[en] This paper presents some thoughts on the Production Contractor concept. It starts with an attempt to define the prerequisites for such contractorship to exist and develop, going on to examine the considerations that the oil company and the contractor respectively have to go through, and finally trying to summarize what emerges as the advantages of production contracting. Examples are given to emphasize particular points

[en] This Memorandum of Understanding (MOU) is written to provide clear direction with respect to roles, responsibilities, obligations, and expectations of each organization identified. It functions as an agreement between the Operations, Construction Projects and Startup Organizations within the Spent Nuclear Fuels Project

[en] The DOE is moving away from environmental restoration management contracts (ERMC) toward more integrated cleanup contracts encompassing waste and nuclear materials management as well as site remediation. The ERMC was an innovation to help DOE break its traditional contracting relationships, but was too narrowly on site remediation and did not properly integrate waste management or nuclear materials handling issues

[en] Oak Ridge National Laboratory Environmental Technology Section has been performing Independent Verification (IV) activities for U.S. DOE sites since 1986. DOE has successfully used IV in the Uranium Mill Tailings Remedial Action Program, Decontamination and Decommissioning projects, and Formerly Utilized Sites Remedial Action Projects/Surplus Facilities Management Program. Projects that have undergone IV range from small residential properties to large, industrial sites. The IV process provides a third-party review conducted by an independent organization. The purpose is to verify accuracy and completeness of contractor field measurements and final documentation, evaluate the credibility of procedures, and independently assess post-cleanup conditions versus decommissioning project plans and release criteria. Document reviews of plans, dose models, procedures, and reports are some IV activities undertaken. Independent measurements are also collected during field visits to confirm the contractor's findings. Corrective actions for discrepancies are suggested if necessary. Finally, archival and reporting of the final site environmental conditions for project closeout and certification are completed. The IV contractor reports to DOE headquarters and acts as a quality assurance feedback mechanism. An IV also provides additional assurance that projects are planned, carried out, and documented properly. Decommissioning projects benefit from the IV process by: (1) cost and time savings from early identification of potential problems, (2) assurance that cleanup meets regulatory guidelines, and (3) technical reviews and consultation with experts in field instrumentation, sampling strategy, etc. Some lessons learned from the IV process include avoiding: (1) improper survey techniques, (2) reporting data in units not comparable with guideline values, (3) premature release of surfaces, (4) poor decommissioning project planning, (5) misapplication of release guidelines. 20 refs

[en] The conference paper deals with offshore contract philosophies concerning maintenance. The main philosophies of the contract should be built on the following key success factors: Safe operations and correct quality must be sustained at any time; the maintenance contractor should be viewed as a cooperation partner, not only as a supplier; optimum exploitation of learning curve effects and economies of scale. The paper illustrates the importance of each of them in a contract context with a few recommendations

[en] In anticipation of continuing declines in upstream activity levels over the next 15 years, the virtual oil company model articulates a vision of fewer, leaner, but financially stronger firms that concentrate only on their core competencies and outsource the rest through well-structured partnering arrangements. Freed from the ''clutter,'' these leading companies will be in better position to focus on those opportunities that offer the potential for renewed reserve and revenue growth

[en] A series of brief notes were included with this presentation which highlighted certain aspects of contract management. Several petroleum companies have realized the benefits of taking advantage of contract personnel to control fixed G and A, manage the impacts on their organization, contain costs, to manage termination costs, and to fill gaps in lean personnel rosters. An independent contractor was described as being someone who is self employed, often with a variety of work experiences. The tax benefits and flexibility of contractor personnel were also described. Some liability aspects of hiring an independent contractor were also reviewed. The courts have developed the following 4 tests to help determine whether an individual is an employee or an independent contractor: (1) the control test, (2) the business integration test, (3) specific result test, and (4) the economic reality test

[en] Over the last 10 years, there has been a steady increase in the number of successful Indigenous Oil Companies exploring for hydrocarbons in the Niger Delta. A number of these companies have already entered into partnership agreements with overseas based oil companies, however, many more are still seeking technical and financial partnership agreements with overseas based oil companies, however, many more are still seeking technical and financial partners to fulfil their licence commitments. The first exploration licence to an Indigenous Company was awarded in the mid eighties. However, it wasn't until the early nineties that the Nigerian Government's intention to privatise the oil industry gathered momentum. Between 1991 and 1993 a number of discretionary awards of acreage from various sedimentary basins in Nigeria were made to Nigerian Indigenous Companies. Many of these companies had little or no previous experience of hydrocarbon exploration.Sixteen of the Indigenous Companies have already reported discoveries in various parts of the delta, either in partnerships with foreign companies or independently. Eight of the Indigenous Companies are producing hydrocarbons. With very little production in the early 90's, the Indigenous Companies now account for over 4.5% of Nigeria's daily production. The government is intent on increasing this percentage through initiatives such as the Marginal Fields re-allocation programme, and the continued award of acreage in traditional license rounds. This paper takes a closer look at the operations and discoveries of two Indigenous Companies Solgas and Summit with the aim of providing an insight into the structure and mode of operation of typical Nigerian Indigenous Oil Companies.The more recent licensing activity in Nigeria includes the current Marginal Fields re-allocation programme and also possible participation of Nigerian companies in the join Development Zone between Nigeria and Sao Tome and Principe. The paper concludes with a definition of 5 different types of partnership opportunities that exist for foreign oil companies with Nigerian Indigenous Companies

No abstract available

[en] Then and the efforts of the National Fuel Alcohol and Portland (ANCAP) in seeking approval of an agreement between this Administration and services and operations PETROBRAS SA Uruguay work for the realization of search for hydrocarbons in Uruguay. The above general agreement aims to conduct a regional study, by integrating seismic and well data, with a view to mounting a stratigraphic and structural characterization of structural and stratigraphic styles by sequence.