2010.

ii. Facilitation in Development of Reko Dik Copper-Gold ProjectBalochistan

To develop Reko Dik Copper deposit in Balochistan, an Australiancompany, M/s Tethyan Copper Company has finalized feasibility studyof the starter project aiming to produce 40,000 tones of pure copperwith investment of $ 200 million. As a result of extensive drilling in thearea about 167 million tones copper ore reserves have been proved.Field studies to assess social and environmental impact of the projecthas also been completed. Due to large size of the deposit, world’slargest copper & gold producing companies; M/s Antofagasta &Barrick Gold have taken over 100% Australian shares of the TCC. Thenew management has decided to launch a mega project with aninvestment of over US$ one billion by 2010. The mega project wouldproduce 2,50,000 tonnes of copper annually, thus bringing Pakistan forthe first time on the major copper producing country on world map. By

commencement of the mining activities in the area, job opportunitiesare expected for about 1200 locals. Moreover commencement of theProject would give an impetus to foreign investment in mineral sectorof Pakistan. As desired by M/s Antafagasta-Barrick Gold, Ministry of Petroleum & NR is working on the preparation of international mineralagreement to be signed between the company, Govt. of Balochistan andthis Ministry. To solve the issues relating to the exploration/mining of Reko Dik copper-gold deposit on fast track a high level SteeringCommittee has been constituted by GOP having representation from allthe stakeholders in GOP and Govt. of Balochistan.

iii. Development of Thar coal as alternate source of energy

Thar coalfield in Sindh province has huge coal resources of 175 billiontons. Due to high cost of imported energy Govt. of Pakistan has decidedto enhance the share of coal in the over all energy mix from 05 to 19%

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up to 2030. In view of anticipated shortfall of electricity and otherenergy resources during the next 10 years the maximum utilization of coal would be required in power generation and gasification. ApprovedEnergy Security Action Plan has set a target of generating about 20,000MW power from coal by 2030 and 50% by 2050.

As a result of govt. endeavors, about 80% of cement industry hasswitched over to indigenous coal from furnace oil that has savedconsiderable foreign exchange being spent on the import of furnace oil.The conversion of cement industry to coal has generated a demand for2.5-3.00 million tons coal per annum.. M/s Associated Group of Lahorehas been assigned a block in Thar coalfield for conducting feasibilitystudy for integrated coal mining and commissioning 2x 250 MW coalfired power-generating plants. GOP has also decided to establish a coalmining company for harnessing Thar coal resource.

iv. Establishment of Thar Coal Mining Company (TCMC)

For power generation of 1000 MW at least 6 million tons coal isrequired to be mined per year. The present production of domestic coal

is about 5.5 million tons per year. Therefore, GOP has established TharCoal Mining Company (TCMC) under the Companies Act 1984 on 6 th June, 2007 with the objective to develop a large coal mine in Thar coalfield having production capacity of 6 million tons coal per year on Block No.II. The financial obligation of the company envisages 80% share of Federal Govt. and 20% of Govt. of Sindh. In the 80% GOP share,National Logistics is also holding 20%. Out of 60% share of Ministry of Petroleum & NR 40% will be offloaded to international coal companyalongwith management of the company to plan for large mechanizedcoal mine. Interim institutional arrangements of the company has beenmade by this Ministry.

v. Commissioning of Integrated Coal Mining and establishment of coal

fired power plants in Sonda Jerrick and Lakhra coal field Sindh

To increase share of coal in energy mix Government of Sindh has signedan agreement with Chinese company M/s China National ChemicalEngineering Group Corporation (CNCEC) to conduct feasibility studyon a coal block in Sonda Jherrick coalfields in Sindh province forintegrated mining project of 1 million ton and commission 250 MW coalbased power plant. The company has completed feasibility study and isplanning for commissioning of power plant.

For establishing integrated coal mining and commissioning of 200 MWpower plant, an other coal block has been assigned at Sonda Jherrick coalfield to M/s Dadabhoy Hydrocarbon Ltd. by Govt. of Sindh.

As a part of promotional activities to increase share of coal, Govt. of Sindh has leased out a coal block to M/s Fatteh Group of Hyderabad to

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commission a coal-based power plant of 250 MW in Lakhra coal field,Sindh..

2.3 POLICY WING – MINISTRY

2.3.1 DIRECTORATE GENERAL OF PETROLEUM CONCESSIONS

i. Concession Activities

a Exploration licences

A total of one hundred and forty-eight applications for grant of Exploration Licences were processed during 2006-07. Twobidding rounds were held in which eighteen blocks wereoffered. As a result seventeen Exploration Licences coveringan area of 45,851.08 sq. kms. were granted.

There were one hundred and thirteen active ExplorationLicences covering an area of 242,713.68 sq. kms on30-06-2007. During the year, around 6,264.71 sq. kms. area of two Exploration Licences remained under Force Majeure,while an area of 6,257.23 sq. kms. of four ExplorationLicences was surrendered/relinquished by different operators.Twenty five E&P companies operate in upstream Petroleumsector of Pakistan.

In Sindh Province 64,111.83 sq. kms, Punjab 47,233.93 sq.kms, Balochistan 63,137.76 Sq. kms and NWFP 14,654.16 Sq.kms and Indus Offshore 53,576 sq. kms area was underexploration.

b Mining/Development & Production Leases

Seven (7) Development and Production Leases were grantedduring 2006-07. A total of one hundred & twenty five leasescovering an area of 11,712.92 sq. kms. were operative at theend of the year. In Sindh Province 8,125.30 sq. kms, Punjab1,943.16 sq. kms, Balochistan 1,176.57 sq. kms and NWFP467.89 sq. kms area remained under Mining/D &P Leases.

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Table-1

Exploration Licences Granted during 2006-2007

S.No. Block Province Operator Grant date Area

(sq. kms)

2266-9 (Offshore Indus-U) Offshore BP (Alpha) 21-07-2006 6,294.281

2 2265-4 (Offshore Indus-V) Offshore BP (Alpha) 21-07-2006 7,377.03

3 2264-1 (Offshore Indus-W) Offshore BP (Alpha) 21-07-2006 7,270.17

4 2266-4 (Offshore Indus J) Offshore PEL 29-09-2006 2,436.30

5 2365-3 Offshore Indus-P Offshore PEL 29-09-2006 900.36

6 2266-7 Offshore Indus-O Offshore PEL 29-09-2006 833.78

7 2366-7 (Eastern Off Indus-C) Offshore ENI 12-10-2006 2,493.51

8 3372-20 Marg ala Punjab,NWFP MOL 08-11-2006 1,386.73

9 3372-21 (Mar gala North Punjab,NWFP MOL 08-11-2006 1,561.72

10 2972-3 (Maharvi) Punjab OPII 22-01-2007 2,359.85

11 3170-2 (Marwat) NWFP OPII 22-01-2007 1,79.87

12 2266-8 (Offshore Indus-S) Offshore OGDCL 22-03-2007 2,129.91

13 3070-13 (Baska) NWFP/Punjab/Bal

ochistan

ZhenHua Oil 29-03-2007 2,442.00

14 2971-5 (Bahawal ur East) Punjab PPL 29-03-2007 2,495.45

15 2267-1 Offshore Indus-R Offshore OGDCL 19-04-2007 1,492.23

16 2769-12 (Khetwaro) Sindh Saif Energy 03-04-2007 98.96

17 2468-7 Kunri Sindh New Horizon 05-06-2007 2,485.93

Grand Total 45,851.08

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Table-2

Development & Production Leases Granted during 2006-07

S.No. Block Province Operator Grant date Area(sq. kms)

1 Usman Sindh OPII 17-11-2006 10.67

2 Siraj South Sindh OPII 13-12-2006 12.32

3 Manzalai NWFP MOL 11-01-2007 382.89

4 Kausar Deep Sindh OPII 10-04-2007 12.35

5 Bukhari Deep Sindh BP 18-04-2007 48.00

6 Bilal N rth Sindh OPII 26-05-2007 3.06

7 Naimat Basal Sindh OPII 14-06-2007 16.09

Grand Total 485.38

ii. Seismic Activities

Seismic activities conducted during 2006-07 were as following;

i. 2D seismic acquisition (onshore) 7,984 L.kms

ii. 3D seismic acquisition (onshore) 1,240 sq.kms

iii. 2D seismic acquisition (Offshore) 687 L.kms

iv. 3D seismic acquisition (Offshore) 1,356 sq.kms

v. No. of Service companies 08

vi. No. of active crew teams 15

Company wise seismic acquisition details are as under;

Eni MOL Nativus POGC OGDCL Paige OPII MGCL POL

PPL Hycarbex

PEL Petronas TOTAL

213 2681 168 50 162 3,269 49 252 733 442 85 721 60 8671

(L.Kms)

3D 1284 661 162 210 280 2596

(sq.kms)

iii. Drilling Activities

In 2006-07 ninety wells were planned including forty five asexploratory and forty five as appraisal/development wells. Against the target of ninety, seventy seven wells were spuded i.e. thirty six exploratory and forty oneas appraisal/development wells. In the Public Sector, OGDCL spuded nineteenexploratory and twenty two appraisal/development wells, and in Private Sectorthirty six wells were drilled which included seventeen exploratory and nineteenappraisal/ development wells. On an average 276 meters were drilled per day.

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iv. Discoveries

During fiscal year 2006-07 there were seventeen oil and gas discoveriesin the country namely Mela-1, Ahmed-1, Pasakhi North East-1, Sakhi SouthDeep-1, Unar-1, Nim West-1, Kamal North-1, Latif-1, Chak66NE-1,Dhachrapur-1, Dakhni Deep-1, KunarWest-1A, ZaurWest-1 Rahim-1, Thora

Deep-1, Tajjal-1 and Chandio-1

v. Production Activities

In 2006-2007 average oil production in the country remained 67,438 BOPD andgas production was 3,873 MMCFD.

OGDCL was the highest oil producing company with a production of 13.261 million barrels at an average rate of 36,332 BOPD which was 54% of theyearly oil production of the country, followed by BP producing 4.025 millionbarrels at an average of 11,029 BOPD which is 16% of the total oil production.POL produced 3.231 million barrels, PPL 1. 832 million barrels, BHP 0.732million barrels, OPII 0.680, MOL 0.674 million barrels , Eni Pakistan 0.125

million barrels, Petronas 0.030 million barrels and OMV 0.030 million barrels.

OGDCL was also the major producer of Gas in the year. They produced 310.163BCF of gas, at an average rate of 850 MMCFD, this constitute around 21.9% of the total yearly gas production of the country. PPL was the second highest gasproducing company with 303.068 BCF at an average of 830 MMCFD, which isaround 21.4% of the total yearly gas production of the country. Mari Gasproduced 172.465 BCF, OMV 195.286 BCF, Eni Pakistan 140.493 BCF, BHP111.415 BCF, BP 83.608 BCF, OP11 36.677 BCF, POL 15.395 BCF, MOL22.775 BCF, Petronas 9.702 BCF, PEL 11.453 BCF and Tullow 1.08 BCF.

In the fiscal year 2006-07, the LPG production was 1,523 metric tones per day.PARCO was the major LPG producer with an average of 411 metric tons per

day, followed by JJVL who produced 401 metric tons per day LPG.

The total remaining recoverable oil reserves at the end of the calendar year 2006has been estimated as 353.164 million US barrels and the remaining gas reserves(including non-pipeline quality gas) as 32.376 trillion cubic feet.

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2.3.2 DIRECTORATE GENERAL OF OIL

i. Achievement

Marketing

A target of Rs.4.65 million tons valuing at US $ 2.69 billion for the import of diesel oil and furnace oil during 2006-07 was set. Actual import of theseproducts during the year remained at 8.3 million tons valuing at US $ 3.6 billion.Similarly, a target of 73 million barrels valuing at US $ 4.5 billion for the importof crude oil during 2006-07 was set. Actual import of crude oil during the yearremained at 60.7 million barrels valuing at US $ 3.7 billion.

It was estimated that around 14.7 million tons of petroleum products will beconsumed during the year while actual consumption remained at around 18million tons.

Refining

Transfer of Regulatory functions to OGRA

In pursuance of the reforms policy of the Government to segregate policyfunctions from regulatory functions, a study was conducted through CIDAconsultant for onwards transfer of regulatory functions to Oil and GasRegulatory Authority (OGRA). In view of the finding, of the study, oilregulatory functions have been transferred to OGRA with effect from 1st April,2006.

Establishment Of New Oil Refinery Project

Under the deregulation, privatization and liberalization policy of theGovernment, Private Sector investment in the down stream oil sector is beingencouraged. The Government has therefore, approved additional incentives for

setting up of a new gross root deep convergent Coastal Oil Refinery at KhalifaPoint near Hub, Balochistan.

REFINING CAPACITIES OF EXISTING REFINERIES AS ON 1-7-2006

S.NO. NAME OF REFINERY Million M. Tons/annum Barrels perday

1 Pak Arab Refinery Ltd. 4.50 100,000

2 National Refinery Ltd. 2.71 62,050

3 Pakistan Refinery Ltd. 2.10 47,110

4 Attock Refinery Ltd. 1.82 40,000

5 Bosicor Refinery Ltd. 1.50 30,000

6 ENAR Petrotech Services Ltd. 0.12 2,500

7 Dhodak Refinery Ltd. 0.12 2,500Total:- 12.87 284,160

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Pricing

The prices of petroleum products have increased tremendously in theInternational market during the past three years. The domestic saleprices of petroleum products, being linked with International Marketproduct prices, were required to be increased accordingly. TheGovernment decided to protect the consumers from the burden of highInternational prices and capped the domestic sale prices from time totime since May, 2004 till to date.

Since the full impact of increase in International Prices has not beenpassed on to the consumer, the Government had suffered a huge loss of revenue in Petroleum Development Levy and due to Price Differentialclaims of OMCs / refineries. In other words, the consumer had beenbenefited through this capping in particular and Government had beenable to control the inflation in the country.

As against the increase in International Market in the range of 114% to141%, the domestic sale prices have been increased in the range of 47%to 59% during the period May, 2004 to October, 2007.

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2.3.3 DIRECTORATE GENERAL OF GAS

No increase/ change in average gas consumption have been witnessed during2006-07 on the evident from following comparative table:-

i. SECTORAL GAS CONSUMPTION

Unit: MMCFT

Sectors 2005-2006 %age 2006-2007 %agePower 491,766 40.2 433,930 35.5

Fertilizer 198,049 16.2 193,683 15.8

G. Industries 278,973 22.8 306,371 25.0

Cement 15,335 1.2 14,541 1.2

CNG/Transport. 38,885 3.2 56,410 4.6

Commercial 29,268 2.4 31,340 2.6

Domestic 171,109 14.0 186,892 15.3

Total 1,223,385 100.00 1,223,167 100.0

Average per Day 3,352 3,352

ii. NEW CONNECTIONS (TARGETS AND ACHIEVEMENTS)

With the intention to benefit maximum households, gas utility companies haveset their objective to enhance consumer base. New gas connections are providedkeeping in view of supply of gas.

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SNGPL

Sectors 2005-06 Targets for2006-07

Achievements in2006-07

Industrial 531 495 676

Commercial 4,013 4,320 3,656

Domestic 206,586 213,000 227,710

Total 211,130 217,815 232,042

SSGCL

Sectors 2005-06 Targets for2006-07

Achievements in2006-07

Industrial 267 265 286

Commercial 1,661 1,615 1,593

Domestic 79,041 79,475 84,697

Total 80,969 81,355 86,576

iii. COMPANY-WISE TRANSMISSION AND DISTRIBUTION PIPELINESNETWORK (TARGETS AND ACHIEVEMENTS)

The gas utility companies focused on their extension of their infrastructure bylaying addition transmission & distribution pipeline.

SNGPL

(FIGURES IN Km)Pipeline Network 2005-06 Target for

2006-07

Achievement in

2006-07Transmission Network 209 539 485

Distribution Mains 3,647 3,700 4,420

Services 832 745 928

Total 4,688 4,984 5,833

SSGCL

Pipeline Network 2005-06 Target for2006-07

Achievement in2006-07

Transmission Network 137 231 232

Distribution Mains 1,475 1,940 1,679Services 276 290 270

Total 1,888 2,461 2,181

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iv. NATURAL GAS ALLOCATION AND MANAGEMENT POLICY, 2006

During 2005-06 the Government for the first time announced natural gas allocation andmanagement policy to set out priorities for use of natural gas in an optimal manner andalso to manage demand during short supplies in an economically efficient manner.Different sectors are prioritized as under:

CATEGORY OF CONSUMERSPRIORITY

ORDER

Domestic and Commercial Sectors First

I. Fertilizer Sector; andII. Industrial Sector (to the extent of process gas)

Second

Independent Power Plants as well as WAPDA and KESC’s PowerPlants with firm gas supply commitments under GSAs

Third

I. General Industrial SectorII. CNG Sector

III. Captive Power (for export-oriented textile units)

Fourth

I. WAPDA and KESC’s Power Plants (other than thoseincluded in Third Priority Prder)

II. Captive Power Sector (other than that for export-orientedtextile units)

Fifth

Cement Sector Sixth

v. LNG POLICY 2006

Augmenting import of gas supply through LNG import is an important element of Government‘s energy security strategy to encourage LNG import through activeparticipation of private sector. The Government has announced first-ever LNG policyduring 2005-06.

Addition in LNG Policy 2006

In order to supplement Government’s efforts to enhance gas availabilityin the far flung areas, a set of policy guidelines regarding gas supply throughLNG network to unfeasible areas by the private sector has been added in theLNG Policy 2006 with the approval of ECC of the Cabinet. This new provisionprovides a possibility of gas supply by private sector to the residents of the areaswhich are not covered with gas network.

Salient features

(a) Subject to availability on the transmission main, natural gas will be

offered by SNGPL/ SSGCL through a transparent process aftermeeting requirements of the existing consumers.

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(b) After confirming gas availability from the concerned Gas UtilityCompany, the project sponsor will apply to OGRA to get anexclusive licence to undertake the project in accordance withOGRA Ordinance, 2002, the validity period of which will betwenty (20) years renewable for further periods of five years eachsubject to satisfactory performance of the project sponsor.

(c) While issuing the licence, OGRA in consultation with thestakeholders, will set clear milestones for implementation of theproject, progress against which will be monitored by OGRA onregular basis.

(d) The areas to be selected by the project sponsor for supply of re-gasified LNG shall be those, which do not meet the per consumercost criteria set out by the Government for development of gasinfrastructure or where extension of gas network is technically notviable.

(e) The project sponsor may set the selling price of RLNG (RegasifiedLNG) for the consumers at a level which at no time shall be morethan 90% of the National Average Price of LPG domestic cylinder.

OGRA shall monitor the RLNG sale price accordingly.Implementation of LNG Policy

The first LNG Policy announced in 2006 is being implementedsuccessfully. The said policy provides freedom to the investors to participate inany segment of LNG value chain. Accordingly, LNG Import projects are beingdeveloped under public as well as private sectors.

M/s SSGC has been mandated to facilitate the LNG import project andact as a project Vehicle Company for implementation of Pakistan Mashal LNGProject (PMLP), the first 3.5 million tons per annum capacity (equal to 500MMCFD) LNG project through private sector. The project is targeted to becompleted in 2012-13 with land-based re-gasification and storage terminal withan optional floating re-gasification and storage facility which can be operationalby 2009.

Under the LNG Policy, the private sector parties can pursue theirprojects at their own cost and risk without any off take commitment from thegovernment. At present, M/s Pakistan GasPort Limited (PGL) is working todevelop LNG import project in private sector, for which they have signed anImplementation Agreement with Port Qasim Authority for establishment of anoffshore LNG Import Terminal Project at Port Qasim, Karachi. The project isexpected to commission in third quarter of 2008.

vi. CNG FOR AUTOMOTIVE USE

Government of Pakistan is encouraging use of Compressed Natural Gas (CNG) as an

alternate fuel for automotives in order to control environment degradation, save foreignexchange in import of liquid fuels and generate employment. Due to Government‘sencouragement, Pakistan has become third largest CNG user in the world. Total CNG

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stations and vehicles converted to CNG up to end of financial years 2005-06 and 2006-07are given as under:

S.No

CNG Activity By the endof 2005-06

By theend of

2006-07

%Increase/ Decrease

1. Total operational CNG station tillend of financial year (F.Y.) 1,003 1,488 48%

2. Vehicles converted to CNG 970,000 1,080,000 11%

3. Total No of provisional licensesissued till end of financial year 3,997 6,215 55%

vii. CNG IN PUBLIC TRANSPORT

The Cabinet considered the Summary by the Ministry of Petroleum & Natural Resourceson “Replacement of Diesel Oil by CNG” and approved the following proposals,

a) Provincial government should gradually face out diesel engine intercityurban public transport (which would include buses, mini buses and wagons)in Karachi, Hyderabad, Lahore, Fisalabad, Peshawar, Quetta and

Islamabad/Rawalpindi by end 2007. To achieve this target the provincialgovernment may also:

a) encourage conversion of present diesel buses to CNG if economically feasible for the buss operators:

b) set up and monitor the time bound goals for converting dieselbuses to CNG.

b) All new busses/Mini buses/wagons to be inducted in the above-mentionedcities should be dedicated CNG vehicles and or Petrol-CNG duel-fuel withimmediate effect.

c) No. two- stroke rickshaws should be registered in the above-referred citiesafter June 2006.

d) To promote induction of CNG busses/mini buses/wagons during the dieselface out period, i.e. upto December 2007 the provincial government shouldprovide incentive to CNG busses/Mini buses/wagons including:

c) Lucrative routes,

d) Exemption from rout tax excise tax and registration fees

e) Setting up of large CNG refueling stations for busses/mini- buses/wagonsshould be facilitate by the provincial government. Gas utility companiesshould provide gas to such station. OGRA should issues licenses to suchCNG station within one month.

f) The benefit of exemption from custom duty and sales tax on CNGequipment and busses which are currently available only upto 30-06-2006

may be extended for period of five years. Manufacturing of CNGequipment and buses in Pakistan may be given priority through attractiveincentive for local manufacturer under phased plan.

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g) Local manufacturing of CNG equipment should be encouraged in thecountry and OGRA should expedite approval of locally manufactured CNGequipment.

h) In order to facilitate introduction of CNG busses, the Government shouldincentive the scheme through picking up (fully/partially) interest on bank loans taken by prospective buyer of dedicated-CNG busses/mini

buses/wagons. Rs. 5 billion provided in the MTDF for Public-PrivatePartnership in public transport can be utilized for this purpose.

i) State Bank of Pakistan may encourage the commercial banks to establishlines of credit for procurement of CNG busses/mini buses/wagons and forestablishing their manufacturing facility in Pakistan.

j) CNG equipment manufacturers and their investors may be motivated toexplore the possibility of technology transfer to joint venture with theforeign manufacturer of CNG compressor and CNG cylinders.

k) The testing facility for CNG equipment according to the relevant qualitystandard should be fully developed at Hydro Carbon Development Instituteof Pakistan to make it fully capable of performing the testing functions.

viii. LIQUEFIED PETROLEUM GAS (LPG)

Liquefied Petroleum Gas (LPG) is a clean, environmentally friendly, portableand economical domestic fuel. It is rapidly becoming fuel of choice in areas, where gasdistribution network is not available. Currently out of 19.2 million house holds inPakistan, 4.85 million are connected with natural gas network; approximately 1.8 millionare using LPG, whereas the rest are relying on conventional domestic fuels like coal,firewood, kerosene, dung cake etc.

GOVERNMENT’S POLICY

The Government of Pakistan is making all out efforts to promote LPGas a domestic fuel to replace conventional fuels like Coal, Firewood, Kerosene,

dung cake etc to ensure availability of clean fuel to all people especially thoseresiding in far-flung and remote areas with a view to arrest deforestation andimprove environment. By virtue of current Policy, the government intends to;

a. Ensure supply of LPG to consumers at competitive rates.b. Enhance availability of indigenous LPG in the country.c. Ensure supply of LPG in far-flung and remote areas.d. Attract more investment in the LPG sector.e. Ensure safety of public life and propertyf. Discourage and eliminate unauthorized activities in the LPG

business.g. Generate healthy competition and improve quality of consumer

service.

As decided by the Cabinet, the Government has deregulated LPG pricesw.e.f. 15th September 2000. All the producers of LPG are now empowered toeither market their LPG themselves or dispose it off through the licensedmarketing companies or to the new parties. All marketing companies are now

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free to develop their LPG market, as they wish, except for use in automotive.However in order to ensure LPG supply in remote hilly areas, with a view toprotect our precious forests each company is obligated to market at least 7%, of its product in AJK, 7% in Northern Areas, 6% in FATA, and 10% of LPGuplifted from Pak-Arab Refinery Company Limited (PARCO) to Balochistan.The regulatory work regarding LPG has been transferred to Oil and GasRegulatory Authority (OGRA) w.e.f. 15 th March 2003.However the policyformulation function of MPNR will remain intact.

ix. LPG IN AUTO SECTOR

The Government in past discouraged the use of LPG in vehicles toensure its availability to the domestic sector. However, to bring this sector underthe safety net and to bring competition in alternate auto fuel, the Governmenthas allowed to use LPG in motor vehicles.

x. LPG PRODUCTION AND DISTRIBUTION POLICY 2006.

In order to further increase LPG supplies, streamline its distribution ataffordable prices, especially to LPG starved areas of the country and promote healthycompetition for growth of LPG market as well as to ensure minimum safety standardsacross the LPG supply chain, the Government has allowed use of LPG in motor vehicles,

while oil marketing companies have been setup to LPG Auto gas Stations at theirnetwork of retail outlets, under relevant laws.

The salient features of the policy are as under:

Public sector E & P companies will out source all LPG production totechnically and financially sound private sector parties through atransparent and competitive process.

To ensure safety throughout the LPG supply chain, LPG storagetanks, cylinders, bowzers, and distribution outlets of the licenseeswill meet the minimum safety standards as laid down in applicableRules.

Decanting of LPG from cylinder to cylinder is prohibited and OGRA

shall cancel licenses of the defaulting companies.

OGRA will prescribe codes and standards for conversion of vehiclesto LPG and the establishment of LPG re-fuelling stations for the autosector by LPG marketing companies with an effective monitoringmechanism.

OGRA will publish a list of authorized manufacturers for all LPGequipment including LPG refilling stations, conversion kits, fueltanks, cylinders, storage tanks, and bowzers.

To ensure that cartels are not formed for charging a high consumerprice of LPG, OGRA will determine the reasonableness of pricekeeping in view the import parity price of LPG, producer price andaudited accounts of LPG marketing companies for the last two years.

All LPG marketing companies receiving LPG from sources inPunjab and NWFP will be obligated to supply at least 7% of theirlocal LPG in Northern Areas, 7% in AJK and 6% in FATA. All

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LPG marketing companies receiving LPG from sources in Sindh andBalochistan will be obligated to supply at least 10% of their localLPG in Balochistan province.

Any party can import LPG after paying applicable government dues.However, no party shall export LPG without the prior writtenapproval of MPNR.

a) REGION-WISE CONSUMPTION OF LPG (UNIT: M. TONS)

Region 2005-06 2006-07 % increase / (Decrease)

AJK. 31,627 33,579 6%

Balochistan 17,890 18,794 5%

Federal Area 4,465 5,635 26%

FATA 18,513 21,454 15%

NWFP 63,829 62,461 (2%)

Northern Area 57,308 58,191 1%

Punjab 286,562 301,366 5%

Sindh 98,225 107,749 9%TOTAL : 578,419 609,229 5%

b) LPG IMPORTS. (UNIT: M. TONS)

SECTOR Years : 2005-06 2006-07LPG Imports. 24,779.2 58,613

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Chapter 3

ATTACHED DEPARTMENT

http://www.gsp.gov.pk/

GEOLOGICAL SURVEY OF PAKISTAN(GSP)

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3.1 INTRODUCTION

Geological Survey of Pakistan (GSP) is an attached department of the Ministryof Petroleum and Natural Resources with its headquarters office located at Quetta and asper its charter the GSP is responsible for study of geology of the country in all pertinentdetails and to assess its geological resource potential. With a balanced, efficient andcompetitive structure, GSP is now fully capable to explore mineral resources andundertake geological, geophysical, geo-technical and geo-chemical investigations, anddrilling. During the recent past GSP’s technical services were frequently availed by thelocal and foreign companies, institutions and private sector organizations. The GSP alsoundertakes development projects to cater to immediate needs in the fields of geologicalmapping and mineral exploration. It undertakes:

• Geological mapping and other geoscientific surveys,

• Basic and applied research in earth sciences,

• Scientific investigations for an accurate understanding of the country’sgeological resources and their prudent management, and

• Environmental geology and hydrogeological studies.

3.2 ACTIVITIES, ACCOMPLISHMENTS AND PROGRESS 2006-2007

Major accomplishments of the department during the fiscal year 2006-2007 aredescribed below:

i. REGIONAL GEOLOGICAL MAPPING

. During the period the GSP has completed regional geological mapping on1:50,000 scale covering an area of 18,580 sq. km in different parts of the country. Out of this 8,450 sq. km area was covered under its regular projects and 10,130 sq. km. area

under various development projects.

The regional geological mapping of an area of 8,450 sq. km, under regularprojects includes the coverage of 1,500 sq. km. area in Sindh; 2,240 sq. km. area inBalochistan; 1,380 sq. km. in Punjab; 2,050 sq. km. area in NWFP; 640 sq. km area inAJK and 640 sq. km in Northern Areas. The mapping of 10,130 sq. km. under thedevelopment projects includes 9,130 sq. km. under AGM, 500 sq. km. under Hangu and500 sq. km. under the Kotli project.

ii. REGIONAL GEOPHYSICAL MAPPING

During this period investigations were carried out for the following GeophysicalMapping and Exploration projects:

• Magnetic mapping for delineation of possible mineralization in the Nagar ParkarBasement complex, Tharparkar Sindh.

• Detailed geological survey over a magnetic anomaly near Kahna Town/BRBCanal near Jallo Town, Lahore District, Punjab.

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• Geophysical investigations were completed at a number of locations throughoutthe country for detection of geophysical anomalies and interpretation of metallicminerals under various development projects.

• Geophysical investigations were carried out for ascertaining ground waterpotential in different areas for various agencies including Pakistan Army andother forces, agencies and institutions.

iii. ECONOMIC GEOLOGY

During this period investigations were carried out for the following EconomicGeology projects:

• Study/Evaluation of celestite mineralization near Kalu Kohar (35 O/12) DaduDistrict, Sindh, Pakistan.

• Petrological studies of Eocene rocks of Meting area, Quadrangle 40 C/4, ThattaDistrict, Sindh, Pakistan.

• Petrography and Geo-chemistry of basalts to determine the tectonic environmentof their emplacement, Ranikot area, Dadu District, Sindh (35 O/13).

• Coal exploration in the Eocene Domanda Formation in eastern Sulaiman Range,D. G. Khan District, Punjab.

• Exploration and evaluation of celestite deposits in Central Salt Range, Punjab.

• Evaluation and assessment of Iron Ore in NWFP, Pakistan.

• Alteration studies of gold mineraliztion in Hushe, Machulu and Ranthak areas of Khaplu in Northern Areas.

iv. NEW MINERAL FINDINGS IN LASBELA, KHUZDAR AND CHAGAIDISTRICTS OF BALOCHISTAN

During the recently conducted geological and geochemical exploration under the

development project “Accelerated Geological Mapping and Geochemical Exploration inthe Outcrop Areas of Pakistan” a number of copper-nickel and copper prospectivedistricts Lasbela, Khuzdar and Chaghi have been found.

Gacheri Copper Nickel prospect is located at about 26 km. to the north east of Uthal town, Lasbela district. Average copper values are 3.45% of 26 samples whileNickel values range 1200 ppm two samples show the exceptionally high values from thesame locality which are 0.44%.

Goth Essa (Kanano pir) copper prospect is located at about 48 km. to the northeast of Uthal town, Lasbela district. Rocks commonly exposed in the area are volcanicand sedimentary. Mineralization mostly occurs in the part of volcanic rocks in the formof micro veins and vein lets of covellite. These are intermittently exposed in the areaalong the faults and fracture. Selected samples are having exceptionally high content of

copper which ranges between 20 to 25 % while the bulk samples show the content of copper 1.2 to 3%.

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Detho Dhoro copper prospect is located 24 Km north east of Uthal, Lasbeladistrict. The mineralization is commonly hosted by the volcanic rocks along with adevelopment of Gossan.

v. EXTENSIVE ALTERATION ZONES IN DETHO DHORO

Ninro Dhoro copper prospect is located 37 km north east of Uthal, Lasbeladistrict. Rocks exposed in the area are basic and ultra basic volcanic gabbro and pelagicsediments. Mineralization is mainly hosted by the altered ultra basic rocks in form of covellite near the faulted contact between the pillow lava and ultra basic rocks. Covelliteveins are also found in a shale of upper horizon i-e the part of pelagic sediments. Thecovellite bearing zones are exposed intermittently in the area which is about 450 meterswide and 1800 meters long.

Ali Koh East copper prospect is located 7 km east of Ali Koh levies post, nearWadh in Khuzdar district. Massive Sulphide mineralization is mostly hosted with in thepillow lavas, black carbonaceous and Gypsiferous shale. It is also observed that some

magnetite horizon is present in outer massive sulphide zone. Average content of copper is2.5 - 4.5 % with some gold silver lead and zinc anomalies.

Ali Koh West Copper prospect is located about one kilometer south east of AliKoh levies post and 600 meters from the main ECO road. Rocks commonly exposedalong the mineralized zone are pillow lava and pelagic sediments (Mudstone andshale).In this prospect intense staining of Malachite and Azurite found to occur with inand on the magnetite vein which is sticking N 80 W it thickness is 2.3 to 3.0 meters whilestrike length is 600 meters. We have taken eight samples from the area. The results of thesamples are awaited. It is recommended for further detailed exploration

Jinno East copper prospect is located 6 km east of Dera khaloo levies post.Mineralization is mostly found along the faulted contact of pillow lava and sediments inform of pyrite and chalcopyrite. Chloritic alteration is also found on the foot wall .

Massive sulphides are mostly capped by the black gypsiferous shale. Average coppercontent of 15 samples is 20 % copper.

Waheer copper prospect is located about 1.5 km west of main ECO road near thethesil Waheer, Khuzdar district. Mineralization is found along the fault contact of basicigneous rocks and sediments of pelagic nature. Highly epidotised and chloritised rocksappear on the upper part of mineralized zone but mainly mineralization is confined in thegrey colored hard and compact shale in a form of veins. Analyses of 10 samples reflectthe copper contents ranging between 6 to 9 %.

Malick Sarvanda Kaur copper prospect is located 40 km south west of Dalbandin, Chagai district. The mineralization is mainly controlled by the east westrunning fault running between volcanic rock of Sinjarani group and Flysch type of sediments. The secondary faults have produced high frequency of fracture which ishaving the Chalocite, a rich copper mineral. Chemical analysis from the veins shows the70 – 74 % copper while the samples from the volcanic parts show 0.9 to 1.4 % copper.

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Zeri Deck and Secnkori copper prospects are located 35 km North West of Dalbandin, Chagai district. Mineralization mostly found in form of veins from 3 mm to 2cm thick. These veins are epigenetic and mostly cutting the strike direction highfrequency of vein supports the idea of massive body at depth. Samples which werecollected from the veins are having the high content of copper ranges which ranges from60 -70 % while the hosting rocks are having much lower content of copper mostly lessthen 2%. Some silver values were also found. Secnkori copper prospect is located 4 kmnorth east of Zeri Deck.

vi. NOORIABAD CELESTITE DEPOSITS

The Government of Pakistan has signed a joint venture agreement with two wellknown Chinese mining companies to give leasing rights for mining and development of celestite in Nooriabad. The Sindh Minister for Mines & Minerals, Mr. Irfanullah Marwatwas present at the signing ceremony in Karachi on December 13, 2006. The mininginvolves investment of 1.8 million US dollars. On successful commercial mining, theChinese plans to set up a plant at a cost of 4.5 million dollars which will produce 50, 000

to 300, 000 tons of celestite a year. Part of the production will be utilized domesticallywhile rest of it will be exported.

Geological Survey of Pakistan had discovered Celestite deposits in Nooriabad,Thano Bulla Khan, Thatta & Dadu districts, Sindh and Barkhan, Balochistan. At present,Pakistan imports about 80, 000 to 100, 000 tons of celestite every year and domesticexploitation of celestite will provide saving of foreign exchange.

Shallow marine Early to Middle Eocene Laki limestone and Late Eocene TyonFormation host the Celestite deposit in Thano Bulla Khan area. The Celestite of this areais of high grade with 90 to 95.5% Strontium sulphate.

vii. ENVIRONMENTAL & ENGINEERING GEOLOGICAL STUDIES

The GSP completed the following project in the field of Environment &Engineering Geology, especially related to the post October 8, 2005 Earthquake in thenorthern areas, NWFP and AJK.

• Potential Hazards of Land sliding and Mitigation Measures at Hattian Bala andother Earthquake Hit Areas.

• Natural Hazard Zonation Map of Muzaffarabad and its surrounding areas.

• Landslides Study and Hazard Zonation Map of Neelum Valley, AJK

• Landslides Study and Hazard Zonation Map of Jhelum Valley, AJK.

• Landslides Study and Hazard Zonation Map of Kaghan Valley, NWFP.

• Engineering geological studies from Mansehra to Naran.

• Environment and Urban Geological studies of Gilgit and surrounding areas.

• Hydrogeological studies including water quality of open reservoirs (lakes) of Dadu Thatta districts, Sindh.

• Neo-tectonics and Quantification of current Post-seismic Deformation after theOctober 8, 2005, Earthquake in collaboration with Grenoble and ChamberyUniversities, France.

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viii. DRILLING OPERATIONS

The Geological Survey of Pakistan undertakes drilling under variousprogrammes for energy (coal) and mineral exploration. During this period GSP undertook extensive drilling operations under its different development projects, which includeddrilling of 21 bore holes for a cumulative depth of about 4500 meters. A total of 17 boreholes were drilled in Sindh, NWFP and AJK for exploration of coal for a cumulativedepth of 3345 meters depth.

The mineral exploration programme of the GSP included drilling of 4 bore holesin Chagai district, Balochistan for a cumulative depth of 1155 meters for assessment of massive sulphide copper mineralization.

ix. CHEMICAL LABORATORY WORK

Analyzed 883 samples for 9108 estimations in GSP labs at Quetta, Lahore andKarachi laboratories. Prepared 1207 powdered samples, 53 thin and 44 polished sections.

The chemical section analyzed 1491 samples for 8992 estimations by XRF, AAS and wetanalysis. Analysed 397 samples by XRD/ DTATG. Petrographic studies of 21 samplescompleted at the GSP Advance Geoscience Research Laboratories, Islamabad.

x. GROUND BREAKING OF HUMAN RESOURCE DEVELOPMENTCENTRE AT GSP’S GEOSCIENCE LAB. ISLAMABAD

Mr. Amanullah Khan Jadoon, Minister for Petroleum & Natural Resources, laiddown the foundation stone of The Human Resource Development Centre, GeologicalSurvey of Pakistan Geoscience Advance Research Laboratories, Shahzad Town, Park Road, Islamabad on 15th March 2007.

xi. MOU BETWEEN GSP AND THE GEOLOGICAL SURVEY OF IRAN(GSI)

An MOU has been signed between the Geological Survey of Pakistan (GSP) andThe Geological Survey of Iran (GSI) to pursue scientific and technical cooperation in thefield of Earth Sciences. According to the Memorandum of Understanding signed on 16 th May, 2007 at Tehran, Iran, both the organizations have agreed on the following:

To exchange scientific and technical capabilities in the field of Geochemistry,Mineral Exploration, Airborne Geophysics,Remote sensing, Geo Database, Geomatics,Marine Geology, stratigraphy, Boundry Geoogy, Regional Geology and MedicalGeology.

xii. MOU BETWEEN GSP AND PAKISTAN GEMS & JEWELRYDEVELOPMENT COMPANY (PGJDC)

A meeting was held between Governor Balochistan, Federal Minister forMOIP&SI, CEO SMEDA, Chairman PGJDC and D.G. GSP at Governor House on 31

st

October 2006. In the meeting it was decided that a reconnaissance survey will be carriedout for gemstone occurrences in potential areas of Balochistan jointly by GSP andPGJDC. In order to initiate the process and accomplish the task a MoU has been signed

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between both the organizations on 5th June, 2007 at Governor House, in the presence of the Honorable Governor Balochistan.

xiii. MOU BETWEEN GSP AND PAKISTAN STONE DEVELOPMENTCOMPANY (PASDEC)

As a consequence of the meeting held between Governor Balochistan, FederalMinister for MOIP&SI, CEO SMEDA, Chairman PGJDC and D.G. GSP at GovernorHouse on 31st October 2006, a MoU has also been signed between the GSP and PASDECfor accomplishing Up-gradation of 20 Marble & Granite (M&G) mines in the four majorclusters of the province including Chagai, Loralai, Khuzdar and Lasbela Districts forselection of the target areas and establishment of M&G model quarries and traininginstitutes at selected mines. Under the MoU the GSP will undertake, mainly through its inhouse expertise available.

3.3 PROGRAMME OF ACTIVITES AND TARGETS 2007-2008

The GSP will undertake mapping of about 1,2160 sq. km. area in various partsof the country. In addition to the geological mapping an area of 1,000 sq. km. will becovered through geophysical surveys. Mineral exploration projects include investigationsfor copper-gold, iron & Lead-Zinc-Barite deposits in Balochistan and NWFP, studies forcelestite, limestone and other mineralization in Sindh. Land slide and other geo hazardstudies will be carried out in earth quake hit areas in Northern Areas and Azad Kashmir.Geochemical exploration will be carried out in various areas of Balochistan, Sindh,Punjab and NWFP. Urban and hydrogeological studies will be carried out in Islamabad,Mianwali, Khaniwal, Pattoki and Chakwal areas. Research projects will also beundertaken in collaboration with Harvard, Howard and Michigan universities of U.S.A.Five development projects (including 2 in energy sector and 3 in mineral sector) will beexecuted.

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Chapter - 4

AUTONOMOUS BODY

http://www.hdip.com.pk

HYDROCARBON DEVELOPMENTINSTITUTE OF PAKISTAN

(HDIP)

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4.1 INTRODUCTION

Hydrocarbon Development Institute of Pakistan (HDIP) is an autonomous bodyunder the control of Ministry of Petroleum & Natural Resources. It carries out appliedresearch and renders advice to the Government on scientific and technical matters in theoil, gas and energy sectors including energy-environment, energy-planning andenergy-policy issues. The HDIP also provides consultancy and laboratory services for theoil and gas industry in Pakistan in diverse fields of its expertise.

4.2 INSTITUTIONAL STRUCTURE

The HDIP was established in 1975 through a Resolution of the Government of Pakistan. HDIP has been re-established as an autonomous body through an Act of Parliament in January 2006. Its Board of Governors has been reconstituted by PrimeMinister which is chaired by the Minister for Petroleum & Natural Resources, while itsChief Executive is designated as Director General and Secretary of the Board.

Board of Governors1 Mr. Amanullah Khan Jadoon

ChairmanMinister for Petroleum & Natural Resources, Islamabad

2 Mr. Ahmad WaqarSecretary

Ministry of Petroleum & Natural Resources, Islamabad

3 Mr. Hilal A RazaDirector General/Chief Executive

Hydrocarbon Development Institute of Pakistan, Islamabad

4 Mr. Jalal-ud-Din QureshiFinancial Adviser

Ministry of Petroleum & Natural Resources, Islamabad 5 Mr. Arshad Maqsood Malik

Chief Fuels (Energy Wing)Planning & Development Division, Islamabad

6. Mr. M. Naeem Malik,Director General (PC)

Policy Wing, M/o Petroleum & Natural Resources, Islamabad

7 Dr. S. Mahmood RazaAdvisor (HRD)

Higher Education Commission, Islamabad

8 Dr. M. Qasim JanVice Chancellor

Quaid-e-Azam University, Islamabad

9 Prof. Muhammad Asif KhanDirector

National Center of Excellence in Geology University of Peshawar ,Peshawar

10 Prof. Ahmad Saeed KhanChairman

Department of Petroleum & Gas EngineeringUniversity of Engineering & Technology, Lahore

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4.3. OBJECTIVES AND FUNCTIONS OF THE INSTITUTE

As per HDIP’s Act 2006, the objectives and functions of the Institute are:

(a) to assist the Government in the formulation of national policies for thedevelopment of hydrocarbon industry according to the national needs;

(b) to undertake basin studies, research and development to facilitateexploration of hydrocarbons;

(c) to promote optimum exploitation and utilization of existinghydrocarbon resources;

(d) to investigate new energy methods and related technologies for oil andgas sector;

(e) to study and recommend measures for controlling environmentalpollution relating to hydrocarbon operations;

(f) to carry out quality control and standardization of hydrocarbon, as perPakistan Standards and to review the specifications of petroleumproduct and their blends;

(g) to establish and operate a comprehensive computer managed data baserelevant to its activities, linked to indigenous and foreign data-bases ;

(h) to develop and promote use of clean, economic and alternative fuels;

(i) to provide consultancy, advisory and laboratory services, expertise andfacilities to the public and private sector organization and companies;

(j) to assist educational establishments in the preparation and conduct of courses and training programmes in the field of hydrocarbons and toconduct such courses for national as well as international trainees;

(k) to coordinate research and development in the hydrocarbon sectornationally and with international organizations;

(l) to work as a forum of national or international professional bodies inrelated disciplines;

(m) to act as an organization for checking of quality, standards andspecifications of hydrocarbons including crude petroleum, petroleumproducts, liquefied petroleum gas and natural gas;

(n) to perform such functions for the Government and the regulators inhydrocarbon sector as the Government or the regulators may assign toit from time to time;

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(o) to conduct the functions of demonstration, training, testing, inspection,equipment approval, data processing, technical advice, transfer of technology, refueling and vehicle conversions for use of CNG inautomobiles;

(p) to establish laboratories, facilities and infrastructure anywhere inPakistan, and to take all steps and measures which are necessary topromote, implement and undertake assignments and tasks to fulfil itsobjectives and functions;

(q) to conduct research and development and to coordinate and promotethe development and commercial application of new energy resourcesand technologies for substitution of oil and gas;

(r) to establish bilateral and multilateral institutional arrangements withnational and international universities and other entities of interest;

(s) to carry out any other related activity, projects or functions entrusted tothe Institute by the Federal Government , any Provincial Governmentor local authority on appropriate terms and conditions includingremuneration for services, etc.; and

(t) to carry out any other activity in relation to the above objectives andfunctions.

4.4 ESTABLISHMENT

The Head Office of the Institute is at Islamabad while its main laboratories arelocated at Islamabad and Karachi. In addition, it maintains four Petroleum TestingCentres at Lahore, Peshawar, Quetta, Multan, five CNG Stations are at Islamabad,Karachi, Lahore, Peshawar and Quetta and four Cylinder Testing Labs at Islamabad,Karachi, Lahore and Peshawar. CNG Station located at Karachi has been temporarilysuspended due to cancellation of lease agreement. The HDIP has 240 employees. It’sannual budget for 2006-07 was Rs. 89.6 million which included Rs 46.7 million as grantby the Government and Rs 42.9 million generated from HDIP's own resources thatincluded CNG activities, analytical services and consultancy studies.

4.5 UPSTREAM “OIL & GAS EXPLORATION”

4.5.1 Project Completed

The Work Carried out is Summarized as under:

Petroleum prospects of the Punjab platform, Pakistan with special reference toadjoining Bikaner-Nagaur basin of Rajasthan, India. The project has been finalized

during the 4th Quarter of fiscal year 2006-2007.

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4.5.2 Projects in hand

1. Petroleum potential of Mangla-Jhelum sub-basin, Pakistan. The study isunderway. Data collection, compilation, draft diagrams and report have beencompleted. The project will be finalized in the 2nd Quarter of the fiscal year2007-2008.

2. Evaluation of Chichali formation as potential source rock in western Potwar andKohat regions, upper Indus basin, Pakistan. The project would be finalized bythe month of February 2008

3. Source Rock Characterization and their correlation with Crude Oil of UpperIndus Basin. Following activities have been performed for the Upper IndusBasin study:

(i) Geological analysis of 156 well cutting samples from Datta & Dandot

Formations has been completed and interim report has been prepared.

(ii) Geochemical analysis of 185 samples from Patala Formation is inprogress.

4.5.3 Consultancy Works

In Addition to R&D activities, the Institute also offers consultancy services indifferent geo-scientific disciplines to oil & gas exploration companies. Some 300samples were analyzed for different companies and institutions. Besides, environmentalconsultancy services were also provided to several major companies.

4.5.4 Participation in Proficiency Testing Program organized by PNAC

HDIP Geochemistry Labs participated in Proficiency Testing Programconducted by Pakistan National Accreditation Council. In this connection six sampleswere analyzed for pH Conductivity, Nitrate, Pb, Cr, Cu, Fe, Mn, Ni and Zn. The HDIPlabs qualified the proficiency testing programme with “good” rating.

4.5.5 Future Research Projects

1. Role of geology in Reservoir Characterization of Datta Sands in Kohat-PotwarPlateau, Pakistan. The Project is likely to commence from September 2007onwards.

2. A PC-1 titled “Monitoring of Underground Fuel Storage Tanks” has beenprepared for joint cooperation with Pak-EPA for monitoring of the leakage of fuel from underground fuel storage tanks.

4.5.6 Petroleum Core House Consultancy Work/ Progress

During the reported year the Pakistan Petroleum Core House has received coresamples from 302 wells (approx. 11,000 meters) and drill cuttings samples from 923

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wells (approx. 420,000 samples). The core samples from 290 wells have been reboxedand drill cuttings samples from 653 wells have been sorted. The drill cutting samplesfrom 233 wells have been processed and sorted.

Core House provided vital services to a number of national and internalcompanies for their oil and gas exploration and development programmes in Pakistan.

4.5.7 Training

A Pakistani expatriate from USA having vast experience in the field of oil & gasexploration and production, visited HDIP under TOKTEN programme of the Ministry of Manpower, Government of Pakistan for a period of eight weeks. He shared his nationaland international experiences related to exploration and production of oil and gas with hiscounterparts at HDIP.

4.6 DOWNSTREAM ACTIVITIES: “PETROLEUM TESTING ANDQUALITY CONTROL”

During the financial year 2006-2007, 5745 samples of POL products wereanalyzed for different parameters/tests.

4.6.1 Inspections of Lube oil Blending and Reclamation Plants

During 2006-2007, on the directive of OGRA, HDIP conducted more than 70inspections of Lubricating Oil Blending and Reclamation Plants to ensure that plantshave all the required facilities to produce quality products.

4.6.2 Ethanol Pilot Project

As per directive of Prime Minister, HDIP provided technical guidance andassistance to Pakistan State Oil Company Limited (PSO) for the establishment and

implementation of ethanol blend fuel pilot projects. Three pilot projects were establishedby PSO. HDIP provided necessary technical input to design these projects and to selectnecessary technical parameters for monitoring the performance of blended fuel. Theparameters included drivability, fuel economy, exhaust emission and combustionefficiency. The data generated by PSO was analysed and evaluated for determining theefficiency of blended fuel. HDIP labs facilities were also utilized on regular basis forchecking the quality of blended fuel. The samples were analysed as per laid downspecifications.

4.7. REPLACEMENT AND ENHANCEMENT OF HDIP’S ANALYTICALFACILITIES

The Project titled “Replacement & Enhancement of HDIP’s POL AnalyticalFacilities” was approved by the DDWP at the cost of Rs. 35 million. The project is being

successfully implemented and will be completed in June, 2008.

The basic objective of the project was to augment the existing lab. facilities.These labs are responsible for quality control of POL products and provide technicalsupport to the down stream petroleum sector. The main thrust of these labs is to ensure

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that the quality of POL products (local as well as imported) is as per specificationsprescribed by the Government and the Regulator. The main components of the projectare:

• Expansion and modification of existing major lab facilities located atKarachi, Islamabad, Lahore, Peshawar, Multan and Quetta throughreplacement of outdated equipment and induction of new equipment.

• Renovation and repair of existing laboratories buildings infrastructure.

• Enhancing the capabilities of laboratories to provide technical support tothe industry.

• Recruitment and training of the scientists.

4.8. CAPACITY BUILDING FOR HYDROCARBONRESEARCH & DEVELOPMENT

The project was approved at a cost of Rs. 140 million and it envisages(i) establishment of geological research database system and (ii) strengthening of

research & development facilities to carryout geological and geochemical studies in un-explored and under-explored areas. The project has following main components:-

• Establishment of centralized database system based on GeographicInformationSystem (GIS) and Laboratory Information Management System(LIMS).

• Establishment of local area network and linkages.

• Establishment of data processing facilities for acquiring data from varioussources.

• Development of infrastructural facilities to provide technical backupsupport to the petroleum industry and the government.

• Strengthening of existing geological/geochemical laboratories of HDIP.

4.9 CNG DEVELOPMENT

A research Project of HDIP on using Compressed Natural Gas (CNG) to replacegasoline has grown into a country-wide industry. As a result, 1549 CNG refuelingstations were operational as on 30.6.2007 (including 4 by HDIP, Operation of KarachiCNG Station temporarily suspended) catering to the needs of about 1.5 million CNGvehicles.

4.9.1 Regulatory Inspections

The HDIP acts as the, “Third Party inspector”, on behalf of the Oil & GasRegulatory Authority (OGRA), to ensure safety aspects of CNG Stations as per CNGrules (Product & Marketing) 1992. Some 2400 inspections of CNG stations were carriedout during the fiscal year 2006-07.

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4.9.2. Equipment Evaluation

As per directives of Oil & Gas Regulatory Authority, HDIP carries outevaluation of CNG equipment such as CNG Compressors, CNG Dispensers, CNGconversion Kit and CNG vehicle Cylinders in the light of Pakistan CNG (Production &Marketing ) Rules, 1992. During the fiscal year 2006-07, HDIP has evaluated 23 cases of CNG equipment, which included 22 CNG Compressors and one CNG Conversion Kitessentially.

4.9.3 Training

HDIP is imparting training in various professional categories i.e . training of theCNG Compressor Operators, CNG Kit Installers and Refueling Attendants. During thefiscal year, 2006-07, HDIP has trained 94 personnel of different institutions includingprivate Sector.

4.10 INFORMATION DISSEMINATION

The Institute played an important role in the development of domestic energysector by maintaining a national energy database and publishing the official nationalenergy statistics, viz, "Pakistan Energy Yearbook", which is the most sought afterPakistani publication among national and international energy professionals, investorsand financers. The HDIP also publishes a standard research journal “Pakistan Journal of Hydrocarbon Research” carrying articles relating to Pakistan in the fields of oil and gasexploration, production, processing, utilization, economics, policy and planning.

Thirty five (35) technical presentations were made by Director General andscientists of HDIP at various conferences & seminars. HDIP also assisted MP&NR in itstechnical presentations and new initiatives

4.11 INTERNATIONAL COOPERATION

HDIP is hosting the SAARC Energy Centre (SEC) as approved by the 13 th SAARC Summit in Dhaka in November 2005. On recommendation of the Governmentof Pakistan, the DG HDIP has been appointed as the Director of the Centre by theSAARC Secretary General w.e.f. 1st March 2006. The primary objective for theestablishment of SEC is to have a regional institution for the initiation, coordination, andfacilitation of SAARC programme in energy. The SEC is envisioned to be a catalyst forthe economic growth and development of the South Asia region. The Centre would alsohelp in the integration of regional energy strategies by providing relevant information,state of the art technology and expertise.

The Centre developed Strategic and Operational Plan for the next five yearswhich was considered by the 1st meeting of its Governing Board held in November 2006.The Board also approved the programme activities and the staff strength for the year2007. The Centre has started the publication of a quarterly SAARC Energy Newsletter.The first issue of the Newsletter was released at the 2 nd meeting of SAARC EnergyMinisters in New Delhi on 6-7 March 2007 which was also attended by the FederalMinister for Petroleum & Natural Resources. The SAARC Energy Centre has started theprocess of recruitment of its professional as well as general services staff. On completion

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of recruitment process the Centre will start functioning on its approved programme of activities.

HDIP held the Central Secretariat of an international forum "South AsiaGeological Congress (GEOSAS)", that provided a platform for promoting cooperation inresearch and development in the geological sciences in the South Asia region covering10 countries, viz Bangladesh, Bhutan, India, Iran, Maldives, Myanmar, Nepal, Pakistan,Sri Lanka and Turkey. HDIP is also working as the Secretariat of Pakistan NationalCommittee of the World Energy Council (WEC). Director General HDIP was electedChairman World Energy Council South Asia Region for the years 2004-07. Secretary,Ministry of Petroleum & Natural Resources and the Director General HDIP, attended theWEC Executive Assembly 2006 held from 3-7 September 2006 in Tallin, Estonia.

4.1.12 TECHNICAL ASSISTANCE TO THE UNIVERSITIES

Technical assistance in the form of analytical services, supervision of M.Sc. andM.Phil thesis, training and teaching in various scientific disciplines has been extended to

the Universities of Karachi, Balochistan, Punjab, AJK, Peshawar and Bahria University,Islamabad.

4.13 CONCLUSION

The HDIP thus worked as the scientific and technical arm of the Ministry of Petroleum & Natural Resources in the oil, gas and energy sectors while at the same timefacilitating private sector investment by providing professional guidance and advice.Although a public sector outfit, it earned 48% of its budget from its own servicesperformed to high professional standards. HDIP has achieved the Goals and Targetsassigned to it for expansion of CNG industry in Pakistan.

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Chapter - 5

COMPANIES

http://www.ogdcl.com

5.1 OIL AND GAS DEVELOPMENTCOMPANY LIMITED

(OGDCL)

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5.1 INTRODUCTION:

OGDCL, the local market leader in terms of reserves, production and acreage,became the first Pakistani E & P Company to list its shares on the London Stock Exchange. Equipped with its first ever professionally developed Business and StrategicPlan, a debt-free and robust balance sheet, and healthy cash reserves, OGDCL is ready totake on the challenges of an internationally listed company.

The FY 2006-07, was the year of milestone achievements for the Company. Itfulfilled its Business Plan target of drilling 30 wells in 2005-2006 and exceeded thisnumber when it achieved its targets of 41 wells in 2006-07.The company also exceededits 2-D Business Plan seismic target by 13% from 2,870 L.kms in FY 2005-06 to 3,250L.kms in FY 2006-07 and registered a 64% increase in its 3-D seismic achievement from395 Sq.kms in FY 2005-06 to 642 Sq.kms in FY 2006-07.

OGDCL made 10 oil and gas discoveries out of which 8 were in Sindh, and one

each in Punjab and NWFP provinces. Never before has the company made this number of discoveries in any single Financial Year. Through these new discoveries OGDCL hasadded 28 MMbbls of oil / condensate and 965 bcf of gas to its existing reserves base.

OGDCL achieved 81% of its production target for oil and 78% of its productiontarget for gas in the FY 2006-07. However, if compared with last year’s performance itregistered 15% increase in oil production from 31,521 bopd in 2005-06 to 36,329 bopd in2006-07.

Another achievement was the recent completion of Mela project. The projectwas completed in a record time of 19 weeks. The infrastructure laid for this project iscapable of handling 10,000 barrels of oil per day and 20 MMcfd of gas.

5.1.2 NEW FINDS:

Following oil and gas discoveries have been made during the Financial Year2006-07

Mela

Mela was discovered on 26th September, 2006. The well is located in DistrictKohat, NWFP and was spudded on 11 th April, 2005. The well produced 4,100BPD of oil and 12 MMcfd of gas at well head flowing pressure of 5,000 Psi at32/64” choke size.

Pasakhi NE

Pasakhi NE was discovered on 6th October, 2006. The well is located in DistrictHyaderabad, Sindh and was spudded on 5th March, 2006. The well produced1,800 BPD of oil through jet pump.

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Unar-1

Unar-1 was discovered on 15th November, 2006.The well is located in DistrictHyderabad, Sindh and was spudded on 21st June, 2006. The well produced 150BPD of oil and 13.7 MMcfd of gas at well head flowing pressure of 2,765 Psi at32/64” choke size.

Nim West-1

Nim West-1 was discovered on 21st December, 2006. The well is located inDistrict Hyderabad, Sindh and was spudded on 28th June, 2006. The wellproduced 6.26 MMcfd of gas at well head flowing pressure of 2,700 Psi at32/64”choke size.

Chak 66 NE-1

Chak 66 NE-1 was discovered on 16th

April 2007, and is located in District

Sanghar, Sindh. The well produced 4.1 MMcfd of gas and 1,600 BPD of condensate at well head flowing pressure of 1,400 psi at 32/64” choke size.

Dhachrapur well-1

Dhachrapur well-1 was discovered on 18th April 2007, and is located in TandoAlam (M.L), in Sindh. The well produced 9.25 MMcfd of gas at well headflowing pressure of 2,400 psi at 28/64” choke size.

Dakhni Deep well-1

Dakhni Deep well -1 was discovered on 23 rd April, 2007 and is located inDakhni (M.L), District Attock, Punjab. The well produced 10.8 MMcfd of gasand 260 BPD of condensate at well head flowing pressure of 2,100 psi at 32/64”

choke size.

Kunnar west-1 A

Kunnar West -1 A was discovered on 23rd April, 2007 and is located in DistrictHyderabad, Sindh. The well produced 11.02 MMcfd of gas and 170 BPD of condensate at well head flowing pressure of 2,480 psi at 32/64” choke size.

Thora Deep Well-1

Thora Deep Well -1 was discovered on 22nd

May 2007, and is located in DistrictHyderabad, Sindh. The well produced 9.90 MMcfd of gas and 100 BPD of condensate at well head flowing pressure of 1,880 psi at 32/64” choke size.

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Chandio Well-1

Chandio Well -1 was discovered in June, 2007 and is located in DistrictHyderabad, Sindh. The well produced 2.45 MMcfd of gas and 70 BPD of condensate at well head flowing pressure of 540 Psi at 32/64” choke size.

5.1.3 FUTURE OUTLOOK

Initiatives have been taken to enhance OGDCL’s business canvas. OGDCL willavail opportunities, to acquire overseas acreage by buying stakes in existingviable producing fields. OGDCL is also looking into the possibility of E&Popportunities and joint venture collaborations outside Pakistan.

OGDCL will follow an aggressive business development strategy to provide anenabling environment for foreign participation (either as a JV partner or on astand-alone basis). The Company is also aiming at fast-track development of it’scurrent and future projects at an aggressive pace without compromising quality

and transparency.

OGDCL BUSINESS PLAN TARGETS (2007-08):

Following targets have been set by the company for the year 2007-08:

• To drill 50 (41 firm + 9 contingent) wells in the year 2007-08.

• To carry out 6,625 L.kms of 2-D and 1,975 Sq.kms of 3-D seismicsurvey in the year 2007-08.

• To produce 42,000 BOPD of oil and 1,002 MMscfd of gas fromOGDCL’s own & operated Jvs in the year 2007-08.

5.1.4 OFFSHORE ACTIVITIES:

Block-wise activities in the Indus offshore blocks w.e.f 1st

July 2006 to 30th

June, 2007 are given as per following details:

Indus Delta-A (BLOCK # 2367-4):

a. The Production Sharing Agreement (PSA) was signed on 23rd October2004. The area of the block is 2,499.01 sq. kms with grid area 31.72and minimum work commitment in Phase-I is 215.32 work units. Withfinancial commitment of US $ 2.153 million.

b. During July-September 2006, tendering / process for acquisition of 580Sq.Kms (405 firm and 175 contigent ) has been completed.

c. Award of contract for acquisition of 580 Sq.Kms of 3D Seismic surveywas finalized in October 2006, with M/s Seabird Company of Norway.M/s Seabird started Seismic data acquisition work on 16 November

2006.d. After acquisition of 392 Sq.Kms of 3D data, the project has beencompleted on 27th January, 2007.

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Off Shore Block -R (BLOCK # 2267-1):

a. The block was granted on 19th April 2007. The area of the block is1,492.23 sq. kms and grid area is18.92 with minimum work commitment in Phase-I is 113.52 work units.

b. Purchased 858 linear kilometers seismic data from LMKR and beingstudied / interpreted.

c. Acquisition of 1600 linear kilometers 2D seismic data has beenplanned.

Off Shore Block-S (BLOCK # 2266-8):

a. The block was granted on 22nd March 2007. The area of the block is2,129.91 sq. kms and grid area is 26.06 with minimum work commitment in Phase-I is 156.36 work units.

b. Purchase of 695 linear kilometer seismic data from LMKR is inprogress.

c. Acquisition of 1,663 linear kilometer 2D Seismic data has beenplanned.

Eastern Off Shore Indus-A (BLOCK # 2366-6):

a. The block was provisionally granted on 10th September 2005. The areaof the block is 2500.00 sq. kms and grid area is 31.92 with minimumwork commitment in Phase-I of 271.52 work units.

b. The available data is under study to design seismic survey.

Off Shore Indus-G (BLOCK # 2265-1):

Offshore Indus–G was granted to Government Holding Public Limited(GHPL) wherein the following Contracting Companies with

Participating interest indicated hereunder entered into ProductionSharing Agreement on 3

rdJuly, 2003 as follows:-

- Petronas Carigali (Pakistan) Limited 40%- OMV (Pakistan) Exploration 15%- OGDCL 10%- Mari Gas Company Ltd 05%

All the partners decided to surrender their participating interest in theblock. However OGDCL through an Assignment agreement acquiredthe share of other contracting Companies till the expiry of the 5

th

Contract year. One year extension from the date of execution of theassignment agreement with petrobras.

An agreement has been signed with Petrobras on 8th February, 2007 fora period of one year, according to which Petrobras will study the dataand then will present 3D Petroleum system modeling. DGPC hasgranted one year extension w.e.f 8

thFebruary, 2007 in Phase III (5

th

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year) of the licence based on work programme provided by Petrobrasand during the extension period OGDCL will remain the operator of theblock. After the extension period Petrobras will have the option tobecome the operator or to withdraw from the area.Processed seismic data has been sent to Petrobras. Sending raw seismicand well data is in progress.

Indus Off Shore-E: (BLOCK # 2365-1)

Indus offshore Block E is operated by M/s Shell. OGDCL is JointVenture partner with an equity interest of 30 %. An OperatingCommittee Meeting (OCM) was held in July, 2006 in which it wasdecided to hold next Management Committee Meeting (MCM) inFebruary, 2007 in Singapore on drilling.

OCM / TCM was held in Singapore from 19-22 February, 2007. Theoperator informed that the rig to drill Indus Block-E in April 2007, as

previously decided in the OCM / TCM held on 8th November, 2006 inIslamabad, will be available in August, 2007 since the rig neededmassive repairs and refurbishment.

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http://www.sngpl.com.pk

5.2 SUI NORTHERN GAS PIPELINES

LIMITED (SNGPL)

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5.2.1 INTRODUCTION

Sui Northern Gas Pipelines Limited (SNGPL) is the largest integrated gascompany in the country, engaged in the business of transmission and distribution of natural gas beside construction of high pressure transmission and low pressuredistribution systems.

Transmission network in Punjab and Frontier Province (NWFP) comprising over 6,625Km of high-pressure pipeline ranging form 6” to 36” in diameter. The distributionactivities covering 977 towns and villages in the Punjab and NWFP are managed throughits eight Regional offices. An average of about 1583 Million Cubic Feet per day(MMCFD) gas was sold in 2006-07 to over 2.9 Million industrial, commercial anddomestic consumers in the Regions through distribution network of over 51,911 km.

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BOARD OF DIRECTORS

1Mr. Altaf M. SaleemChairman,Lahore

2

Mr. A Rashid LoneManaging Director,Sui Northern Gas Pipelines Limited,Lahore

3

Mr. Tariq Iabal Khan,Managing Director/Chairman,National Investment Trust (NIT) Ltd.,Karachi.

4

Mr. Hussain Dawood

Chairman,The Dawood Group,Karachi.

5Mr. Saeed Ullah Shah,Director General (Gas),Islamabad

6Mian Raza Mansha,Nishat Group of Companies,Lahore

7

Mr. Jalaluddin QureshiFinancial AdvisorMinistry of Petroleum & Natual Resources,Islamabad

8

Mr. Shahzada DawoodChief Executive,Dawood Hercules Chemical Limited,Lahore

9Mr. Arif SaeedLahore

10Syed Mohammad AsgharDawood Hercules Chemical Limited,Lahore

11Mr. Amanullah ShaikhKarachi

12

Mr. Qasim Rabbani,Executive Director,Invest Capital & Securities (Pvt) Ltd.,Karachi.

13Mr. Abdul Bari Khan ,Chief ExecutiveKarachi

14Mr. Munawar B. Ahmad, Managing Director,

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Sui Southern Gas Company Limited,Karachi

5.2.2 DETAILD INFORMATION ON DIFFERENT ACTIVITIES OF SNGPLDURING 2006-2007

i. Province/Sector-wise gas sales analysis for 2006-2007Figures in MMCF

SECTOR PUNJAB NWFP TOTAL

Power 144,924 0 144,924

Fertilizer 43,465 64 43,529

Cement 8,545 2,885 11,430

CNG/Transport 35,725 7,559 43,284

General Industry 173,518 13,511 187,029

Commercial 20,125 2,209 22,334Domestic 108,725 16,525 125,250

TOTAL 535,027 42,753 577,780

ii. New Connections provided During 2006-07Figures in Nos.

Sector NewConnections

provided

Targets Achievement VsTargets (%)

Domestic 227,710 213,000 107%

Commercial 3,656 4,320 85%

Industrial 676 495 137%

Total 232,042 217,815 107%

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iii. No. of Customers as on 30.6.2007

Figures in Nos.Sector PUNJAB NWFP TOTAL

Domestic 2,495,632 373,509 2,869,141

Commercial 37,994 7,693 45,687

Industrial 4,762 425 5,187

Total 2,538,388 381,627 2,920,015

iv. Distribution Lines laid During 2006-07Figures in KM’s

Description PUNJAB NWFP TOTALMains 3,823 597 4,420

Services 800 128 928

Total 4,623 7225 5,348

v. Distribution Net Work as on 30.6.2007Figures in KM’s

Description PUNJAB NWFP TOTAL

Mains 34,082 5,558 39,640

Services 10,463 1,808 12,271

Total 44,545 7,366 51,911

vi. Transmission Net Work Laid during 2006-07Figures in KM’s

Punjab 215.05

NWFP 266.72

Sindh 2.87

Balochistan 0

Total: 484.64

vii. Transmission Net Work As on 30.06.2007Figures in KM’s

Punjab 5311.76

NWFP 829.87

Sindh 362.72

Balochistan 120.37

Total: 6624.72

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viii. Province-wise Towns and Villages As on 30.06.2007

Figures in Nos.Province Cities/Towns Villages TOTALPunjab 177 611 788

AJK/Federal Capital 2 3 5

NWFP 43 141 184

Total 222 755 977

ix. Summary Showing Province-Wise Break-Up of Executives andSubordinates Working in the Company as on 30.09.2006

Province Executives Subordinates Total

AJ KASHMIR 5 58 63

BALUCHISTAN 9 54 63

FANA 0 3 3

FATA 3 97 100

NWFP 108 1238 1346

PUNJAB 618 4672 5290

SINDH ( R ) 7 8 15

SINDH ( U ) 11 32 43

Total 761 6162 6923

The following information can only be provided after the finalization of SNGPLaccounts by the external auditors, which are expected by 15TH August, 2007. The soonest

SNGPL accounts are finalized we would endeavour to submit the same.

x. Tax Paid During 2006-2007Rs. In mIllion

INCOME TAX

G.S.T.

TOTAL

xi. Financial Highlights

2007 2006 2004 2003 2002SALES-GROSS VALUE(Million rupees) 107,879 84,710 64,276 45,649

PROFIT BEFORE TAX(Million rupees) 5,119 4,261 3,664 3,207

PROFIT AFTER TAX(Million rupees) 3,722 2,734 2,297 2,014EARNING PER SHARE(rupees) 7.46 5.48 4.60 4.03

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SSGCLhttp://www.ssgcl.com.pk

5.3 SUI SOUTHERN GAS COMPANY LIMITED(SSGCL)

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5.3.1 INTRODUCTION

Sui Southern Gas Company (SSGC) is Pakistan’s model gas utility and a bluechip company with a sound financial base, an annual turnover of Rs 76.3 billion, a 3,290km high-pressure transmission network and a 29,832km distribution network, extendingacross the two southern provinces of Sindh and Balochistan. SSGC is a public limitedcompany incorporated under Companies Ordinance 1984 and is listed on all three stock exchanges. The present corporate status of the company emerged by merger of threecompanies viz. Karachi Gas, Indus Gas and Sui Gas Transmission Company, of whichthe oldest was formed in 1954. It is the first utility Company in Pakistan to receive ISO-14001 and OHSAS-18001 certification.

i. Company Vision

To be a model utility, providing quality service by maintaining a high level

of ethical and professional standards and through the optimum use of resources.

ii. Mission Statement

To meet the energy requirements of customers through reliable,environment-friendly and sustainable supply of natural gas, whileconducting company business professionally, efficiently, ethically and withresponsibility to all our stakeholders, community and the nation.

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BOARD OF DIRECTORS

1Mr. Aitzaz Shahbaz Chairman, Board of Directors

2Mr. Munawar Baseer Ahmed Managing DirectorSui Southern Gas Company Limited

3Mr. Saeedullah Shah Director General (Gas)M/o Petroleum & NR.

4Mr. Jalal-ud-din Qureshi

Financial Advisor, PN&R

5Mr. Abdul Rashid LoneManaging Director, SNGPL

6Mr. Tariq Iqbal Khan Managing DirectorNational Investment Trust

7Mr. Muhammad Javed Khan Executive Direct,State Life Insurance Corporation of Pakistan

8Mr. Khurshid K. MarkerKarachi

9Mr. Qasim RabaniOfficial Executive Director,Investment Capital & Securities, Karachi

10Mr. Sajid ZahidJoint Senior Partner, Ordignam & Co. Karachi

11

Mr, Saquib H. Shirazi

Chief Executive Officer,Atlas Group of Companies, Karachi

12Mr. Zahid Majid,Lahore

13Mr. Asif Saeed63/1, Phase-V DHA, Karachi

14Mr. Samiullah BalochManaging Director, Balochistan Construction, Quetta

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SUI SOUTHERN GAS COMPANY LIMITED

PERFORMA FOR YEAR BOOK 2006-07 ANNEX -3

1. SECTOR – WISE/PROVINCE – WISE CONSUMPTION OF GAS

Actual MMBTUJuly 2006 – June 2007 2006-2007

• POWER 123,040

• FERTILIZER 21,497

• CEMENT 3,206

• CNG / TRANSPORT 12,426

• GENERAL INSUSTRIES* 112,546

• COMMERCIAL 8,401

• DOMESTIC 59,284

TOTAL __________________________340,399

__________________________

JJVL SALE INCLUSIVE

2. NEW CONNECTIONPROVIDED:

TARGET FY2006-2007

PROVIDED/ ACHIVEMENT

ACTUAL 2006-2007

TOTALNETWORKS

AS ON MONTHEND

TARGETFOR

2007-2008

• DOMESTIC

• COMMERCIAL

• INSUSTRIAL

• TOTAL

3. TRANSMISSION NETWORKPROVINCE – WISE KM

SINDHBALOCHISTANTOTAL

4. DISTRIBUTION NET –WORK KM

MAINSSERVICESTOTAL

*Inclusive of Rehabilitation

5. PROVINCE-WISE CITIES,TOWINS & VILLAGES ONGAS

CITIES/TOWNSINDHBALOCHISTANTOTAL

VILLAGESSINDHBALOCHISTANTOTAL

CITIES/TOWN/VILLEGESSINDHBALOCHISTAN

GRAND TOTAL

79,4751,615

26581,355

231

2,230

136

19

11774

191

13080

210

84,6971,593

28686,576

12846

228

1,978312

2,290

131

14

107124231

120125

245

1,920,0981515

265 83,900

2,645645

3,290

23,4486,384

29,832

11324

137

960409

1,369

1,073433

1,506

821201515265

83,900

53

*2,122

75

12

166

96262

173101

274

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http://www.psocl.com

5.4 PAKISTAN STATE OIL COMPANY(PSOCL)

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5.4.1 INTRODUCTION

Pakistan State Oil (PSO), the nation’s largest oil marketing company having anaverage turnover of around US$ 5.5 billion, enjoys an overall market share of 68% with79% representation in Black Oils and 59% in White Oil. The company is involved instorage, distribution and marketing of POL products nation-wide, including Mogas, HSD,Fuel Oil, LDO, SKO, petro-chemicals, LPG and CNG. This blue chip company, thewinner of “Karachi Stock Exchange Top Companies Award” for a number of years and amember of ‘World Economic Forum’, has been a popular topic of case studies byBusiness Schools in Pakistan and abroad based on its radical corporate transformationover the last few years. It is among the corporate entities with highest earnings andcapitalization. Incidentally, PSO is the only public sector organization in Pakistancompeting with many multinational and private owned oil-marketing companies such asShell, Caltex and Total-PARCO, APL, Admore, Bosicor, etc.

5.4.2 VISION

To excel in delivering value to customers as an innovative and dynamic energycompany that gets to the future first.

5.4.3 MISSION STATEMENT

We are committed to leadership in energy market through competitiveadvantage in providing the highest quality petroleum products and services to ourcustomers, based on:

a) Professionally trained, high quality, motivated workforce, working as ateam in an environment which recognizes and rewards performance,

innovation and creativity, and provides for personal growth anddevelopment.b) Lowest-cost operations and assured access to long-term and cost-

effective supply sources.c) Sustained growth in earnings in real terms.d) Highly ethical, safe, environment friendly and socially responsible

business practices.

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BOARD OF MANAGEMENT

1. Mr. Pervaiz KausarChairman, Board of Management, PSOCL

2. Mr. Jalees Ahmed SiddiqiManaging Director & CEO, PSOCL

3. Mr. Mahmood AkhterJoint Secretary (Budget), Ministry of Finance

4. Mr. Shaukat Hayat DurraniAdditional Secretary, Ministry of Petroleum & NaturalResources

5. Mr. Tariq KirmaniEx-Chairman & CEO, Pakistan International AirlinesCorporation (PIAC)

6. Mr. Tariq Iqbal KhanChariman & Managing Director, National InvestmentTrust (NIT)

7. Mr. Istaqbal MehdiManaging Director, Pak Kuwait Investment Company

8. Mr. Muhammad Yasin MalikChairman, Hilton Pharma (Pvt) Ltd.

9. Mr. Kamran MirzaManaging Director, Abbott Laboratories Pakistan Ltd.

10. Mr. Arshad SaidFormer Senior Executive, Shell Pakistan

5.4.4 EXCELLENCE IN CUSTOMER SERVICES

PSO serves a wide range of customers throughout Pakistan, including retail,industrial, aviation, marine and government/defense sectors. Professionals at PSO strivefor providing unmatched and diverse services to the customers in line with bestinternational practices. PSO’s state-of-the-art New Vision retail outlets are equipped withthe most modern facilities including auto car wash, electronic dispensing units,convenience stores, business centers, internet facilities, electronic SSGC bill acceptanceand mobile charge top-up through POS terminals.PSO has a network of over 170convenience stores branded as ‘ShopStop’ throughout the country. Also as part of itsRetail Automation Programme, PSO installed Pump Controllers at the New Vision RetailOutlets to automate flow of transaction data from fuel-dispensing unit to the POSterminals for processing of fuel cards transactions. PSO being the first Oil Company tointroduce additized fuel at no extra cost such as GreenXL Plus diesel and PremierXLGasoline, to deliver high value to customers at no additional cost in terms of improved

engine performance, fuel economy and reduced noise and air pollution. The Quick OilLube Vans introduced by PSO, provide the lube change facilities at customers’ doorsteps.Twenty-one ISO9000 certified Mobile Quality Testing Units ensure top of the linequality of products and services.

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PSO being a visionary and customer oriented organization; rigorously eyes onsolution providing improved checks on fuel expenditures for customers’ convenience.

Catering to the core objective, PSO would be introducing yet another technologicallyadvanced product to our Fleet Card clients - Vehicle Identification System (VIS). Thissolution would provide an added security feature, satisfying the customers and the stationowners as the system not only identifies the type of fuel to be filled but also restricts thedelivery to unauthorized vehicle.

Earlier PSO provided a value-added service by launching ‘Fleet ManagementSolution’ (FMS) for Fleet & Corporate Card customers. Pertaining to changing customerrequirements, FMS was re-launched with enhanced functionalities. FMS is arevolutionary value added service that integrates state-of-the-art technology with totalcustomer convenience that allows to control and monitor fuel consumption on real timebasis.

Being a believer of catering to changing market needs, the company introduced

new denominations of Rs 1,000 and Rs 10, 000 for a different niche of customers. The‘Look and Feel’ attribute of Prepaid Cards was improved with bright colors at its base,giving its brand personality an energetic and dynamic character.

Owing to its strong brand image, PSO became the first non-banking entity tolaunch a marketing campaign with VISA international and Disneyland. The allianceplaced PSO in the league of few Pakistani brands to have worked with brands of a statureand magnitude of mammoth proportions. Work on other such initiatives is underway,which would further elevate PSO’s brand image and customers’ loyalty.

PSO geared towards its vision of getting to future first had introduced yetanother convenience for its customers in collaboration with SSGC: “Easy Pay of GasBills at PSO Stations”. The e-bill payment system allows all the SSGC subscribers to

settle their gas bills through PSOs’ Point Of Sale Terminal Network. With billsacceptance round-the-clock at over 250 PSO retail outlets of Sindh and Baluchistan,SSGC subscribers are now relieved from the hassle of standing in long queues outsidebanks and compliance of stringent bank timings for acceptance of bills. This facility isbeing extended for payment of other utility bills in due course.

5.4.5 TOTAL QUALITY MANAGEMENT

In its relentless pursuit to continually improve its systems so as to bring furtheroperating efficiencies and achieve the highest level of customer satisfaction, the companyhas already implemented ISO Certification at all major departments and facilities.

During FY07, PSO Cards Division earned the distinction of ISO 9001-2000certification. Similarly, the Logistics function of PSO has also been awarded the ISO

9001:2000 certification. It is expected that within a year, all offices and locations of Logistics and Cards Division would also achieve the ISO 9001-2000 certification.

In FY07, the company introduced Kerosene Detection Test for quality testing of motor gasoline and HSD at retail outlets. This test helps monitor adulteration of dyedKerosene and has improved the company’s image among its customers with on-spotchecking of fuel at retail outlets, industrial consumer sites, and other PSO facilities.

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Consistent conformance to prescribed standards and specifications across the whole rangeof activities from receipt, storage, transportation and delivery of products is the

cornerstone of PSO’s quality management system.

5.4.6 HEALTH, SAFETY AND ENVIRONMENT

Ensuring the health and safety of PSO employees, contractors, customers andmembers of public likely to be affected by the Company’s operations is one of the basiccorporate objectives, and as a priority it ranks equally with market share and profit.Accordingly, it is the Company’s policy to perform work in the safest practicablemanner, consistent with best industrial practices while adhering completely to therequirements of health and safety codes and practices. The Company’s Health, Safety &Environment (HSE) Steering Committee monitors HSE compliance on regular basiswhile HSE Site Committees ensure that HSE requirements are met at all operatinglocations, including Depots, Terminals, Plants, Retail Outlets and Airports. PSO is the

first OMC to install gas leak detectors at CNG Stations.

5.4.7 REFORM OF CORPORATE GOVERNANCE

This programme covers the revamping of the organizational architecture,rationalization of staff, employee empowerment and development and efficiency andtransparency in decision-making through Cross-Functional Teams. PSO’s corporatestructure has evolved into a matrix, which has divided the Company’s major operationsinto independent activities supported by the financial, legal, information and otherservices. These activities operate in an autonomous and collegial manner in the form of Strategic Business Units based on the clear and transparent allocation of responsibilityand accountability. This structural change has been reinforced and related checks andbalances have established by putting in place several corporate monitoring and control

systems. One of the top priority areas of PSO’s corporate reform is Human ResourceDevelopment. The company has undertaken several initiatives to ensure induction andtraining of professionals with the objective of ensuring high level of professionalism andproductivity at all levels of its employees.

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5.4.8 PROGRESS OF ANNUAL GOALS FOR FINANCIAL YEAR 2006-2007

PRODUCT TARGET 2006-2007Market Share (%)

ACTUALS 2006-2007Market Share (%)

White Oil

MOGAS 45.5 46.0

HSD 60.0 60.0

SKO 65.0 70.5

JP-1 Local 63.0 64.2

JP-1 Export 32.4.0 24.1

Sub-Total 58.8 58.8

Black Oil

LDO 57.0 44.7

FO 79.0 80.0Sub-Total 78.5 79.3

Lubes 36.5 31.0

LPG 5.3 3.6

CNG 19.6 19.6

Chemicals 45.0 38.5

5.4.9 SALES PERFORMANCE

PSO has ended FY07 as a market leader in all major POL products; PSO sold

approximately 11.3 million tons of POL products. Despite the increasingly stiff competitive market situation, PSO again emerged as leader with 68 percent share onoverall basis.

The growth in industry consumption of FO was 2.4 millions tons i.e., 47%. PSOretained its market leadership and captured 80% participation in this segment – therebyincreasing its market share 1.5 percentage points over last year. This translated into anextraordinary growth in PSO’s sales of FO by 49.5%.

In White Oil (Mogas, Diesel, Kerosene and Jet A-1), PSO increased its marketshare to 59%, while in Black Oil, PSO’s share increased to 79%. As far as total POLconsumption is concerned, PSO’s total POL sales grew by 21% - thus outperforming theIndustry – whose total POL sales grew by 15% only.

During FY07, PSO gained 0.7% share in Mogas, bringing its market share toclose at 46% - the highest in ten years. As this product segment is undergoing shrinkagein terms of industry consumption, PSO’s total Mogas volume is only 2.3% compared tothe industry decline of 3.7%. Hence PSO once again outperformed the industry playersowing to continued aggressive marketing and further penetration of its plastic cards.

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PSO HSD sales also witnessed a further growth of around 1.4%, outperformingthe industry that declined by 0.5% over prior year. As a result, the company’s market

participation increased to around 60% compared to 59% recorded in the preceding year.

Despite the ever-declining kerosene demand, PSO managed to increase itsmarket share by 7% over last year.

In FY07, PSO captured market share in JP-1 (excluding exports) to 64% from63% in FY06. PSO maintained its leadership in that against the industry volume declineof 7.5% over prior year, PSO’s JP-1 sales volume declined by just 2.2%. January 2007became a landmark in the Aviation fuel segment with PSO surpassing all previousrecords of sales by delivering 63,262 MT of JP-1 at different airports.

In Black Oil, PSO sales grew by 49% in FO whereas they declined by 2.2% inLDO. PSO used to have a monopoly in this product segment before the entrance of new

players having refinery backup – which is the main reason for decline in volume of LDOsold by PSO.

5.4.10 NEW VISION PROGRAMME

In FY07, PSO continued to offer additional value to its customers; another 150New Vision stations were developed during FY07, bringing the total number of theseoutlets to a four digit number of 1,609. In order to maximize the return on investment forshareholders, the company closed down 200 more outlets under the ‘RetailRationalization Program’. PSO also commissioned 25 new CNG stations, the highest forany OMC in the country – bringing the countrywide number of such stations to 210.PSO’s CNG earnings during FY07 climbed to Rs. 345 million, up 72% over previousyear.

5.4.11 INFORMATION TECHNOLOGY

In its pursuit to achieve par excellence performance, PSO implemented SAP inFY2005 to operate at higher operating efficiencies thru real-time and online system.

Improvements are being continuously made in SAP application by IT in order toattain business efficiency. These improvements are following international standards, of segregating system development quality assurance, volume test before beingimplemented in the production environment.

The implementation of SAP module COPA offering capability for profitabilityanalysis is also being implemented. This functionality offers the opportunity for multi-dimensional analysis of costs and revenues such as by products, by customer, by region

and so on and leads to informed and timely decision making.

Being a firm believer of continual improvement in all spheres of operations,specifically after the implementation of SAP, the internal processes of IT were realignedto provide improved internal customer services. SAP functional teams were furtherstrengthened with experienced functional consultants to provide in house support to SAP

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business users. Business processes were improved and aligned with SAP process flows.An awareness program was initiated about the additional or new functionality / features

offered SAP.

In communications, IT is continuing to explore and implement new technologiesthat are more economical and offer higher levels of reliability. GPRS technology is beingused to connect retail stations with PSO Head office. The company also embarked uponthe use of V-sat technology at its retail outlets so as to utilize modern connectivity modefor its financial transactions at retail outlets as well as to maintain its technological edgeover its competitors.

A network topology transition has been initiated, i.e. from star topology to mash.Local area network security has been upgraded; it has a security framework thatcombines multiple layers of products and services to provide comprehensive, continuousvirus, spam and spy ware protection at every network entry point. Likewisecommunication facilities were improved by installing video-conferencing facilitybetween five remote locations and PSO Head office. All these strategic thrusts raisedPSO to higher standards of performance.

5.4.12 FINANCIAL RESULTS

During FY07, PSO sales revenue touched an all time high and reached at Rs 411billion, up by 16.7% over preceding year. The company sold around 11.3 million tons of POL products, an increase of 15.3% over prior year mainly owing to the surge in fuel oildemand on account of increased reliance on thermal power generation.

For the year ended 30 June 2007, the company recorded profit before tax of Rs7.1 bn, while profit after tax stood at Rs 4.7 bn. Owing to sharp decline in internationalprices especially in the 1HFY07, OMCs suffered significant inventory losses, which werefurther aggravated by increased financing cost borne by OMCs due to delayed

reimbursement of Price Differential Claims (PDCs) by Government of Pakistan.Based on this remarkable financial performance the company announced a final

cash dividend of Rs 11 per share (110%) to its shareholders, resulting in total dividend of 210% for the whole year, as against 340% cash dividend declared during the precedingyear.

5.4.13 CORPORATE SOCIAL RESPONSIBILITY

PSO contributes in improving the quality of life and is embodied for socialresponsibility, a corporate commitment that is put into practice through our culture, theethical handling of our business, the development of our associates, support for ourcommunities and environment friendly operations. Our Corporate culture starts withintegrity and is practiced through our three basic beliefs; Respect for individuals,Customer service and Strive for Excellence. We promote health, safety, education,women empowerment, citizen issues and heritage preservation both internally andexternally. Our support is not only in financial terms, we believe in lining ourselves forcauses where we can make a difference and add values to lives.

We have also provided recently financial assistance to Institute of SpecialChildren, Quetta for a modern FM system for the deaf to ensure their better

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communication so that they can get education effectively and learn different skills tobecome contributory members in society in due course of time.

PSO partnered with the Citizens Foundation in building a school in VinderBalochistan, which became operational in August 2006. We are building schools inEarthquake affected areas, two of which will be completed by Sept-Oct 2007.

Dowities Operation Theater Society built an OT complex there. PSO funded acomplete operation theater in that complex, which will help in achieving the goal of leaving no surgical patient untreated. Our support is in the line of our endeavors to assistvarious hospitals in the city of Karachi to cater for the needy in the health sector. We didprovide appropriate financial assistance to the National Institute of Cardio VascularDiseases, so that we could play a role in alleviating the health and medical facilities inthe country. PSO is also assisting institutions like Marie Adelaide Leprosy Center,which is fighting the battle against leprosy.

In the field of heritage preservation, Company has also supported to overhauland maintain the NED dispensary, Karachi.

Today PSO directly impact the lives of over 2.5 million people who visit itsoutlets and other facilities daily as well as the community in general because of itsunstinted commitment to keep the wheels of the economy moving, through procurement,storage and supply of its life blood—the petroleum products. All business is conductedon high ethical standards and to ensure compliance of all health, safety and environmentrequirements.

5.4.14 PAYMENT TO NATIONAL EXCHEQUER

FY 2006-2007 (Rs in Million)

Sales Tax 52,418

Levies 11,054

Income Tax 4,051

Workers’ Profit Participation Fund 573

Total 68,096

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5.4.15 FINANCIAL HIGHLIGHTS FOR LAST FIVE YEARS

Year ended 30th JuneRs Million (unless noted)

2007 2006 2005 2004 2003

Sales Revenue 411,058 352,515 253,777 195,130 206,376

Marketing &Administration Expenses 3,748 3,428 3,219 2,634 2,465

Profit before tax 7,122 11,654 9,191 6,263 6,209

Profit after tax 4,690 7,525 5,656 4,212 4,030

Capital Expenditure 1,609 717 1,506 2,096 1,643

Shareholders’ Equity 20,939 20,813 17,545 15,446 14,264

No. of shares Outstanding (inmillion)

172 172 172 172 172

PROFITABILITYGross Profit Ratio % 3.0 4.9 5.4 4.7 4.3

Net Profit Ratio % 1.1 2.1 2.2 2.2 2.0

Return on Shareholders’Equity

% 22.4 36.2 32.2 27.3 28.3

Return on CapitalEmployed

% 35.4 12.3 12.0 10.8 13.8

Return on Total Assets % 6.3 10.7 10.9 9.9 12.5

ASSET UTILIZATION

Inventory turnover ratio X 11.7 11.5 11.2 13.1 19.7

Debtor turnover ratio X 32.5 37.8 39.9 40.1 35.4

Total asset turnover ratio X 5.7 5.8 5.4 5.2 6.3

Fixed asset turnover ratio X 52.0 44.4 31.7 27.5 34.8INVESTMENTEarning per share Rs. 27.34 43.9 33.0 24.6 23.5

Market Value per share Rs. 391.45 309.0 386.0 256. 228.4

Price Earning per share X 14.3 7.0 11.6 10.4 9.7

Dividend per share Rs. 21 34.0 26.0 17.5 16.0

Bonus shares % - - - - -

LEVERAGE

Interest Cover ratio X 6.9 13.0 25.9 34.1 23.6

Current Ratio 1.22:1 1.24:1 1.24:1 1.25:1 1.25:1

VALUE ADDITIONEmployees asremuneration

2,006 1,857 1,870 1,474 1,403

Government as taxes 68,096 58,822 38,823 50,942 53,699

Shareholders as dividends 3,602 5,831 4,459 3,002 2,744Retained within thebusiness

1,100 1,900 1,230 1,210 1,290

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http://www.ppl.com.pk

5.5 PAKISTAN PETROLEUM LIMITED (PPL)

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5.5.1 INTRODUCTION

Incorporated on June 5, 1950 as a Public Limited company, PPL inherited all theassets and liabilities of the Burmah Oil Company (Pakistan Concessions) Limited, andstarted business on 01 July, 1952.

Burmah Oil Company plc of UK (subsequently renamed as Burmah Castrol plc)was the parent company and majority shareholder of PPL. In 1997 Burmah made astrategic decision to disinvest from the exploration and production of oil and gasworldwide and sold its entire equity in PPL to the Government of Pakistan. In July 2004,the Government sold 15 percent of its holding in the Company through Initial PublicOffer to General Public as part of its Privatization Programme, reducing its shareholdingin PPL to 78.4%. International Finance Corporation (IFC) holds 4.3% of PPL's equityand the remaining 17.3% is held by private investors.

PPL is a leading oil and gas exploration and production company, and is theoperator of Pakistan's major gas fields. Gas production by PPL accounts for about 26% of the country's total gas production. It also produces Crude Oil/ Natural Gas Liquids (NGL)from Adhi field, Manzalai/ Makori discoveries in Tal Block and Mela discovery atNashpa Block. In addition Liquefied Petroleum Gas (LPG) is produced from its AdhiField. PPL is the owner and the operator of Sui and Kandhkot Gas Fields. PPL's portfolioof developed and producing assets consist of four operated fields (Sui, Kandhkot, Adhiand Mazarani). The Company has working interest in seven partner operated fields / discoveries namely Qadirpur gas field operated by OGDCL, Miano and Sawan gas fieldsoperated by OMV, Manzalai and Makori discoveries in Tal Block operated by MOL,Mela discovery in Nashpa Block operated by OGDCL and Block-22 in which PEL is theoperator.

PPL's present exploration portfolio consists of 24 exploration blocks out of which eight (8) areas are PPL operated and sixteen (16) areas including four (4) offshoreblocks are partner operated. PPL in joint venture with OMV (operator) has also beenawarded an area (Block-29) in Yemen after successful bidding. As of June 30, 2007, theremaining proven recoverable reserves of PPL consisted of 3.959 Tcf of gas (707 millionbarrels of oil equivalent) and around 21 million barrels of Oil/NGL. The Company'scurrent hydrocarbon production in terms of energy is equivalent to around 182,000barrels of crude oil per day.

The gas produced by the Company is sold to Sui Southern Gas CompanyLimited, Sui Northern Gas Pipelines Limited, and Water and Power DevelopmentAuthority.

A dedicated team of Pakistani professionals manage PPL operations. The

Company continues to operate as an independent entity carrying on its business on acommercial basis. The Board consists of nine directors, eight of whom are Governmentnominated, and one is the nominee of IFC.

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Exploration & Development Prospects

The main objective of the Company is to maintain its position as one of Pakistan's leading hydrocarbon producer. In order to achieve this objective, PPLhas devised a dynamic exploration and development strategy with a close focuson enhancing its reserve replenishment ratio, improving drilling to discoveryratio and introducing production efficiencies through the use of modernproduction techniques. The Company's reserve replenishment plan includesreview of attractive investment opportunities for acquisition of producing oil andgas assets in order to boost its hydrocarbon reserve profile and at the same timeparticipate in securing the country's overall energy plan.

Major capital projects planned for the next five years include additionof high pressure casings for SUL compressor at SFGCS, Performance/ RevampStudy of existing SML compressors; addition of well head compression facilities

at Kandhkot for maintaining delivery pressure, Enhancement of Gas processingfacilities and installation of compression facility at Qadirpur field; CompressionFacility at Block-22, Central Processing Facilities at Tal and fast track development of recent discoveries.

Operational Performance

PPL's exploration activities increased significantly after the initiation of first licensing round by the Government in 1989 which led to the discovery of Qadirpur in 1990 and Miano in 1993. Since 1998 Company’s explorationactivities accelerated and gathered unprecedented momentum. From the year1998 to date, the Company acquired licences and working interest in 33exploration blocks, acquired a cumulative 7,834 line km 2D seismic data and

7,304 sq. km. of 3D seismic data. The 29 exploratory wells drilled in both PPLoperated and partner operated blocks, resulted in thirteen discoveries i.e. Sawan,Hamza, Hassan, Sadiq, Khanpur, Pab formation of Sui field, Manzalai andMakori discoveries in Tal Block, and recent discoveries in Nashpa, Latif,Gambat, Hala and Mamikhel discovery atTal Block.

PPL undertook appraisal/development of new fields on a fast-track basis to bring them on stream. This led to commencement of production fromMiano, Sawan, Mazarani, Block-22 gas fields, Pab formation of Sui field andSakesar formation of Adhi field including EWT (Extended Well Test)production from the Manzalai, Makori and Nashpa discoveries. Reservoir/ geological studies have confirmed potential for production enhancement at AdhiField. Installation of LPG/NGL plant -Phase II at Adhi completed during theyear which has now more than doubled the field production capacity. Activities

on SUL Compression Project Phase-II at Sui Gas Field has been completedduring the year. The Company has also started major capital projects i.e.Kandhkot Well head Gas Compression Project, installation of Gas CompressionFacilities at Qadirpur gas field and Block-22, to enhance production andimprove efficiencies.

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Present Organizational & Corporate Structure

PPL's organizational structure comprises of six functional areas -Exploration, Production, Corporate Services, Projects and Technical Services,Finance and Human Resources. Managing Director/Chief Executive heads theoperational activities of the Company. Deputy Managing Director (F&A) oversees Finance, Administration and Human Resource functions and DeputyManaging Director (T) looks after Production, Drilling, InformationTechnology, Projects and Technical Services functions. Exploration function isheaded by General Manager Exploration. The Company’s Internal AuditDepartment is headed by Senior Manager Internal Audit.

5.5.2 VISION

Our vision is to maintain PPL’s position as the premier producer of

hydrocarbons in the country and at the same time make a strategic transition to becomean international company, exploiting oil and gas resources beyond the borders of Pakistan, resulting in value addition to shareholders’ investment and to the nation as awhole.


Our mission is to optimize hydrocarbon production and pursue an aggressiveexploration programme in the most efficient manner on the local as well as internationalhorizons through a team of professionals utilizing the latest developments in theexploration and production technology and maintaining the highest standards of health,safety and environment protection.

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BOARD OF DIRECTORS

1 Mr. M.A.K.AlizaiChairman, Board of Directors

2 Mr. S. Munsif Raza Chief Executive / Managing Director , PPL

3 Mr. S.R. Poonegar Former Chief Secretary, Balochistan

4 Mr. Sajid Zahid Barrister-at-law

5 Mr. Shaukat Hayat Durrani Additional Secretary, MP&NR

6 Mrs Roshan Khursheed Bharucha

Ex Senator and Social Worker 7

Mr. Jalaluddin Qureshi *Financial Advisor (P&NR)

8 Mr. Pervaiz Kausar Chairman, PSO

9Mr. Rashad R. Kaldany, IFC

Alternate Director, Mr. Nadeem Siddiqui

* expired on 23 August, 2007

5.5.4 COMPARISON OF THE PERFORMANCE DURING THE YEAR2005-06 & 2006-07

Following is a comparison of current year’s production with the previous yearfrom PPL’s 100% owned fields and its share from all operated and non-operated jointventures:

2006-07 2005-06

Natural gas (Million cubic feet) 365,525 371,714

Crude Oil / NGL (Thousand barrels) 956 574

Condensate (Thousand barrels) 75 79

LPG (Tonnes) 14,220 9,478

The production during the period under review including share from joint venturesaveraged at 1,001 MMscfd of gas, 2,825 bpd of Oil / NGL / Condensate and 39 tonnesper day of LPG.

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5.5.5 OWN PRODUCING FIELDS SUI GAS FIELD (100% PPL)

The Sui Gas Field has served the country for over half a century and stillremains an important source of gas supply for a substantial part of gas demand of ourcountry. At its discovery in 1952, it was ranked as one of the largest gas fields in theworld. From inception to date, the cumulative gas production from Sui Gas Field hasamounted to 9.1 Tcf (around 1.6 billion barrels in terms of oil equivalency), which hasresulted in substantial foreign exchange savings to the country and played a role in theindustrial development of the country.

The operations of the Sui Gas Field continued satisfactorily throughout the year.The volume of gas sales during the year was 207,746 million cubic feet as against215,972 million cubic feet in 2005-2006.

As an option for treatment of gaseous effluents from the Purification Plant, the

Company is studying Carbon Emission Reduction (CER) by way of injecting acid gasesinto Habib Rahi Reservior at Sui Gas Field. One of the wells to be abandoned has beenselected as the injection well where injectivity test into Habib Rahi Limestone is plannedto be carried out.

5.5.6 KANDHKOT GAS FIELD (100% PPL)

Gas from the Kandhkot Gas Field is supplied mainly to WAPDA's GudduThermal Power Station, and SNGPL and a nominal quantity to SSGCL for Kandhkottown.

The volume of gas sales from Kandhkot field during the year was 48,370 millioncubic feet as against 48,525 million cubic feet in 2005–2006.

To increase the reliability of the existing production facility a new 130 MMscfdStandby Dehydration Unit is planned to be installed for operations in parallel with theexisting Dehydration Units.

EPCC contract for installation of Kandhkot Gas Compressor Station wasawarded to China Petroleum Engineering and Construction Corporation (CPECC) inMarch, 2007. CPECC has commenced work on detailed engineering of the project. Thisincludes installation of wellhead gas compression facilities at the Field to maintain thecontractual delivery pressure maximizing reserves recovery.

5.5.7 OPERATED JOINT VENTURES PRODUCING FIELDS ADHI FIELD(PPL’S SHARE 39%) PPL / OGDCL / POL JOINT VENTURE(OPERATOR PPL)

Following is a comparison of current year’s sale with the previous year fromAdhi Field:

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2006-07 2005-06


NGL (Thousand barrels) 1,206 660Crude Oil (Thousand barrels) 547 607LPG (Tonnes) 36,358 24,360

The Adhi LPG / NGL Plant-II commissioned in September, 2006 whereafter theproduction from the field has doubled and current production rates are 40 MMscfd gas,4,500 bbls of oil and 130 Tonnes LPG.

As part of optimization of production capacity, hydraulic fracturing of the lastwell in Adhi 18(T/K) was successfully carried out which has enhanced the welldeliverability by about threefolds. It is planned to further extend the hydraulic fracturing

campaign to other wells at Adhi.

As part of long term strategy, the Company intends to explore the subthrust,prospect lying in the Mining Lease strata for which geological/ geo physical study hasbeen recently completed.

5.5.8 MAZARANI GAS FIELD (PPL'S SHARE 87.5%) PPL / GHPL JOINTVENTURE (OPERATOR PPL)

Mazarani Gas Field comprising of Gas Processing Plant and an 8” dia 75 kmlong gas transmission pipeline for injection of Mazarani gas into SSGCL’s Indus RightBank Pipeline network at Larkana was commissioned in June, 2003.

The total volume of gas sold from Mazarani to SSGCL during the financial yearwas 4,072 million cubic feet as compared to 4,344 million cubic feet during 2005-06.

Two wells provide the required feed for the plant. In order to maintain gas feedat optimum level, drilling of an additional well Mazarani-4(L) has been completed inOctober, 2007.

5.5.9 NON-OPERATED JOINT VENTURES PRODUCING FIELDS BLOCK-22 (PPL'S SHARE 35.5263%) PPL / GHPL / PYRAMID / PEL JOINTVENTURE (OPERATOR PEL)

The total volume of gas sold from Block-22 for the year was 5,399 million cubicfeet as compared to 7,181million cubic feet in 2005-06. Block-22 is currently producingaround 15 MMscfd from 4 wells namely Hasan X-1, Sadiq X-1, Khanpur X-1 andHasan-2.

In order to enhance the recovery from the reservoir, drilling of Hasan-3 has beencompleted in October, 2007. It is also planned to drill Khanpur-2, and Sadiq-2 wellsduring 2007-08 for meeting the gas sales targets and maximize recovery.

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As per field development plan, a Compression Facility is planned to becommissioned during 2008-09. The Front End Engineering Design (FEED) Study for

field compression has been completed.

5.5.10 SAWAN GAS FIELD (PPL'S SHARE 26.184%) PPL / ENI / MND / GHPL/ OMV JOINT VENTURE (OPERATOR OMV)

The total volume of gas sold from Sawan for the year was 129,761 million cubicfeet as compared to 124,613 million cubic feet in 2005-06. Sawan field is selling around370 MMscfd sales gas to northern and southern parts of the country with SNGPL takingaround 250 MMscfd and SSGCL 120 MMscfd.

In order to meet the gas sales demand, Sawan-10 has been tied-in and processingof the well stream commenced during first week of July, 2007. In order to optimize thereservoir recovery, Sawan-11 is planned to be drilled during 2007-08.

The Field Gas Compression Project initiated in 2006 is planned to be installedby 2009.

5.5.11 MIANO GAS FIELD (PPL'S SHARE 15.16%) PPL/ENI / OGDCL / OMV(OPERATOR OMV )

The Miano field gas is being jointly processed with Kadanwari field gas atKadanwari Plant. The field is currently supplying gas to SSGCL from five wells. Duringthe year the total volume of gas sales from Miano field was 44,041 million cubic feet ascompared to 52,744 million cubic feet in the previous year.

As per the Development Plan, M-10 was tied to the Processing Facility in 1st

quarter of 2006-07. Miano-11 was spud-in May, 2007. The drilling of the well andproduction testing has been completed.

5.5.12 QADIRPUR GAS FIELD (PPL'S SHARE 7%) PKP / KUFPEC / PPL / OGDCL JOINT VENTURE (OPERATOR OGDCL)

The total volume of gas sales during the financial year was 182,260 millioncubic feet (including 12,066 million cubic feet of dehydrated/ raw gas) as compared to180,886 million cubic feet (including 13,217 million cubic feet of dehydrated/ raw gas) in2005-06.

Qadirpur Gas Field is one of the major gas fields of Pakistan with originalrecoverable gas reserves of 4.2 Tcf. As part of field Development Program, additionalwells are being drilled to sustain /enhance production rates.

Based on 2D and 3D seismic data interpretation, an exploratory deep well,Qadirpur Deep X-1 was spud in May, 2006 and reached near target depth. Currently thedrilling is temporarily suspended to acquire high temperature pressure equipment tocontinue operations.

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Existing Membrane based Gas Processing Facilities at the field have installedcapacity of 500 MMscfd sales gas. Considering existing reservoir potential and demand

for additional gas production from the field, a capacity enhancement project is in progressto increase sales gas from 500 to 600 MMscfd by 2008.

In order to maintain long-term sales gas supplies at contractual deliverypressures, Gas Compression Facilities are planned to be installed by 2008-09. An EPCCcontract has been executed with M/s China Petroleum Engineering ConstructionCorporation (CPECC) in November, 2006 for the project.

5.5.13 BLOCK 3370-3 (TAL) (PPL SHARE 27.763%) PPL / OGDCL / GHPL / POL / MOL JOINT VENTURE (OPERATOR MOL)

Following is a comparison of current year’s sale with the previous year from TalField:

2006-07 2005-06


Condensate (Thousand barrels) 638 162

Crude Oil (Thousand barrels) 30 142

The sustained deliverability of the discovery well Manzalai-1 has beenestablished through Extended Well Testing (EWT). Following declaration of commerciality, the field is being developed for production. After successful completionof appraisal well Manzalai-2, two development wells have been drilled and the drilling of

third development well is in progress. The development plan includes a 300 MMscfdprocessing facility, with expected commissioning during 2009-10.

The EWT of Makori discovery is in progress. Remedial workover andstimulation job was carried out on Makori-1 which has improved the production to about27 MMscfd gas and 2,000 bpd condensate.

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5.5.14 BLOCK 3370-10 (NASHPA) (PPL SHARE 26.05%) PPL/ OGDCL /GHPL

JOINT VENTURE (OPERATOR OGDCL)The EWT of the exploratory well Mela-1 is currently in progress. To

further appraise the discovery drilling of appraisal wells Mela-2 and 3 are inprogress.

5.5.15 EXPLORATION ACTIVITIES

The demand for energy is on the rise with expansion in the economy andconcerted exploration efforts are required to find new discoveries to boost the energysupply. The Company’s exploration activities have gained unprecedented momentum tomeet the growing energy demand within the country with the acquisition of new areasand working interests.

The Company has employed modern technology including state of the artcomputer applications, remote sensing and communication techniques to further revampits exploration efforts. Summary of PPL's seismic and drilling activities is given inAnnexure – 1.

5.5.16 FOREIGN EXCHANGE SAVINGS AND GOVERNMENT REVENUES

PPL contributes significantly to the national economy. The Company’s share of production of natural gas from its operated and non-operated fields, and production of Oil, LPG and NGL from Adhi and Tal fields for the financial year 2006-07 in terms of energy, was equivalent to 182,000 barrels of crude oil per day, resulting in foreignexchange saving of around US$ 4.1 billion for the current year assuming an averagecrude oil price of US$ 62 per barrel.

In addition, payments to the Government Exchequer by the Company wasaround Rs 34.3 billion during the year (Rs 25.9 billion during 2005-06) on account of taxes, royalties, excise duty, dividend, sales tax and gas development surcharge(Annexure-2).

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ANNEXURE-1

PAKISTAN PETROLEUM LIMITED EXPLORATION ACTIVITIES DURING THE

YEAR 2006-07

For the Year 2006-07Seismic SurveyAcquried (A) / Purchased (P)

Process (P) / Reprocess (R)

Gravity&

Magneticsurveys

Activity

2D LineKm

3D Sq.Km.

2DLineKm

3D Sq.Km.

Stations

No. of Exploratory

/ Development

Wells

PPL Operated Exploration Blocks

Block 3372-12(Kot Sarang)

- - - - - 1 exp (d)

Block 2568-13(Hala)

- - - 128 (P) - 1 exp (s)

Block 2766-13(Khuzdar)

- - - - - -

Block 2568-15(Tajpur)

- 210 (A) 210 (P) - -

Block 2969-8(Barkhan)

- - 451 (R) - - -

Bhawalpur East 151 (P) - - - - -

Subtotal Acquire

/ Process- 210 (A) - 338 (P) - -

Subtotal

Purchase /

Reprocess

151 (P) - 451 (R) - - -

Partner Exploration Blocks

Block 3370-3(Tal)

168 (A) 168 (P)

1 exp (d),1 exp (sus),

1 exp.*

Block 2668-4(Gambat)

- 1 exp (s)

Block 2669-3(Latif)

- 1 exp (s)

Block 3370-10(Nashpa)

236(P)*

215 (P)*1 exp (s),2 dev *

Block 2668-5(SW Miano-II)

302 (P)317 (R)

1 exp. (d)

Block 2768-3(Ex Block-22)

134 (A)

Block 2667-7(Kirthar)

162 (A) 162 (P)*

Block EasternSindh

2,068(A) 2068(P)*

Block 2366-4(Offshore IndusM)

277 (A) 702 (A) 277 (P) * 702 (P) *

Block 2366-5 409 (A) 310 (A) 409 (P) * 310 (P) *

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(Offshore IndusN)

Subtotal Acquire / Process

3,218 (A) 1,012 (A)

470 (P),3,152(P)*,

1,227(P)* - -

SubtotalPurchase / Reprocess

317(R)

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ANNEXURE-1

PAKISTAN PETROLEUM LIMITED EXPLORATION ACTIVITIES DURING THEYEAR 2006-07

For the Year 2006-07Seismic SurveyAcquried (A) / Purchased (P)

Process (P) / Reprocess (R)

Gravity&

Magneticsurveys

Activity

2D LineKm

3D Sq.Km.

2DLineKm

3D Sq.Km.

Stations

No. of Exploratory / Development

Wells

Partner Producing Blocks

Qadirpur D&PL -1 exp (sus),

1 dev

Sawan D&PL - 1 dev

Miano D&PL 200 (A)*1 dev (sus), 1

dev

Hasan, Khanpur,Sadiq D&PL

62 (A)

Manzalai D&PL 2 dev, 1 dev*

Subtotal Acquire

/ Process

62(A),

200 (A)*-

Subtotal

Purchase /

Reprocess

-

Total Acquired / Processed

3,280(A)200(A)*

1,222 (A)470 (P),

3,152(P)*

338 (P)1,227(P)*

-

Total Purchase / Reprocessed

151 (P) - 768 (R) -

Total WellsDrilled- Expl / Dev.

10 exp9 dev

s = successful

d = dry hole

* In progress

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ANNEXURE-2

PAYMENTS TO NATIONAL EXCHEQUER

FOR THE YEAR ENDED ON JUNE 30, 2007

RS MILLION

Royalty 3,913

Gas Development Surcharge 5,490

Corporate Tax 10,176

Dividend 6,858

Excise Duty 1,339Sales tax 6,544

34,320

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http:/ /www.parco.com.pk

5.6 PAK ARAB REFINERY LIMITED(PARCO)

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5.6.1 INTRODUCTION

Incorporated in Pakistan in May 1974, Pak-Arab Refinery Limited (PARCO) is

a joint venture between the Government of Pakistan (GOP) and Emirates of Abu Dhabi.Established with seed money of Rs.540 million, by the two joint venture partners in theratio of 60% (GOP) and 40% Abu Dhabi, the paid-up capital of the company is Rs.11.6billion as at 30.6.2007. Since the commencement of commercial operations 27 years ago,the company’s equity base has expanded to Rs. 40 billion; a phenomenal 74 times fromits initial equity of Rs.540 million and an asset base approaching Rs. 101 billion or closeto US$ 1.7 billion in current dollar terms.

It was the first company in the country to be rated AAA by PACRA;maintaining the AAA credit rating for an unprecedented tenth year.

PARCO’s Board is made up of six Directors including the Chairman and theManaging Director nominated by GOP and four Directors including the Vice chairman

nominated by Abu Dhabi Petroleum Investment Company LLC (ADPI).

PARCO is truly an Energy Company

PARCO as an energy company is a key player in the country’s strategicoil supply and its logistics. With the synergy of a comprehensive and expandingoil pipeline network, integrated with a significant and modern refiningcapability, PARCO has emerged as the strategic fuel supplier to the country.PARCO’s competitive advantages through the integration of pipeline operation,strategic storage, leading edge refining and a significant role in marketing of petroleum products, have enabled it to achieve a unique position in the energysupply chain.

Strategic Pipeline Network

PARCO operates crude oil and product pipelines. It transports mainlycrude from Karachi to Mahmood Kot near Multan for its Mid Country Refinery,through its 864 – Km, 16” dia Karachi to Mahmood Kot pipeline. Having theinitial annual pumping capacity of 2.9 million tons, with technologicalupgradation of the system it is now capable of pumping up to 6.0 million tons.

In June 1997, PARCO completed MFM (Mahmood Kot-Faisalabad–Machhike) Pipeline Extension Project for transport of refined products, likediesel and kerosene, to Faisalabad and to Machhike, near Lahore through its 364- Km long 16" and 18" diameter pipeline. The Project design allows for futurespur lines from Faisalabad to Kharian and Sahiwal. PARCO’s Pipeline Systemincludes a network of highly sophisticated Telecommunication facilities and a

comprehensive Supervisory Control and Data Acquisition (SCADA) System.

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Mid-Country Refinery

PARCO’s 100,000 BPD, state-of-the-art Mid-Country Refinery atMahmood Kot completed at a cost of US$ 886 million, on self financing basiswithout calling additional equity from its shareholders, represents about 40% of the indigenous refining capacity of the country. It helps in substituting importsof refined value added petroleum products.

Marketing Initiatives

"TOTAL PARCO PAKISTAN LTD (TPPL), a company formed as a joint venture of PARCO and TOTAL of France is marketing consumerpetroleum products. Already 162 stations have been commissioned in the first 6years of its operations.

Under a Technical Services and Support Agreement, SHV of Holland is

marketing PARCO’s LPG production as ‘PEARL Gas’. PARCO is currentlymarketing OMV Austria’s lubricants under the brand name of ‘PEARL Lubes’.PARCO is also locally producing lubricants in various grades of engine oil PEARL energy for Gasoline engines, PEARL zabardast & PEARL zabardast Plus for Diesel engines and PEARL Speed for motorcycles, as well as PEARL

Gearup for gears and transmission systems and PEARL Hydraulic oil strictlyunder its own formulation and supervision to ensure the highest standards.

White Oil Pipeline (WOP)

PARCO has completed another cross-country pipeline at a cost of US$480 million. This pipeline is an infrastructural asset of major strategicsignificance for Pakistan. The 817-km, 26” diameter White Oil Pipeline,

commissioned in March, 2005 is designed to carry up to 12 million tons per yearof refined petroleum products from Karachi to Mahmood Kot, starting withinitial throughput of 5 million tons per year. Pak-Arab Pipeline CompanyLimited, a joint venture between PARCO (51%), SPL (26%), PSO (12%), andChevron (11%) owns this pipeline system. PARCO is the operator of thisPipeline.

Korangi-Port Qasim Link Pipeline (KPLP)

The 22 - Km long, 26” diameter pipeline linking PARCO’s Korangistation with PAPCO’s Port Qasim station has been commissioned in March2006. The strategic link has connected both the Karachi ports (Keamari and PortQasim) with PARCO and PAPCO pipeline systems, providing flexibility inpipeline operations to receive crude as well as product from either port.

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The Management of the company is vested in Board comprising of followingmembers:-

Board of Directors

5.6.2 VISION STATEMENT

For PARCO to remain among tomorrow’s corporate winners, it may not onlyneed to have a clear vision but also a passion for translating that vision into reality. Thebig challenge is therefore, not only trying to figure out what future will be the right one,but to choose a future that will give definite competitive advantage to the Company overthe long-term and to create a cause for action besides charting a course on how to getthere.

OFFICIAL1 Mr. S. Salim Abbas Jilani

Chairman

2 Mr. Khadem Al QubaisiVice Chairman & Managing Director ,IPIC

3 Mr. M. Rasheed JungManaging Director,

4 Mr. Mohamed H. Al MehairiIPIC, Abu Dhabi

5 Mr. Ahmed Ghaleb Al MuhairiIPIC, Abu Dhabi

6 Mr. Shafeeq A. K. HussainPrivate Sector

7 Mr. Aijaz Ahmed ChaudharyMember National Assembly

8 Dr. Hans-Heinz HorrakADPI’s/OMV Nominee IPIC

9 Mr. G.A. SabriDirector General (Oil)Ministry of Petroleum and Natural Resources

10Mr. Mahmood AkhtarJoint Secretary (Budget)Finance Division, (Ministry of Finance)

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To maintain PARCO’s flagship role in the country’s energy sector by making ita fully integrated oil conglomerate through broader vision, accentuated drive andprofessional excellence.

A continuous struggle is needed to make PARCO a symbol of success that can offerunmatched benefits to its owners, employees, business associates and the community itoperates in.

5.6.4 CORE VALUE

• Professional and Progressive Corporate Outlook

• Aggressive Technical Thinking and Advanced Planning

• Reliability of Service

• Consistency in Performance

• Organized and Systematic Development

Remaining within the fold of the above core values, following are the objectives:

• To enhance and establish a professionally sound corporate identity.

• To operate the existing Pipeline System in a manner that establishes it as acentre of excellence in Pipeline and Refining Activities in the Country.

• To embark upon Integrated Investment Programme which takes cognizanceof the existing bottlenecks and long-term petroleum needs of the Country.

• To provide a lead to the indigenous Petroleum Industry in finding of solution to Technical and Managerial problems.

• To develop appropriate Human Resources for undertaking of large EnergyProjects in the Country.

5.6.5 ACHEIVEMENT & PROGRESS FOR 2006-07

PARCO, like any professional organization, strives for self sufficiency,mitigation of risk and profitable operations. The salient features of the actualperformance for the year 2006-07 are as under:-

The company achieved the highest ever sales of Rs.125 billion, including US$41.2 million through export of Motor Gasoline and with close monitoring of operatingcost, repayment of loans of Rs.3 billion which resulted in reduction in financial charges,the company earned net profit of Rs. 8.5 billion.

PARCO has generated significant benefits for national economy against GOP’s

initial investment of Rs.324 million. During the year it has paid the following amounts toGovernment Exchequer:

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(Rs. In Million)

Income Tax 5840Dividend 3600

Customs Duties 90

Total Payments to GOP 9530

The statistics for production of the refinery and transportation of oil during the periodJuly 2006 to June 2007 were as under:-

(Figures in ‘000 Tons)Liquid Petroleum Gas 150HOBC 10JP-1 406LDO 39

MS (90 RON) 633Kerosene 102High Speed Diesel 1,256Furnace Oil 975Sulphur 18Total 3,586

The company has transported through its pipeline system 3.648 million tons of crude oilfrom Karachi to Mahmoodkot and 2.15 million tons of petroleum products fromMehmoodkot to Failsalabad and Machhike.

5.6.6 EMPLOYMENT OPPORTUNITIES AND MANPOWER STRENGTH

It has been the main objective of PARCO to generate direct and indirectemployment opportunities by launching new projects in the country so that countrydevelops a highly skilled human resource base to meet the future challenges. PARCOMid-country Refinery near Multan, oil pipelines and other facilities are playing a catalystrole in expanding country’s industrial base and have been instrumental in thedevelopment of down stream units located in underdeveloped areas along their respectiveroutes. A large number of retail outlets for distribution and marketing of LPG and oilproducts have been established.

The company has generated employment for around 2000 people of multi trade skills.

5.6.7 GOALS/TARGETS FOR FINANCIAL YEAR 2007-08

The Prime Goals set for the year 2007-08 are as under:-

1) Consolidation of the good results achieved in 2006-07 and minimizethe negative effects of the volatile prices of crude oil in internationalmarket.

2) Revamping and upgrading of the pipeline and telecom system toincrease the efficiency of the existing system.

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3) Eliminating the Shortfall in Guaranteed Return (SGR)

5.6.8 STATUS OF PROJECTS

Diesel Hydrodesulphurization Project (DHDS)

Scope of Project:

In Pakistan, the maximum allowable limit of sulphur in high speed diesel (HSD)as specified by Pakistan Standards and Quality Control Authority is 1.0%, whichis much higher than the International standards

PARCO is establishing Diesel-Hydrodesulphurization DHDS unit at its Mid-Country Refinery MCR, which will reduce sulphur content from Diesel andmeet the revised country specifications of 500 ppm or (0.05%) for sulphur.

Current Status of the Project:

Engineering Design Package (EDS) of the project has been prepared by a worldrenowned process designer and licensor company M/s UOP of USA. M/s ENARPetrotech, a leading Pakistani based company was involved in the review of EDS package. On the basis of EDS package, Invitation to Bid (ITB)/TenderDocument was issued to pre-qualified Engineering, Procurement andConstruction (EPC) contractors.Three leading EPC contractors responded were evaluated and M/s CNCEC of China – Hyundai Engineering HE of Korea Consortium is being recommendedfor the selection as EPC based on the proposal being technically acceptable andlower in cost.

Overall project schedule proposed by the bidder is based on 24 monthsexcluding the 180 days of operation.

Benefits of the Project

1. Environment friendly low sulphur fuel which will reduce sulphur andparticulate matter in the air.

2. Availability of high quality sulphur.

Completion:

The project is expected to be completed by the end of 2010.

Asphalt Air Blowing Unit

Scope of Project:

PARCO is implementing Asphalt Production Plant at its Mid-Country Refinery(MCR). The project aims at producing superior grade of Asphalt from furnaceoil produced at Refinery. Limited market for furnace oil at certain time of the

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year restricts the Refinery throughput. The project will improve the Refinery’scapacity utilisation and prove helpful in fulfilling an important need of HighGrade Asphalt which is mainly used for paving roads, roofing & waterproofingpurposes due to its excellent weather properties. In addition to this Asphalt isalso used for manufacturing of Lubricating Oils for Open Gears System mainlyused in Sugar Mills, Cement Industries and Railways.


M/s Adelo of Argentina (well known in Roads & Roofing process) conducted aPilot Plant Test at Mid-Country Refinery (MCR) for samples of differentcomposition of Arab Light, Murban, Upper Zakum & Local Crude of thevacuum bottom which have been found very promising and confirm that multi-grades Asphalts can be produced by air blowing of vacuum bottom.

M/s Porner of Austria are being contacted to submit their technical and

commercial proposals for the basic and detailed engineering design works forthe Asphalt Air Blowing unit.

Benefit of the Project

Availability of high quality Asphalt.

Completion:

Project is expected to be completed by 4th quarter of 2008.

5.6.9 UP-COMING PROJECT

Khalifa Coastal Refinery – Project (KCR-P)

International Petroleum Investment Company (IPIC) in association withPARCO is setting up an Oil Refinery near costal area of Baluchistan of whichIPIC & other UAE Government institutions will hold 74% stake and PARCO’sstake will be 26%.

Scope of Project:

Pakistan is desirous of expanding and improving the Petroleum Refining andPetrochemical base in the country to meet domestic demand as the totalprojected POL deficit estimated by the year 2011-12, to be around 11 milliontons per year while HSD deficit possibly will exceed well over 5 million tons

per year. Surplus petroleum products and petrochemicals will be exported forgenerating foreign exchange.

The target capacity of the Refinery is being considered between 200,000 to300,000 bpd. Product qualities shall be based on “Euro IV” specifications forimproving environmental standards besides ensuring the products be easilytraded in the international market.

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Latest technology will be selected for targeting 100% of the local market forHSD currently met by imports that are running at 4.5 million tons at present.


The Implementation Agreement (IA) between IPIC & GoP has been signed onNovember 13, 2007.

Site Survey and Geotechnical Investigation of the selected site have beencompleted by the local consultants.

For Detailed Feasibility Study (DFS) of the overall project, M/s JacobsConsultancy, a UK/USA based company, has been appointed for DFSconsultant. The study is expected to be completed by mid February 2008.

Benefits of the Project

1. Secure POL Products supply line to Pakistan2. Infrastructure development in the Country3. Macro economic activity development in the country4. Economic turnaround in less developed area of Balochistan

Completion:

It has been envisaged that the KCR-P will be commissioned by end 2012.

5.6.10 SOCIAL RESPONSIBILITY & COMMUNITY DEVELOPMENTPROGRAM UNDERTAKEN

Like any responsible corporate enterprise in a developing economy, PARCO isfully aware of its role of a public sector enterprise. The welfare of the society is on itsagenda. The Company strives for Zero impact on environment and contributesignificantly to reduce the threats to nature.

a) Protection of Environment

Towards keeping the environment free from pollution, PARCO adoptedfollowing measures.

i) Introduction of Unleaded Fuel

In Pakistan, PARCO pioneered the successful introduction of environment friendly 87 Octane unleaded motor gasoline in June 2001,whose quality has been enhanced to 90 Octane since March 2003.Modern estimates indicate that the worldwide lead contamination causelosses of billion of dollars annually on account of treatment of illnessand losses in working hours. In the case of Pakistan such losses are

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estimated to be Rs. 4 - 6 billion per year, which have been minimizedby the pioneering action of PARCO.

ii) Spent large amount on treatment of waste and to make sure that the airwater sources and subsoil strata of the Mid Country Refinery remainfree. PARCO introduced lead-free Motor Gasoline four years earlierthan the deadline announced by world agencies.

iii) Availability of LPG in northern areas to save Junipar trees inBalochistan and northern area is another contribution of PARCO tosave the environment.

b) Skilled Labor Force

Through continuous launching of new project PARCO has providedopportunities to local people to learn new technologies to take-up highly skilled

job which has saved substantial foreign exchange.

c) Corporate and Social Responsibility Program

PARCO has taken several steps to provide education and healthcare facilitiesparticularly in the remote and poor areas where these facilities are needed most.Some of these efforts are illustrated below:

• Built a school with TCF (The Citizens Foundation) for local community of Qasba Gujrat

• Constructed boundaries, provided fans and electrical equipment to schools inMoza Haji Shah & Patay Wala.

• Trained local school students on different matters e.g. Environmental issues,smoking etc.

• Established a community health centre near MCR.

• Mobile clinics for rural areas near MCR.

• The first ever free eye camp was organized by the Parco Community WelfareClinic for the surrounding community and domestic servants working at MCRHousing Complex through the voluntary donations from the employees and theirfamilies.

• Ground Water Sampling & Monitoring of suburbs to monitor the quality of Drinking Water being used by the local community near MCR.

• Water purification plant in Dadu district.

• Contributed generously in cash as well as in kind, towards relief efforts for October8, 2005 earthquake.

• PARCO has significantly supported culture and heritage by sponsoring a largenumber of books on diverse subjects such as poetry, music and other arts.

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• Tubewell and ponds for crocodiles (an endangered specie) in the Kirthar NationalPark.

• PARCO is a member of WWF.

5.6.11 ACHIEVEMENTS & MILESTONES

During the last twenty seven years, the company initiated, completed andsuccessfully commissioned the following projects for the development of the energyinfrastructure of the country.

Year of Completion

Commissioning of Karachi-Mahmood Kot first crude-cum-product 1981Pipeline system and a mid country Pumping Station at Shikarpur.

Additional 50,000 tons of Petroleum Storage at Korangi and direct 1990discharge of tankers in-land to ease pressure on Keamari torelease congestion in the Oil Installations area of Keamari Harbourand improving oil transportation logistics up-country.

Introduction of flow improving technology (CDR) to increase 1992pipeline installed capacity of 2.9 to 4.0 million tons/ annum.

Completion of Bubak (Sindh) and Fazilpur (Punjab) Pumping 1994Stations (BFP) to reach the design capacity of 4.5 million tonsto be further increased to 6 million tons per year with the help of CDR.

System Up-gradation /Modernization and Telecom,Scada System to 1995improve the existing system thru removing bottlenecks, increasingoverall operational efficiency,effectiveness and safety of the system.

Completed and Commissioned 360-Km MFM Pipeline Extension 1997Project (from Mahmood Kot to Machhike via Faisalabad) to providean all weather, reliable, sale and quick means of transportingPetroleum products to upcountry. The Pipeline Extension Projectis designed to pump upto 5.5 million tons / year of HSD and SKOfrom the present terminal (TS-2)at Mahmood Kot to Machhike. Tankageshaving a capacity of 36000 tons each at Mahmood Kot and Faisalabadand 60,000 tons at Machhike have also been constructed as part of this project to augment the much-needed Storage Capacity in the Country.

Completion and Commissioning of country’s largest Mid-Country 2000Refinery of 4.5 Million tons / year, to expand and enlarge country'sRefining capacity so that local and imported crude could beprocessed closer to the centers of consumption.

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Soft commissioning of 817- Km White Oil Pipeline (WOP) 2004in November 2004.

Commissioning of 22-Km long 26” diameter pipeline linking 2006PARCO’s Korangi station with PAPCO’s Port Qasim Station (KKLP)

Triple IMS Certification for Mid-Country Refinery, Pipeline Division andCorporate Headquarters

In 2006-07 PARCO’s Mid-Country Refinery (MCR), Pipeline Division and CorporateHeadquarters received Triple IMS Certification within a span of few months, validatingits quality systems, environment concerns and employees’ safety & security practices.

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5.7 SAINDAK METALS LIMITED

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5.7.1 INTRODUCTION

The Saindak Metals Limited (SML), formerly known as ResourcesDevelopment Corporation of Pakistan (RDC), is a national company, which deals inexploration, exploitation and development of non-ferrous minerals and extraction of basemetals like copper.

The Saindak Copper-Gold Project (SCGP) was completed by MetallurgicalConstruction Corporation (MCC) in 1995 and handed over to SML in January 1996 aftertrial production of 1,500 tones of blister copper. The project remained closed between1996-2003, in February 2000, it was decided to restart the project through leasing optionby inviting international bids. Accordingly, GoP awarded the lease to MCC ResourcesDevelopment Corporation of China for a period of 10 years to operate the project as jointventure. M/s MCC Resources Development Company (Private) Limited (MRDL)arranged finances including working capital for maintenance, preparation, and arehabilitation and production activities amounting to US $ 25.915 million as per terms of contract. The project was handed over to MCC China and commercial production startedin August, 2003.

5.7.2 ACHIEVEMENTS FOR THE PERIOD JULY 2006 TO JUNE 2007:

PRODUCTION

The SCGP remained in production during the period July 2006 to June 2007 andfollowing quantities were produced:

i. Copper Ore 5,269,840.00 MTii. Copper Concentrate 81,889.57 MTiii. Blister Copper 17,924.29 MT

SALES STATUSMCC / MRDL exported following quantities of blister copper during the periodfrom July 2006 to June 2007.

Blister Copper 15,925.14 TonsValue US $ 138,897,044 (Rs. 8,333.823 Million)

5.7.3 ESTIMATED PROFIT AFTER TAX FOR THE PERIOD JULY 2006–JUNE 2007:

US $ 27 Million (50% share)

5.7.4 GOVERNMENT TAXES:

The Lessee paid Rs. 166.676 million as royalty @ 2% on sale value toGovernment of Balochistan. Similarly, 1.25% presumptive tax amounting to Rs.104.173million and EPZ service charges @ 0.5% amounting to Rs.41.669 million were paid toEPZ authorities.

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5.7.5 COMPANY’S PROFILE:

a) Name and Address of the company with telephone and fax number:

Saindak Metals Limited,73-A, 2nd Street, Jinnah Town Quetta Cantt. (PAKISTAN)Tel: 081-9201690, 081-9201475,Fax : 081-2828336e-Mail: [email protected]

b) Name of Chief Executive:

Mr. Irshad Ali Khokhar

c) Type of Company:

Limited Liability Company, 100% owned by the Government of Pakistan.

d) Annual Turnover:

US $ 138,897,044/- (Equivalent Pak Rs. 8,333.823 million)

e) Estimated Profit after Tax – 2006-07 (50% SML share):

US $ 27,000,000/- (Equivalent Pak Rs. 1,620.000 million)

f) Type of Business / Manufacturing:

Metal Mining

g) Auditors:

M/s Anjum, Asim, Shahid, Rahman, Chartered Accountants

h) Legal Advisor:

Mr. Mohammad Riaz Ahmed

i) Bankers:

i) National Bank of Pakistan

City Branch, Jinnah Road, Quetta

ii) Habib Bank Limited

Complex Branch, Quetta.

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iii) Bank Alfalah Limited

Siddique Plaza, I-10, Markaz, Islamabad.

iv) Muslim Commercial Bank Limited M.A. Jinnah Road, Quetta.

v) Union Bank Limited6-A, Union Arcade, F-7 Markaz, Islamabad

vi) Faysal Bank Limited,Shahrah-e-Adalat, Quetta.

vii) The Bank of Punjab,Jinnah Road, Quetta, & Rajan Plaza F-10, Islamabad

viii) United Bank LimitedM.A.Jinnah Road, Quetta

5.7.6 Vision:

To make the country economically and financially sound through leasing outSaindak Copper Gold Project to a Chinese company, M/s MCC Resources DevelopmentCompany (Pvt.) Limited.

5.7.7 Mission:

To make Saindak Metals Limited, a vibrant organization, capable of bringingthe mineable resources to a stage where investors (local and foreign) are attracted.

5.7.8 TOTAL STRENGTH OF THE MANAGEMENT:

EXECUTIVE / NON-EXECUTIVE STAFF:

Executives 8

Regular / Non-Executive Staff (BPS 1-16) 8

Contractual / Non-Executive (BPS 1-16) -

Sub-Total: 16Piecework basis workers/miners 5

Grand Total: 21

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a. Province / Region-wise Breakup:

Province/Region Punjab Sindh NWFP Balochistan AJK FATATOTAL

Officers 1 1 1 1 1 - 5Officers oncontract

1 - - 2 - - 3

Regular / Non-Executive Staff (BPS 1-16 Staff)

- - 2 5 1 - 8

Sub Total: 2 1 3 8 2 - 16Piecework basisworkers/miners

- - - 3 2 - 5

Grand Total: 2 1 3 11 4 - 21

b. Category and post-wise breakup of officer’s strength:

Category/Post

MD

CompanySecretary/ G.M (F)

SeniorEngineer(Mining)

Sr.AccountsOfficer

AssistantManager

Coord.Officer

Sr. Steno-grapher

Total

Head Office,Quetta

1 1 1 1 1 - 1 6

Branch Office,Islamabad

- - - - - 1 1 2

Grand Total: - 1 1 1 1 1 2 8

c. Breakup of regular / contractual / piecework basis workers etc. etc.

Head Office, Quetta 13

Branch Office, Islamabad 08

Total: 21

Social Responsibilities and community development programme undertaken:

Established Saindak Model School at Project site. SML also established 50-Bed hospital and dispensary at Saindak Copper-Gold

Project to provide health services. Lessee is providing potable water to the locals, which is scarce in area.

5.7.9 PAYMENTS TO NATIONAL EXCHEQUER.

Particulars Rs. In MillionRoyalty 166.676

Development Surcharges 41.669

Presumptive Tax 104.173Total 312.518

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5.7.10 FINANCIAL HIGHLIGHTS FOR LAST FIVE YEARS:(Rs. In Million)

Year Ended 31st December

2003 2004 2005 2006 2007

Sales Revenue 550.365 3,620.554 5,785.066 8,839.565 8,333.823

Profit Before Tax 118.374 133.810 297.218 1,959.625 1,620.000

GovernmentInvestment.

2,569.005 1,925.814 3,904.334 3,143.833 2,987.405

Note:Government has made capital investment of Rs. 14 million and all assets have beenhanded over to Lease Operator on a annual rent of US $ 0.5 million plus 50% shareof surplus.

BOARD OF DIRECTORS

1 Mr. Ahmad WaqarSecretary, P&NR & Chairman, Saindak Metals Limited

2 Mr. Irshad Ali KhokharDirector General (Mineral), Ministry of Petroleum & Natural ResourcesAnd Ex-Officio Managing Director, Saindak Metals Limited

3 Mr. Athar Mahmood KhanAddl. Finance Secretary (Corporate Finance)Ministry of Finance GoP

4 Brig.(R) M. Khalid Sajjad KhokharManaging Director, PMDC

5 Mirza Talib Hasan

Director GeneralGeological Survey of Pakistan, GoP

6 Capt. (R) Qayyum Nazar ChangeziAddl. Chief Secretary (Dev.)Planning & Development Department, GoB

7 Mr. Maqbool AhmedSecretary, Mines & Minerals Department, GoB

8 Dr. Naseeruddin SheikhTechnical Director, SML BoD

9 Engr. Muhammad Khalid PervaizTechnical Director, SML BoD

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web site: www.mpnr.gov.pk

5.8 LAKHRA COAL DEVELOPMENTCOMPANY LIMITED

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5.8.1 INTRODUCTION & INCORPORATION

Lakhra Coal Development Company Limited (LCDC), was incorporated as aPublic Limited Company on 6th February, 1990 under Companies Ordinance, 1984. TheCompany is a Joint Venture of Pakistan Mineral Development Corporation (PMDC),Government of Sindh (GOS) and Water & Power Development Authority (WAPDA)with equity capital of Rs.50 million shared in the ratio of 50:25:25 respectively.

BOARD OF DIRECTORS

1Mr. Irfanullah Khan Marwat Minister for Mines & Mineral Development Department, Govt. of Sindh/ Chairman of the Board

2Mr. Abdul Majeed Zahid Managing Director/ Chief Executive

3

Mr. Abdul Hamid Akhund

Secretary, Mines & Mineral Development Department, Govt. of Sindh

4Brig. (R) M Khalid Sajjad Khokhar Managing Director, PMDC

5Mr. Mohammad Razi Abbas, Additional Secretary, Finance Division

6Mr. Masood-ur-Rehman General Manager (Finance), PMDC

7Mr. Haseeb Ahmed Khan Chief Engineer (Thermal), WAPDA

8Mr. Mumtaz Ali Yousufzai Chief Executive Officer, Lakhra Power Generation Co. Ltd., Khanote,Distt. Jamshoro

9Mr. Irshad Ali Khokhar, Director General (Minerals), Ministry of Petroleum & NaturalResources

5.8.2 LAKHRA COALFIELD

The Company project comprising of operating coal mines, is situated in LakhraCoalfield located about 70 km north-west of Hyderabad city and 200 km North-East of

Karachi. The property lies between latitude 25°-35’ to 25°-55’ (north-south) and

longitude 68°-0’ to 68°-12’ (east-west).

5.8.3 MINING CONCESSION

Presently an area of 7943 acres of Compact Block Coal lease is in possession of LCDC at

Lakhra Coalfield for development of coal mines and supply of coal to LPGCL (WAPDA)Thermal Power Station at Khanote, District Jamshoro, Sindh. The total proved reservesin the area are 42 million tonnes.

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5.8.4 COMPANY’S OBJECTIVE

Prime objective of the Company is to develop Lakhra Coal Mines to supplyCoal to 150 MW Thermal Plant of LPGCL (WAPDA) at Khanote which was originallyplanned for 6x50 MW with annual coal consumption of 15,00,000 M.Tonnes. However,only 3x50 MW plant was set up which also operated much below its rated capacityreducing the coal requirement to even less than 50% and rendering the mechanizedmining uneconomical. At later stage it was decided that remaining 3 units would be setup by private sector instead of WAPDA and accordingly an area of 8622 acres, out of 16,564.71 acres of Compact Block was withdrawn from LCDC leased area.

5.8.5 IMPLEMENTATION STATUS

LCDC engaged Chinese Company for Geotechnical studies and design anddevelopment of mechanized mines in the entire area of 16,564.71 acres. Geotechnical

studies were completed and mine design prepared by the Company. LCDC was in theprocess of signing mine development contract with Chinese Company but it transpiredthat WAPDA had decided not to set up remaining 3 power units and the installed unitsoperating at much lower capacity were expected to consume half of stipulated annualquantity of coal. Under these circumstances it also became difficult to arrange financesfor the Company and thus it was decided to drop the idea of mechanized mines and wasconsidered appropriate to develop coal mines with present semi mechanized system tomeet the limited coal requirement of installed thermal plant. Heavy mechanization costwould have rendered the venture uneconomical if assured uninterrupted market forstipulated annual quantity of 750,000 tonnes was not available for operating coalmines.At present LCDC is operating coalmines through local manual mining system throughinvestment by its Coal Raising Contractor.

5.8.6 INFRASTRUCTURE FACILITIES

For the purpose of development / operation of mines necessary infrastructure asstated below has been developed: -

i) Fair weather roads have been constructed for transportation of coal from mines tomain road leading to market. Also fair weather roads connecting various mineshave been developed

ii) Sufficient numbers of residential colonies for labour have been constructed alongwith necessary amenities.

iii) Water supply arrangement for residential colonies as well various mines havebeen made through water tanker as well as concrete water tank at colonies andmines

iv) Electric generators have been set-up for emergency lighting and mines lampcharging

v) A mobile phone communication has been set-up to facilitate fast communicationwith mines site office.

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5.8.7 MINE PLANNING AND TECHNICAL SUPERVISION

LCDC has employed a technical team of Mining Engineers, Geologist andsurvey officer supported with mine supervisory Sirdars and clerical staff. All operationsof Raising Contractor are supervised/ guided by this team to ensure that all operations arecarried out in accordance with statutory guideline and maximum possible recovery isensured. The technical team overseas that the operations of Raising Contractor are inaccordance with mine plan duly approved by LCDC.

5.8.8 STATUS OF MINE DEVELOPMENT

LCDC has 44 mines fully developed and capable of each producing 40 to 50tonnes coal per day while 39 mines are under development. Coal excavation is carried out

by applying shortfall retreating method after developing coal panels at 50 ft interval.When a panel is completely mined, it is sealed off and coal excavation is started fromnext panel. Ventilation circuit is maintained through main incline as intake and mainshaft as return air way. In case mine workings are extended far away from main shaft, anadditional shaft is provided to improve airflow through coalface. Shaft is also used forcoal hauling and material lowering while incline is also used as traveling way for labor.

5.8.9 COAL SALES

Thermal Plant remained under trial during 1992-93 to 1994-95 and regular coalsupplies could be started from the year 1995-96. Initially, coal supplies were made byLCDC partially from its own mines and partially from PMDC. After developing of Company’s own mines, the Company is capable of meeting total coal requirement of

Thermal plant. However, approximately 60% of coal supplies are made by LCDC andbalance 40% supply from coalmines of PMDC through a internal arrangement betweenLCDC and PMDC. Due to under capacity operation and frequent shutdowns of WAPDAThermal Plant, coal supplies to plant are much below the planned quantity of 7,50,000tonnes. The plant is hardly using 200,000 to 250,000 tonnes coal, which is also jointlysupplied by LCDC and PMDC. Therefore, LCDC has started selling surplus coal in openmarket so that the company does not run in losses. The Company has sold total quantityof 2682418 tonnes of coal upto 30.06.2007. The yearly break-up since financial year1994-95 to 2006-2007 is given below:

YEAR SALES TO WAPDA OPEN MARKET TOTAL

1994 – 1995 63,176 ---- 63,176

1995 – 1996 251,777 ---- 251,777

1996 – 1997 201,109 ---- 201,109

1997 – 1998 186,854 ---- 186,854

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1998 – 1999 262,219 8,873 271,092

1999 – 2000 229,204 6,914 236,118

2000 – 2001 122,446 67,472 189,918

2001 – 2002 163,297 110,006 273,303

2002 – 2003 136,200 126,122 262,322

2003 – 2004 136,995 92,286 229,281

2004 – 2005 139,375 58,383 197,758

2005-2006 101,973 51407 153,380

2006-2007 108,142 58,188 1,66,330

TOTAL 2,102,767 579,651 2,682,418

5.8.10 PROFIT & DIVIDEND FOR LAST 4 YEARS

Year Profit After Tax Dividend

2003-04 14.321 million 50%

2004-05 16.129 million 16%

2005-06 27.346 million 20%2006-07 21.087 million 80%

5.8.11 PRESENT STATUS:

The activities of the Company have been restricted by the Board of Directors tothe extent of its existing coal mining operation in Lakhra as the Company is to beprivatized. The privatization is under active process of Privatization Commission.

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http://www.ghpl.com.pk

5.9 GOVERNMENT HOLDINGS(PRIVATE) LIMITED

(GHPL)

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5.9.1 INTRODUCTION

Government Holdings (Private) Limited (GHPL) manages Government of Pakistan’s working interest in upstream petroleum Joint Ventures. GHPL participates inall Joint Ventures as non-operator. As such it does not have yearly drilling or surveytargets like other oil & gas companies. The company monitors the activities of the JointVentures on behalf of the Government of Pakistan.

GHPL has been assigned GOP’s working interest in 63 joint ventures. Currentportfolio consists of:

• Twenty (20) land concessions in exploration stage, 14 concessions inOffshore area under Production Sharing Agreement (PSA) and 29Development and Production Leases (D&PLs).

•

Total 36 properties are producing Oil and Gas among which 21 are in D&PLeases while 8 are producing under Extended Well Testing (EWT) inExploration Licenses (E.L)

• Seven properties in D&P Leases are under development phase.

• Thirteen (13) more discoveries exist in E.Ls awaiting development for startof production.

GHPL is non-operating partner with local and foreign oil and gas explorationand production companies functioning as operator. Major operating companies inpartnership with GHPL are BP, Shell, BHP Billiton, OMV, Petronas Carigali, Tullow,Hycarbex, MOL, OPII, OGDCL, PPL, POL and PEL. Major oil & gas fields currentlyunder development in which GHPL has working interest are Manzalai and Makori beingoperated by MOL.

5.9.2 STATUS OF MAJOR PROJECTS

SAWAN (GHPL WORKING INTEREST 22.5%)

Gas production from the Sawan continued in the year 2006-2007 at asteady rate. Debottlenecking job has successfully been completed and averagegas production from the field during the year was 397 MMSCFD.

ZAMZAMA (GHPL WORKING INTEREST 25%)

Zamzama field produced gas and condensate on continuous basis.

Average production from the field during the year was 305 MMSCF of gas and2002 BBLS of condensate per day. Phase-II development work is in progress toproduce additional 150 MMSCF of High Calorific Value (HCV) gas after theremoval of Nitrogen, which is expected to start production by end September,2007.

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CHANDA (GHPL WORKING INTEREST 17 ½%)

The Chanda field, the first oil and gas discovery in NWFP startedproducing from 24th July, 2004. Average production from the field during theyear 2006-07 was 10.59 MMSCF of gas and 5166 BBLS of oil per day. LPGproduction which was expected to start by the end of year 2006 was delayed andnow the plant is in commissioning phase.

MANZALAI – TAL EXPLORATION LICENSE (GHPL WORKINGINTEREST 15%)

Manzalai is NWFP’s second gas and condensate discovery and

Operator MOL’s first in the block. It was brought on Extended Well Testproduction on fast track basis. Average production during the year 2006-07 fromone well was 44.40 MMCF of gas and 428 BBLS of condensate per day. Oneappraisal and two development wells have been drilled in the field. Two morewells are planned to be drilled during 2007-2008. Central processing plant isexpected to be installed by early 2009 to start production from additional wellsdrilled.

MAKORI – TAL EXPLORATION LICENSE (GHPL WORKINGINTEREST 15%)

Makori is the second continuous discovery by the Operator MOL in TalBlock. The well was put on extended well production in January 2006 and its

average production during the year 2006-2007 was 1428 bbls of oil and 18.08MMSCF of gas per day. One appraisal well is planned to be drilled during 2007-2008.

MAZARANI (GHPL WORKING INTEREST 12 ½%)

Production from the field started in June, 2003. Average productionfrom the field during the year was 11.48 MMSCF of gas and 67.43 BBLS of condensate per day.

PARIWALI (GHPL WORKING INTEREST 17 1/2%)

Pariwali was assigned to GHPL after it could not be privatized.Average production from the field was around 1941 BBLS of oil, 17.69

MMSCF of gas, 74 BBLS of gasoline and around 55 Metric Tons of LPG perday, during the year 2006-07. Drilling of an additional development wellPariwali # 7 is expected to be spud by end July, 2007.

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JHABERI SOUTH, JUNATHI SOUTH, ALI ZAUR, SHAHDINO, FATEHSHAH NORTH AND FATEH SHAH (GHPL WORKING INTEREST

25%)

These small fields operated by BP in Badin-III and Mehran Blocks areon persistent depletion. Junathi South has already been fully depleted. Theaverage total production from these fields during the year was 404 BBLs of Condensate and 8.29 MMSCF of gas per day.

MIRPUR KHAS/KHIPRO (GHPL WORKING INTEREST 25%)

GHPL has a share of 25% in the Mirpukhas/Khipro, discoveries. Elevendiscoveries of gas and condensate namely Naimat Basal, Siraj South, Bilal, BilalNorth, Kamal North, Rahim Umar, Ahmad, Usman, Kausar and Ali altogetherproduced 96.46 MMSCF of gas, 1317 barrels of condensate/oil and 51.54 Metric

Tons of LPG per day during the year 2006-07.

HASAN, SADIQ & KHANPUR (GHPL WORKING INTEREST 22.5%)

Average production from the three fields (Hassan, Sadiq and Khanpur),operated by PEL, during the year was 15.32 MMSCF of gas per day. Three newdevelopment wells, one each in Hasan, Sadiq and Khanpur are planned to bedrilled to sustain production from these fields.

REHMAT- MUBARAK EXPLORATION LICENSE (GHPL WORKINGINTEREST 15%)

Development and Production Lease was granted over Rehmat Fieldw.e.f. 22nd March, 2004. Average production from the field was 26.58 MMSCFof gas and 83 BBLS of condensate per day during 2006-07. A development wellis currently being drilled to enhance production from the field.

NOORAI JAGIR – NIM EXPLORATION LICENCE (GHPL WORKINGINTEREST 22.5%)

After conducting EWT in 2003, the field was put on regular productionby Operator OGDCL in August, 2005. The average production from the fieldduring 2006-2007 was 222 BBLS of condensate and 6.26 MMSCF of gas perday.

MINWAL (GHPL WORKING INTEREST 17 1/2%)

The field has almost been depleted. Its average production during theyear was about 64.62 bbls of oil per day.

OFFSHORE BLOCKS

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GHPL being licensee for all offshore blocks has signed a number of Production Sharing Agreements (PSA). Following is the status of offshore

concessions;

OFFSHORE INDUS “E” BLOCK

After obtaining good data of 3-D seismic, Shell (Operator) and itspartners, KUFPEC, GHPL decided to drill a well. OGDCL and PPL havefarmed-in by taking 30% and 20% working interest respectively. ProductionSharing Agreement between GHPL and Contractors Consortium (Shell,OGDCL, PPL, Premier and KUFPEC) was signed on 23 rd December, 2005. Awell is expected to be drilled in August/September 2007.

OFFSHORE INDUS “M” & “N” BLOCKS

Production Sharing Agreements were signed between GHPL and EniPakistan Ltd on 25th February, 2005. Operator has acquired 278 L.kms of 2-Dand 701.69 Sq.Km of 3-D Seismic data in M-Block whereas 409.35 L.km 2-Dand 310 Sq.Km of 3-D Seismic data was acquired in N- Block during January2007 to April, 2007. The data is under processing and interpretation.

OFFSHORE INDUS DELTA-A

This is the first offshore block operated by OGDCL. ProductionSharing Agreement was signed on 23rd October, 2004 between GHPL andOGDCL. OGDCL has acquired 392 Sq.Km 3D seismic data in the block. Theacquired data is under processing.

OFFSHORE INDUS –C BLOCK

The block was awarded to PPL in October 2006. Subsequently, PPLfarmed out 60 % of its share alongwith operatorship to Eni. 2-D and 3-Dseismic acquisition will be carried out in October 2007.

OFFSHORE INDUS “J”,”O” & “P”

Offshore blocks have been awarded to PEL. Production SharingAgreement with GHPL was signed on 29 th September 2006.The operator hasplanned to purchase and reprocess old seismic data as well as acquired newseismic data in the Blocks.

OFFSHORE INDUS “U”, “V” & “W”

BP has ventured in offshore exploration in Pakistan and has acquired threeBlocks i.e. Offshore U, V, and W. Operator has planned to acquire 9500 L Kms.2-D seismic data. Seismic acquisition started on 16th June 2007 and so far,111.3 L Kms. data has been acquired. Due to recent cyclone in Arabian Sea with

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forecast of further storms, BP decided to suspend the survey and rescheduled theremaining survey around September-October 2007.

OFFSHORE INDUS “R” & “S”

The Blocks -R & S were awarded to OGDCL on 19th April 2007 and22nd March 2007 respectively. Preliminary G & G work is in progress.

OFFSHORE INDUS “G”

Initially, the block was awarded to TOTAL E & P. TOTAL drilled awell that was proved to be water wet. Then OGDCL opted to retain the areawhereby all other companies assigned their working interest to OGDCL on 31st December 2004. OGDCL farmed out its 50 % working interest to BrazilianState owned company PETROBRAS on 9th February 2007. Presently, existing

data on the block is being reviewed by PETROBRAS.

5.9.3 DISCOVERIES MADE DURING FISCAL YEAR 2006-2007

Following oil and gas discoveries were made from the blocks in which GHPL isin Joint Venture.

Discovery Oil/Gas Operator Concession

Nim West #1 Gas/Condensate OGDCL NIM

Chanda 2 Oil/Gas OGDCL Chanda

Mela-1 Oil OGDCL Nashpa

Kamal North-1 Oil OPII KhiproAhmed-1 Gas OPII Mirpur Khas

Rahim-1 Oil OPII Khipro

5.9.4 PRODUCTION PROFILE

As of 30th June, 2007 GHPL’s share of average daily production from all fieldsis as follows:

Oil/condensate 2556 BBLS per dayGas 219 MMCF per dayLPG 22.46 Metric Tons per dayTotal 38400 Barrels of Oil Equivalent per day

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5.9.5 INVESTMENTS, REVENUES, ROYALTY AND TAX

During 2006-07 GHPL invested Rs 4,061 million in the development of discovered oil and gas fields and generated revenue of Rs 16,000 million from saleproceeds of oil and gas. Out of the revenues Rs 1,850 million were paid to GOP asroyalty beside payment of Rs 3,849 million as income tax.

5.9.6 GOALS AND TARGETS OF GHPL DURING JULY 2007 TO JUNE 2008AND EXPECTED ACHIEVEMENTS

During the Financial Year 2007-2008, GHPL will invest about Rs 6,013 millionin development and production operations of oil and gas and expects to generate revenueto the tune of Rs. 17,000 million from oil and gas sales proceeds.

Following is the quarterly break up of GOP’s Investments and Revenues from oil and gas

sale proceeds during that period.

INVESTMENT(Rs. Million)

JULY-SEPT2007

OCT-DEC2007

Jan-Mar2008

Apr-Jun2008

TOTAL

1,447 1,603 1,601 1,362 6,013

REVENUE

4,000 4,000 4,500 4,500 17,000

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BOARD OF DIRECTORS

S.NO OFFICIAL1 Mr. Ahmad Waqar

Secretary Petroleum & NRChairman

2 Mr. Khurshid Anwar,Managing Director/Chief ExecutiveGHPL

3 Mr. Razi AbbasAdditional Secretary (CF)Ministry of Finance

4 Mr. Moosa Raza EffendiJoint Secretary (Admn)M/o Petroleum & NR

5 Agha Sher Hamid ZamanDirector (Technical) GHPL

6 Mr. Muhammad AmjadDirector (Finance) GHPL

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http://www.pmdc.gov.pk

5.10 PAKISTAN MINERALDEVELOPMENT CORPORATION (PVT)

LIMITED(PMDC)

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5.10.1 PERFORMANCE OF PMDC DURING THE FINANCIAL YEAR 2006-07

PMDC is coming up as a progressive organization. The physical and financialresults achieved during the financial year 2006-2007 remained satisfactory, in spite of constraints. Hopefully, it will continue to give better results in future as well. PMDCattained record production and sale of salt and even surpassed the land mark of over onemillion tons during the financial year 2006-07. All this has been made possible becauseof good governance, concerted efforts of the employees of the Corporation and thedynamic leadership.

Board of Directors

OFFICIAL1 Mr. Ahmad Waqar, Chairman PMDC Board of Directors / Secretary

M/o P & NR, Islamabad.

2 Brig (R) Muhammad Khalid S. Khokhar, SI(M) Managing Director,

PMDC3 Mr.Muhammad Razi Abbas,

Additional Finance Secretary, Finance Division Islamabad.

4 Mr. Irshad Ali Khokhar, Director General (Minerals),M/O P&NRIslamabad.

5 Mirza Talib Hasan Director General GSP,Quetta.

NON -OFFICIAL 6 Dr. Engr. Prof. A.G. Pathan

Department of Mining Engineering, Mehran University Jamshoro.

7 Engineer Syed Abdullah President, Frontier Mine OwnersAssociation, Peshawar.

8 Engr. Khalid Aziz, CEO Katha Digwell Coal Co, Islamabad.

9 Sardar Farooq Hyat Khan Chief Executive, Wah Stone Industries,Hasanabdal.

5.10.2 Performance and achievements of PMDC during the FY 2006-07 aresummarized in the following paragraphs.

PHYSICAL PERFORMANCE

A. Production & Sale of Salt

During the Financial Year 2006-07, production of salt was 1,032,382tons which was 101% of the budgeted target of 1,020,000 tons and 104% of saltproduction of 993,677 tons during the same period last year. The sale of salt

during the FY 2006-07 was 1,032,066 tons which was also 101% of thebudgeted target of 1,020,000 tons and 105% of 979,749 tons salt sold during thecorresponding period last year. During the period under reference, PMDCexported 18,064 tons salt to India and 513 tons to Afghanistan. The physicalperformance of all the salt projects remained satisfactory. Project wiseproduction and sale figures are given below:

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PROJECT WISE PRODUCTION & SALE OF ROCK SALT (Tons)

PROJECTS 2006-07 (Target) 2006-07 (Actual )

Production Sale Production Sale

Khewra Salt Mines 450,000 450,000 465,656 465,900

Warcha Salt Mines 425,000 425,000 406,980 406,420

Kalabagh Salt Mines 61,000 61,000 76,228 76,228

Jatta / B.Khel SaltQuarries

84,000 84,000 83,518 83,518

TOTAL 1,020,000 1,020,000 1,032,382 1,032,066

B. Production & Sale of Coal

Production of coal from PMDC coal mines during the financial year2006-07 was 366,464 tons which was 72% of the budgeted target of 511,000tons and 94% of production of 479,629 tons achieved during the last financialyear. Sale of coal during the FY 2006-07 was 365,333 tons which was 71% of the budgeted target of 511,000 tons and 94% of the sale of 479,556 tons coalduring the same period last year. The coal projects could not achieve theirproduction and sale targets mainly because of the following factors:

1. At Sharigh Project which is connected through railway line with Sibi(Balochistan) two railways bridges were blown up by the miscreants.Being the main cheaper route for transportation of coal from Sharigh toPunjab, PMDC lost sale of about 50,000 tons during the year.

2. Lakhra coal sale was adversely affected due to excessive imported coalcoupled with heavy rains which resulted in less consumption of

indigenous coal by the brick kilns.3. Adverse mining conditions at Degari coal Project (Balochistan) also

affected the sale of coal during the year. Project wise production and salefigures are given below.

PROJECT WISE PRODUCTION & SALE OF COAL (Tons)

PROJECTS 2006-07 (Target) 2006-07 (Actual)

Production Sale Production Sale

Degari Collieries 15,000 15,000 3,726 3,742

Sor-Range Collieries 61,000 61,000 56,005 55,200

Sharigh Collieries170,000 170,000 121,547 121,544

Lakhra Coal MiningProject

265,000 265,000 185,186 184,847

TOTAL 511,000 511,000 366,464 365,333

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5.10.3 FINANCIAL PERFORMANCE FOR THE YEAR 2006-07

On overall basis PMDC earned profit of Rs. 128.729 million (before tax) during

the FY 2006-07 as compared to the budgeted profit of Rs. 226.435 million and a profit of Rs. 236.601 million earned during the last financial year. Decrease in profit is because of less production and sale of coal.

5.10.4 OTHER ACHIEVEMENTS

i) The share of PMDC Rock Salt production/sale in the country has beenincreased from 52% to 56% approx.

ii) It may be mentioned that GOP equity in PMDC is Rs. 10 million only.PMDC is now in accumulated profit of over Rs. 75.161 millions. Thereis no loan liability nor any bank borrowing.

iii) PMDC has already paid Rs. 40 million to the GOP out of which Rs. 25million was paid during the year 2006-2007

5.10.5. GOAL /TARGETS FOR FINANCIAL YEAR 2007-08

Physical Goals/Targets for FY 2007-08

Projects Production (Tons) Sales (Tons)

Rock Salt 10,50,000 10,50,000

Coal 434,000 434,000

Financial Goals/Targets for FY 2007-08

Budgeted

Profit Before Tax Rs. 192.950 million

5.10.6 FUTURE OUT LOOK

1) PMDC is well set to meet the targets fixed for the financial year 2007-08 andexpected to give better physical results, which will result in around 50% growthin the profit over last year.

2) Coal is an important energy substitute. PMDC has undertaken development of its mines to meet the enhanced demand of coal for cement & power plants whichwere previously fired by the furnace oil/ natural gas. In this way, the use of coal

by the above said plants will help to reduce the foreign exchange required forthe import of furnace oil.

3) All efforts are being made to further increase the export of rock salt to India &Afghanistan and the value added products to other countries.

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4) PMDC is determined to increase the profitability of the corporation byenhancing its share of coal & salt in the domestic market.

5) PMDC has signed two agreements with FATA DA as an Executing Agency forthe following projects.

a. Exploration and Resource Estimation for Coal in Shirani Area, F.R..D.I.Khan costing Rs. 92.772 million.

b. Exploration and Development of North Waziristan Copper Projectcosting Rs. 172.722 million.

5.10.7 COMPANY’S PROFILE

a) Name and Address of the company with telephone and fax number:

Pakistan Mineral Development Corporation (Pvt) Limited,13 – H/9, Islamabad.

Tele: 9258701-03

Fax: 9258705-06

b) Name of Chief Executive

Brig. (R) Muhammad Khalid S. Khokhar, SI (M)

c) Type of Company

Private Limited.

d) Annual Turnover

Gross sales for the year ending 30th

June 2007 was Rs. 938.820 million

e) Profit after Tax

Rs 86.619 million

f) Type of Business/Manufacturing

Involved in the mining and marketing of rock salt & coal, also undertakesexploration and development of mineral resources.

g) Auditors

M/s Anjum, Asim, Shahid, Rehman Chartered Accountants.

M/s Awais, Haider, Nauman Rizwani, Chartered Accountants

h) Legal AdvisorMr. M. Ashraf Malik Advocate, Islamabad.

i) Bankers

Name of Bank

i. Habib Bank Limited.

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ii. National Bank of Pakistan.

iii. First Women Bank.

5.10.8 VISION AND MISSION STATEMENT

Vision

To make the country economically viable through development of mineral resources.

Mission

To make Pakistan Mineral Development Corporation, a vibrantorganization, capable of bringing the mineable resources to a stagewhere investors (local & foreign) are attracted.

5.10.9 TOTAL STRENGTH OF THE OFFICERS / SUPERVISORS ANDSTAFF/WORKERS AS ON 30.06.2007

Officers 72

Supervisors 26

Staff and Workers 969

Sub-total 1067

Province/region wise breakupProvince/ Region

Punjab Sindh NWFP Balochistan AJK FATA/FANA Total

Officers 31 13 11 11 02 3 72Supervisors 18 02 05 01 - - 26

Staff/ Workers

527 126 96 193 21 6 969

Sub-Total 577 141 112 205 23 09 1067

5.10.10 SOCIAL RESPONSIBILITY AND COMMUNITY DEVELOPMENTPROGRAM UNDER TAKEN

• Establishment of Schools & Colleges to provide education for the miningcommunity.

• Establishment of Hospital & dispensaries to provide health services in theremote area of our mining projects.

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5.10.11 Financial Highlights for last five years

Year Ended 30th

June 2003 2004 2005 2006 2007Sales Revenue(Rs. In million)

465.273 584.864 785.396 959.613 938.820

Profit Before Tax(Rs. In million)

63.350 146.403 188.000 236.601 128.729

Shareholders Equity(Rs. In million)

10.000 10.000 10.000 10.000 10.000

Financial Ratios

Debt Equity Ratio -11.45 2.37 1.04 0.60 0.57

Current Ratio (acidtest)

1.83 1.73 1.71 2.52 3.38

Interest Cover Ratio(No. of times)

11.31 361.60 Nil Nil Nil

Selling & Distributionto Sales Revenue (%)

6.12% 4.39% 5.10% 5.18% 5.64%

Financial charges toSales Revenue (%)

1.32% 0.07% 0.06% 0.07% 0.05%

Earning Per Share-Basic / Diluted

60.82 123.38 126.66 159.01 86.62

Dividend Per Share(%)

- - - 150% 250%

Dividend Yield (%) - - - - -

Return on CapitalEmployed (%)

608.24% 1233.75% 1266.61% 1590.09% 866.19%

Fixed Assets TurnoverRatio

16.771 16.060 13.980 13.125 12.538

• CHART SHOWING PAYMENTS TO NATIONAL EXCHEQUER INTHE FORM OF ROYALTY/ EXCISE DUTY/SALES TAX FOR THEYEAR 2006-07.

• Particulars • Rs. In million

• Income Tax • 35.121

• Royalty • 43.486

• Excise Duty • 4.924

• Sales Tax • 83.305

• Total • 166.836

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5.11 INTER STATE GAS SYSTEMS(PVT) LIMITED

(ISGSL)

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5.11.1 INTRODUCTION

The Economic Coordination Committee (ECC) of the Cabinet in June, 1995, inconsideration of the proposal on ‘Import of Gas from Iran to Pakistan’ submitted by theMinistry of Petroleum and Natural Resources approved formation of a joint venturecompany and directed Sui Southern Gas Co. Ltd. (SSGC) and Sui Northern Gas PipelinesLtd. (SNGPL) to participate in the joint venture company. Inter State Gas Systems (Pvt.)Ltd. (ISGS) was thus established in 1996 as a private limited company incorporatedunder the Companies Ordinance 1984 as a joint venture of Sui Southern Gas CompanyLimited (SSGC) and Sui Northern Gas Pipelines Limited (SNGPL).

5.11.2 CORPORATE STRUCTURE

ISGS is wholly owned by Pakistan’s two major gas utility companies; SSGCowns 51% while SNGPL owns 49% of shareholdings. In view of its current

shareholding, ISGSL, under the Company Ordinance 1984, is a subsidiary of SSGC.Under its Memorandum and Articles of Associations, the Company has nine (9) memberson its Board of Directors, consisting of five (5) directors representing SSGC while four(4) representing SNGPL.

5.11.3 COMPANY MANDATE

Natural gas is playing an important part as fuel in thermal power plants, plus asa means of diversifying away from expensive oil imports. As a result, natural gas usagehas increased rapidly at an ACGR1 of about 10% in the last six years, providing morethan 50% of Pakistan’s primary energy supplies. However, as the following gas supply-demand balance2 graph indicates, the country’s domestic gas reserves, after reaching theirpeak in 2010, will rapidly start depleting after 2011-12. With the current pace of economic development, the country is expected to face a gas shortfall of about 2.7 Bcfdby the year 2015, which is likely to increase upto 10 Bcfd by 2025.

1 ACGR – Annual Cumulative Growth Rate, provisional figure for FY2001-06 by HDIP.2 Estimated by ISGS Consultant, PricewaterhouseCoopers, UK, at a GDP Growth Rate of 6.5%.

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In order to meet the growing energy deficit, the Government of Pakistan (GOP),besides encouraging local exploration and production, plans to import natural gas fromacross its borders from Iran, and Turkmenistan. ISGSL has been mandated by the GOP toserve as an interface between the GOP and other external agencies for the import of pipednatural gas. ISGSL is mandated to:

• Analyze long-term gas supply and demand position in the country on regularbasis, develop mitigation plan, gas transmission network and gas storages basedon techno economic studies;

• Ascertain, identify, analyze and assess opportunities for reliable sources of natural gas to be imported;

• Provide technical, commercial, financial and legal consultation in relation tocross border pipeline agreements, pricing and tariff project structure, and othermatters related to cross border gas trade;

• Present different business opportunities to prospective local and internationalcompanies and business forums to attract investment interest;

• Develop underground gas storage projects.

5.11.4 COMPANY PROFILE:

CONTACT DETAILS

Inter State Gas Systems (Pvt) Ltd.517, Margalla RoadF-10/2, IslamabadTel: +92 (51) 926 7672-74Fax: +92 (51) 926 7671

NAME OF MANAGING DIRECTOR/CHIEF EXECUTIVE

Syed Hassan Nawab

TYPE OF COMPANY

Private Limited

TYPE OF BUSINESS

Service

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BOARD OF DIRECTORS

Members of Board of Directors, as of 30th June, 2007:

01. Mr. Aitzaz Shahbaz Chairman, Board of Directors

02. Mr. Shaukat Hayat DurraniAdditional Secretary, M/o P&NR, Islamabad

03. Mr. Muhammad Razi Abbas Additional Finance Secretary (CF), Finance Division, Islamabad

04. Mr. Azim Iqbal Siddiqui MD, SSGC, Karachi

05. Mr. Abdul Rashid Lone MD, SNGPL, Lahore

06. Mr. Saeedullah Shah DG (Gas), M/o P&NR, Islamabad

07. Mr. Javed Hussain Ex. MD, SSGC, Lahore

08. Mr. Saquib H. Shirazi CEO, Honda Atlas Limited, Karachi.

09. Mr. Tariq Iqbal KhanMD/Chairman, NIT, Karachi

10. Syed Hassan Nawab,

MD/CEO, ISGS, Islamabad

TOTAL PROFESSIONALS EMPLOYED

Project team at ISGS is under capacity expansion anticipating the implementation work of Iran-Pakistan-India gas pipeline project to start in 2007. Currently, ISGS comprises of qualified professionals from the fields of engineering, law, economics and finance.

Engineering 3

Finance 3

Law 1Support (Accts, Admin, IT) 13

Total 20

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AUDITORS

Ford Rhodes Sidat Hyder & Co., Chartered Accountants, Islamabad.

LEGAL ADVISOR

Legal Help Center, Islamabad.

BANKERS

Bank Alfalah Limited.

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Annexure – I

ORGANIZATIONAL CHART OF THE MINISTRY

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Annexure – II

PUBLIC SECTOR ORGANIZATIONS UNDER THE MINISTRY

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Annexure - III

SANCTIONED STRENGTH OFMINISTRY OF PETROLEUM AND NATURAL RESOURCES

(Main Ministry and Mineral Wing)S.No. Name of Posts BPS No. of Posts

1 Secretary 22 1

2 Additional Secretary 21 1

3 Joint Secretary / Sr. Joint Secretary 20/21 2

4 Director General 20 1

5 Deputy Secretary 19 4

6 Director 19 2

7 Deputy Director 18 2

8 Section Officer/OSD 17/18 109 Network Administrator 18 1

10 OSD 18 1

11 Private Secretary 17/18 5

12 Assistant Accounts Officer 16 1

13 Superintendent 16 1

14 Assistant Incharge 15 1

15 Stenographer 15/16 14

16 Stenotypist 12 12

17 Assistant 11/15 16

18 Upper Division Clerk 7 4

19 DMO 7 1

20 Telex Operator 7 1

21 Dispatch Rider 7 1

22 Lower Division Clerk 7/5 9

23 Staff Car Driver 7/4 6

24 Daftari 2 1

25 Qasid 2 3

26 Naib Qasid 1 33

27 Farash 1 1Total 135

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Annexure - IIISANCTIONED STRENGTH OF

MINISTRY OF PETROLEUM AND NATURAL RESOURCES(Policy Wing)

S.No. Name of Posts BPS No. of Posts1 Director General 20 4

2 Director 19 11

3 Deputy Director 18 20

4 Assistant Director 17 16

5 Accounts Officer 17 2

6 Research Officer 17 4

7 Deputy. Asstt. Director 16 2

8 Superintendent 16 1

9 Accountant 16 3

10 Stenographer 15 10

11 Stenotypist 12 27

12 Assistant 11 16

13 Accounts Assistant 11 1

14 Draftsman 11 1

15 UDC 7 6

16 LDC 5 11

17 Ferro Printer 4 1

18 DMO 4 2

19 Driver 4 4

20 Dispatch Rider 4 1

21 Daftary 2 1

22 Naib Qasid 1 40

23 Chowkidar 1 3

24 Farash 1 2

25 Sweeper 1 3

Total 192

Grand Total 327

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Annexure-IVREVIEW OF PSDP 2007-08(July 2007 – September 2007)

Allocation for 2007-08Sr.No.

Name of the project/Approvalstatus

TotalCost

TotalExpenditureBy June 2007

Total ForeignLoan

Rupee

1 2 3 4 5 6 7

1 Feasibility Study forDevelopment & Exploration of Chichali iron ore andcommissioning of steel mill atKalabagh CDWP 01.02.2005

126.240 14.924

52.867 - 52.867

2

Geo-Hydrological Explorationfor Development of underground water in Hamun-e-Mushkel Basin, Chagia Distt.Balochistan CDWP 28.04.2006

46.000 0.250 15.000 - 15.000

3 Strengthening & CapacityBuilding of Mineral WingCDWP 28.04.2006

95.000 0..587 30.000 - 30.000

4. Basic Training for Gemstonecutting Polishing AJK(Muzaffarabad) and NA Admin(Gilgit)07.03.2004

36.170 1.055 9.062 - 9.062

5. Establishment of Projectmanagement Unit (PMU) forPHRD Grant CDWP 27.01.2007

0.75($)+

Rs. 5.9

44.900 39.000 5. 900

6 Feasibility study on Gasification

of Thar Coal/ Approved byCDWP on 4.12.2004

126.649 6.135 60.000 - 60.000

7 Establishment of Thar CoalMining Company

241.790 150.000 70.000 - 70.000

8 National Coal Policy of Pakistan 23.000 - 13.000 - 13.000

9 Training in Gemstone mining,processing and evaluation onscientific lines to private sectorin NA Giligit(NA Admin) DDWP 22.4.2000

25.300 18.710 6.590 Nil 6.590

10 Training Programme forsystematic prospecting and minedevelopment in small gemstonelease holders of Hazara Division

(GONWFP)DDWP19.06.2003

12.395 10.250 2.910 Nil 2.910

11 Training Programme forsystematic prospecting and minedevelopment in small gemstonelease holders of HazaraDivision. (GONWFP)DDWP

13.188 10.000 5.000 Nil 5.000

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19.06.2003

12 i) Oil and Gas Exploration in

Balochistan Opening of E&Pactivities in Tribal Areas of Balochistan

ii) i) Project approved byECNEC on

7-12-2004

450.00 160.131 313.430 - 313.430

13 Construction of PetroleumHouse approved by CDWPFebruary, 2007. The completionperiod is 36 months

452.44 1.193 50.000 - -

14 Upgraduation/Strengthening of Geoscience Advance ResearchLaboratories, Geological Surveyof Pakistan, CDWP approved on12.05.2005

249.780 88.289 70.180 - 70.180

15 Accelerated GeologicalMapping and Geo-ChemicalExploration of the out CropArea of Pakistan, CDWPapproved on 12.05.2005

198.643 79.331 40.000 - 40.000

16 Ground Follow-up of Aeromagnetic Anomalies inChagai District, BalochistanCDWP approved on 18.5.2004.

162.982 91.439 35.000 - 35.000

17 Exporation and Evaluation of Coal Fields of Chamalang-BalaDhaka, Bahlol (Districts Kohlu,Barkhan and Loralai) and Partsof Ghazij Basin in Balochistan(2007-10)

30.00 - 11.186 - 11.186

18 Exploration for Coal in KotliArea, AJK DDWP approved on29.9.2004

18.255 11.207 4.796 - 4.796

19 Capacity Building forHydrocarbon Research &Development(Approved by CDWP on09.06.2006

140.00 61.880 64.770 64.77 Nil

20 Replacement & Enhancement of DHIP POL Analytical FacilitiesDDWP approved on 19.04.2005(To be extended)

35.00 30.00 5.00 5.00 Nil

21 New Capacity Expansion of HDIP CNG Station Islamabad(To be approved by DDWP)

10.00 Nil 10.00 10.00 Nil

22 Project Planning Monitoring &Evaluation Cell

39.626 - 13.52 - 13.52

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23 Feasibility Study forDevelopment & Exploration of Chichali iron ore and

commissioning of steel mill atKalabagh CDWP 01.02.2005

126.240 14.924 52.867 - 52.867

24 Geo-Hydrological Explorationfor Development of underground water in

46.000 0.250 15.000 - 15.000

25 Strengthening & CapacityBuilding of Mineral WingCDWP 28.04.2006

95.000 0.587 30.000 - 0.209

26 Review/Updation of NationalMineral Policy CDWP18.08.2005

4.500 3.593 - - -

27 Basic Training for Gemstonecutting Polishing AJK(Muzaffarabad) and NA Admin

(Gilgit) 07.03.2004

36.170 1.055 9.062 - 9.062

28 Establishment of ProjectManagement Unit (PMU) forPHRD Grant CDWP 27.01.2007

0.75($)+

Rs. 5.9

44.900 39.000 5.900

29 Feasibility study on Gasificationof Thar Coal/ Approved byCDWP on 04.12.2004

126.649 6.135 60.000 - 60.000

30 Establishment of Thar CoalMining Company

241.790 150.000 70.000 - 70.000

31 National Coal Policy of Pakistan 23.000 - 13.000 - 13.000

year book 2006-07

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