Permian Asset Management (Permian Energy) presents this article as part of a series of articles on understanding the energy business. We hope you enjoy this series.
http://www.permianco.com/
Peak oil is the point in time when the maximum rate of global petroleum extraction is reached, after which the rate of production enters terminal decline.
Demand For Oil
The demand side of peak oil is concerned with the consumption over time, and the growth of this demand. World crude oil demand grew an average of 1.76% per year from 1994 to 2006, with a high of 3.4% in 2003-2004. World demand for oil is projected to increase 37% over 2006 levels by 2030. It will rise to 118 million barrels per day from 86 million barrels, due in large part to increases in demand from the transportation sector.
Thriving economies such as China and India are quickly becoming large oil consumers. China has seen oil consumption grow by 8% yearly since 2002, doubling from 1996-2006. In 2008, auto sales in China were expected to grow by as much as 15-20%,
India's oil imports are expected to more than triple from 2005 levels by 2020, rising to 5 million barrels per day.
Petroleum Supply
Discoveries
“All the easy oil and gas in the world has pretty much been found. Now comes the harder work in finding and producing oil from more challenging environments and work areas.”
— William J. Cummings, Exxon-Mobil company spokesman, December 2005
To pump oil, it first needs to be discovered. The peak of world oilfield discoveries occurred in 1965 at around 55 billion barrels per year.
Reserves
Conventional crude oil reserves include all crude oil that is technically possible to produce from reservoirs through a well bore, using primary, secondary, improved, enhanced, or tertiary methods.
Reserves in effect peaked in 1980, when production first surpassed new discoveries, though creative methods of recalculating reserves have made this difficult to establish exactly.
Concerns Over Stated Reserves
“World reserves are confused and in fact inflated. Many of the so-called reserves are in fact resources. They're not delineated, they're not accessible, and they’re not available for production.”
— Sadad I. Al Husseini, former VP of Aramco, presentation to the Oil and Money conference, October 2007
Al-Husseini estimated that 300 billion of the world's 1,200 billion barrels of proved reserves should be re-categorized as speculative resources.
Oil Field Decline
Of the largest 21 fields, at least 9 are in decline. In April, 2006, a Saudi Aramco spokesman admitted that its mature fields are now declining at a rate of 8% per year. This information has been used to argue that Ghawar, which is the largest oil field in the world and responsible for approximately half of Saudi Arabia's oil production over the last 50 years, has peaked. The world's second largest oil field, the Burgan field in Kuwait, entered decline in November 2005.
Pessimistic Predicitions Of Future Oil Production
Saudi Arabia's King Abdullah told his subjects in 1998, "The oil boom is over and will not return... All of us must get used to a different lifestyle." Since then he has implemented a series of corruption reforms and government programs intended to lower Saudi Arabia's dependence on oil revenues. The royal family was put on notice to end its history of excess and new industries were created to diversify the national economy.
Texas oilman T. Boone Pickens stated in 2005 that worldwide conventional oil production was very close to peaking. On June 17, 2008, in testimony before the U.S. Senate Energy and Natural Resources Committee, Pickens stated that "I do believe you have peaked out at 85 million barrels a day globally."
At least one oil company, French supermajor Total S.A., announced plans in 2008 to shift their focus to nuclear energy instead of oil and gas. A Total senior vice president explained that this is because they believe oil production will peak before 2020, and they would like to diversify their position in the energy markets.
Saturday, October 3, 2009
OPEC
Permian Asset Management (Permian Energy) presents this article as part of a series of articles on understanding the energy business. We hope you enjoy this series.
http://www.permianco.com/
The Organization of the Petroleum Exporting Countries, OPEC; is a cartel of twelve countries made up of Algeria, Angola, Ecuador, Iran, Iraq, Kuwait, Libya, Nigeria, Qatar, Saudi Arabia, the United Arab Emirates, and Venezuela. OPEC has maintained its headquarters in Vienna since 1965, and hosts regular meetings among the oil ministers of its Member Countries. Indonesia withdrew its membership in OPEC in 2008 after it became a net importer of oil, but stated it would likely return if it became a net exporter in the world again.
According to its statutes, one of the principal goals is the determination of the best means for safeguarding the cartel's interests, individually and collectively. It also pursues ways and means of ensuring the stabilization of prices in international oil markets with a view to eliminating harmful and unnecessary fluctuations; giving due regard at all times to the interests of the producing nations and to the necessity of securing a steady income to the producing countries; an efficient and regular supply of petroleum to consuming nations, and a fair return on their capital to those investing in the petroleum industry.
OPEC's influence on the market has been widely criticized, since it became effective in determining production and prices. Arab members of OPEC alarmed the developed world and when they used the “oil weapon” during the Yom Kippur War by implementing oil embargoes and initiating the 1973 oil crisis. Although largely political explanations for the timing and extent of the OPEC price increases are also valid, from OPEC’s point of view, these changes were triggered largely by previous unilateral changes in the world financial system and the ensuing period of high inflation in both the developed and developing world. This explanation encompasses OPEC actions both before and after the outbreak of hostilities in October 1973, and concludes that “OPEC countries were only “staying even” by dramatically raising the dollar price of oil.
OPEC decisions have had considerable influence on international oil prices. For example, in the 1973 energy crisis OPEC refused to ship oil to western countries that had supported Israel in the Yom Kippur War or 6 Day War, which they fought against Egypt and Syria. This refusal caused a fourfold increase in the price of oil, which lasted five months, starting on October 17, 1973, and ending on March 18, 1974. OPEC nations then agreed, on January 7, 1975, to raise crude oil prices by 10%. At that time, OPEC nations — including many whom had recently nationalized their oil industries — joined the call for a new international economic order to be initiated by coalitions of primary producers. Concluding the First OPEC Summit in Algiers they called for stable and just commodity prices, an international food and agriculture program, technology transfer from North to South, and the democratization of the economic system. Overall, the evidence suggests that OPEC did act as a cartel, when it adopted output rationing in order to maintain price.
http://www.permianco.com/
The Organization of the Petroleum Exporting Countries, OPEC; is a cartel of twelve countries made up of Algeria, Angola, Ecuador, Iran, Iraq, Kuwait, Libya, Nigeria, Qatar, Saudi Arabia, the United Arab Emirates, and Venezuela. OPEC has maintained its headquarters in Vienna since 1965, and hosts regular meetings among the oil ministers of its Member Countries. Indonesia withdrew its membership in OPEC in 2008 after it became a net importer of oil, but stated it would likely return if it became a net exporter in the world again.
According to its statutes, one of the principal goals is the determination of the best means for safeguarding the cartel's interests, individually and collectively. It also pursues ways and means of ensuring the stabilization of prices in international oil markets with a view to eliminating harmful and unnecessary fluctuations; giving due regard at all times to the interests of the producing nations and to the necessity of securing a steady income to the producing countries; an efficient and regular supply of petroleum to consuming nations, and a fair return on their capital to those investing in the petroleum industry.
OPEC's influence on the market has been widely criticized, since it became effective in determining production and prices. Arab members of OPEC alarmed the developed world and when they used the “oil weapon” during the Yom Kippur War by implementing oil embargoes and initiating the 1973 oil crisis. Although largely political explanations for the timing and extent of the OPEC price increases are also valid, from OPEC’s point of view, these changes were triggered largely by previous unilateral changes in the world financial system and the ensuing period of high inflation in both the developed and developing world. This explanation encompasses OPEC actions both before and after the outbreak of hostilities in October 1973, and concludes that “OPEC countries were only “staying even” by dramatically raising the dollar price of oil.
OPEC decisions have had considerable influence on international oil prices. For example, in the 1973 energy crisis OPEC refused to ship oil to western countries that had supported Israel in the Yom Kippur War or 6 Day War, which they fought against Egypt and Syria. This refusal caused a fourfold increase in the price of oil, which lasted five months, starting on October 17, 1973, and ending on March 18, 1974. OPEC nations then agreed, on January 7, 1975, to raise crude oil prices by 10%. At that time, OPEC nations — including many whom had recently nationalized their oil industries — joined the call for a new international economic order to be initiated by coalitions of primary producers. Concluding the First OPEC Summit in Algiers they called for stable and just commodity prices, an international food and agriculture program, technology transfer from North to South, and the democratization of the economic system. Overall, the evidence suggests that OPEC did act as a cartel, when it adopted output rationing in order to maintain price.
OIL WELLS
Permian Asset Management (Permian Energy) presents this article as part of a series of articles on understanding the energy business. We hope you enjoy this series.
http://www.permianco.com/
Overview
An oil well is a general term for any boring through the earth's surface that is designed to find and produce petroleum oil hydrocarbons. Usually some natural gas is produced along with the oil. A well designed to produce mainly or only gas may be termed a gas well.
History
The earliest known oil wells were drilled in China in 347 CE. They had depths of up to about 800 feet (240 m) and were drilled using bits attached to bamboo poles. The oil was burned to evaporate brine and produce salt. By the 10th century, extensive bamboo pipelines connected oil wells with salt springs. The ancient records of China and Japan are said to contain many allusions to the use of natural gas for lighting and heating. Petroleum was known as burning water in Japan in the 7th century.
The Middle East's petroleum industry was established by the 8th century, when the streets of the newly constructed Baghdad were paved with tar, derived from petroleum that became accessible from natural fields in the region. Petroleum was distilled by the Persian alchemist Muhammad ibn Zakarīya Rāzi (Rhazes) in the 9th century, producing chemicals such as kerosene in the alembic (al-ambiq),[and which was mainly used for kerosene lamps. Arab and Persian chemists also distilled crude oil in order to produce flammable products for military purposes. Through Islamic Spain, distillation became available in Western Europe by the 12th century.
Some sources claim that from the 9th century, oil fields were exploited in the area around modern Baku, Azerbaijan, to produce naphtha for the petroleum industry. These fields were described by Marco Polo in the 13th century, who described the output of those oil wells as hundreds of shiploads. When Marco Polo in 1264 visited the Azerbaijani city of Baku, on the shores of the Caspian Sea, he saw oil being collected from seeps. He wrote that "on the confines toward Geirgine there is a fountain from which oil springs in great abundance, inasmuch as a hundred shiploads might be taken from it at one time."
Shallow pits were dug at the Baku seeps in ancient times to facilitate collecting oil, and hand-dug holes up to 35 meters (115 ft) deep were in use by 1594. These holes were essentially oil wells. Apparently 116 of these wells in 1830 produced 3,840 metric tons (about 28000 barrels) of oil. In 1849, Russian engineer F.N. Semyenov used a cable tool to drill an oil well on the Apsheron Peninsula, ten years before Colonel Drake's famous well in Pennsylvania. Also, offshore drilling started up at Baku at Bibi-Eibat field near the end of the 19th century, about the same time that the first offshore oil well was drilled in 1896 at Summerland field on the California Coast.
The earliest oil wells in modern times were drilled percussively, by hammering a cable tool into the earth. Soon after, cable tools were replaced with rotary drilling, which could drill boreholes to much greater depths and in less time. The record-depth Kola Borehole used non-rotary mud motor drilling to achieve a depth of over 12 000 meters (38,000 ft). Until the 1970s, most oil wells were vertical, although lithological and mechanical imperfections cause most wells to deviate at least slightly from true vertical.
However, modern directional drilling technologies allow for strongly deviated wells which can, given sufficient depth and with the proper tools, actually become horizontal. This is of great value as the reservoir rocks which contain hydrocarbons are usually horizontal, or sub-horizontal; a horizontal wellbore placed in a production zone has more surface area in the production zone than a vertical well, resulting in a higher production rate. The use of deviated and horizontal drilling has also made it possible to reach reservoirs several kilometers or miles away from the drilling location (extended reach drilling), allowing for the production of hydrocarbons located below locations that are either difficult to place a drilling rig on, environmentally sensitive, or populated.
Life of a Well
The creation and life of a well can be divided up into five segments:
• Planning
• Drilling
• Completion
• Production
• Abandonment
Types of Wells
Oil wells come in many varieties. By produced fluid, there can be wells that produce oil, wells that produce oil and natural gas, or wells that only produce natural gas. Natural gas is almost always a byproduct of producing oil, since the small, light gas carbon chains come out of solution as it undergoes pressure reduction from the reservoir to the surface, similar to uncapping a bottle of soda pop where the carbon dioxide effervesces. Unwanted natural gas can be a disposal problem at the well site. If there is not a market for natural gas near the wellhead it is virtually valueless since it must be piped to the end user. Until recently, such unwanted gas was burned off at the wellsite, but due to environmental concerns this practice is becoming less common. Often, unwanted (or 'stranded' gas without a market) gas is pumped back into the reservoir with an 'injection' well for disposal or repressurizing the producing formation.
Another solution is to export the natural gas as a liquid. Gas-to-liquid, (GTL) is a developing technology that converts stranded natural gas into synthetic gasoline, diesel or jet fuel through the Fischer-Tropsch process developed in World War II Germany. Such fuels can be transported through conventional pipelines and tankers to users. Proponents claim GTL fuels burn cleaner than comparable petroleum fuels. Most major international oil companies are in advanced development stages of GTL production, with a world-scale (140,000 bbl/day) GTL plant in Qatar scheduled to come online before 2010. In locations such as the United States with a high natural gas demand, pipelines are constructed to take the gas from the wellsite to the end consumer.
Another obvious way to classify oil wells is by land or offshore wells. There is very little difference in the well itself. An offshore well targets a reservoir that happens to be underneath an ocean. Due to logistics, drilling an offshore well is far more costly than an onshore well. By far the most common type is the onshore well. These wells dot the Southern and Central Great Plains, Southwestern United States, and are the most common wells in the Middle East.
Another way to classify oil wells is by their purpose in contributing to the development of a resource. They can be characterized as:
• production wells are drilled primarily for producing oil or gas, once the producing structure and characteristics are determined
• appraisal wells are used to assess characteristics (such as flow rate) of a proven hydrocarbon accumulation
• exploration wells are drilled purely for exploratory (information gathering) purposes in a new area
• wildcat wells are those drilled outside of and not in the vicinity of known oil or gas fields.
At a producing well site, active wells may be further categorised as:
• oil producers producing predominantly liquid hydrocarbons, but mostly with some associated gas.
• gas producers producing almost entirely gaseous hydrocarbons.
• water injectors injecting water into the formation to maintain reservoir pressure or simply to dispose of water produced with the hydrocarbons because even after treatment, it would be too oily and too saline to be considered clean for dumping overboard, let alone into a fresh water source, in the case of onshore wells. Frequently water injection has an element of reservoir management and produced water disposal.
• aquifer producers intentionally producing reservoir water for re-injection to manage pressure. This is in effect moving reservoir water from where it is not as useful to where it is more useful. These wells will generally only be used if produced water from the oil or gas producers is insufficient for reservoir management purposes. Using aquifer produced water rather than sea water is due to the chemistry.
• gas injectors injecting gas into the reservoir often as a means of disposal or sequestering for later production, but also to maintain reservoir pressure.
http://www.permianco.com/
Overview
An oil well is a general term for any boring through the earth's surface that is designed to find and produce petroleum oil hydrocarbons. Usually some natural gas is produced along with the oil. A well designed to produce mainly or only gas may be termed a gas well.
History
The earliest known oil wells were drilled in China in 347 CE. They had depths of up to about 800 feet (240 m) and were drilled using bits attached to bamboo poles. The oil was burned to evaporate brine and produce salt. By the 10th century, extensive bamboo pipelines connected oil wells with salt springs. The ancient records of China and Japan are said to contain many allusions to the use of natural gas for lighting and heating. Petroleum was known as burning water in Japan in the 7th century.
The Middle East's petroleum industry was established by the 8th century, when the streets of the newly constructed Baghdad were paved with tar, derived from petroleum that became accessible from natural fields in the region. Petroleum was distilled by the Persian alchemist Muhammad ibn Zakarīya Rāzi (Rhazes) in the 9th century, producing chemicals such as kerosene in the alembic (al-ambiq),[and which was mainly used for kerosene lamps. Arab and Persian chemists also distilled crude oil in order to produce flammable products for military purposes. Through Islamic Spain, distillation became available in Western Europe by the 12th century.
Some sources claim that from the 9th century, oil fields were exploited in the area around modern Baku, Azerbaijan, to produce naphtha for the petroleum industry. These fields were described by Marco Polo in the 13th century, who described the output of those oil wells as hundreds of shiploads. When Marco Polo in 1264 visited the Azerbaijani city of Baku, on the shores of the Caspian Sea, he saw oil being collected from seeps. He wrote that "on the confines toward Geirgine there is a fountain from which oil springs in great abundance, inasmuch as a hundred shiploads might be taken from it at one time."
Shallow pits were dug at the Baku seeps in ancient times to facilitate collecting oil, and hand-dug holes up to 35 meters (115 ft) deep were in use by 1594. These holes were essentially oil wells. Apparently 116 of these wells in 1830 produced 3,840 metric tons (about 28000 barrels) of oil. In 1849, Russian engineer F.N. Semyenov used a cable tool to drill an oil well on the Apsheron Peninsula, ten years before Colonel Drake's famous well in Pennsylvania. Also, offshore drilling started up at Baku at Bibi-Eibat field near the end of the 19th century, about the same time that the first offshore oil well was drilled in 1896 at Summerland field on the California Coast.
The earliest oil wells in modern times were drilled percussively, by hammering a cable tool into the earth. Soon after, cable tools were replaced with rotary drilling, which could drill boreholes to much greater depths and in less time. The record-depth Kola Borehole used non-rotary mud motor drilling to achieve a depth of over 12 000 meters (38,000 ft). Until the 1970s, most oil wells were vertical, although lithological and mechanical imperfections cause most wells to deviate at least slightly from true vertical.
However, modern directional drilling technologies allow for strongly deviated wells which can, given sufficient depth and with the proper tools, actually become horizontal. This is of great value as the reservoir rocks which contain hydrocarbons are usually horizontal, or sub-horizontal; a horizontal wellbore placed in a production zone has more surface area in the production zone than a vertical well, resulting in a higher production rate. The use of deviated and horizontal drilling has also made it possible to reach reservoirs several kilometers or miles away from the drilling location (extended reach drilling), allowing for the production of hydrocarbons located below locations that are either difficult to place a drilling rig on, environmentally sensitive, or populated.
Life of a Well
The creation and life of a well can be divided up into five segments:
• Planning
• Drilling
• Completion
• Production
• Abandonment
Types of Wells
Oil wells come in many varieties. By produced fluid, there can be wells that produce oil, wells that produce oil and natural gas, or wells that only produce natural gas. Natural gas is almost always a byproduct of producing oil, since the small, light gas carbon chains come out of solution as it undergoes pressure reduction from the reservoir to the surface, similar to uncapping a bottle of soda pop where the carbon dioxide effervesces. Unwanted natural gas can be a disposal problem at the well site. If there is not a market for natural gas near the wellhead it is virtually valueless since it must be piped to the end user. Until recently, such unwanted gas was burned off at the wellsite, but due to environmental concerns this practice is becoming less common. Often, unwanted (or 'stranded' gas without a market) gas is pumped back into the reservoir with an 'injection' well for disposal or repressurizing the producing formation.
Another solution is to export the natural gas as a liquid. Gas-to-liquid, (GTL) is a developing technology that converts stranded natural gas into synthetic gasoline, diesel or jet fuel through the Fischer-Tropsch process developed in World War II Germany. Such fuels can be transported through conventional pipelines and tankers to users. Proponents claim GTL fuels burn cleaner than comparable petroleum fuels. Most major international oil companies are in advanced development stages of GTL production, with a world-scale (140,000 bbl/day) GTL plant in Qatar scheduled to come online before 2010. In locations such as the United States with a high natural gas demand, pipelines are constructed to take the gas from the wellsite to the end consumer.
Another obvious way to classify oil wells is by land or offshore wells. There is very little difference in the well itself. An offshore well targets a reservoir that happens to be underneath an ocean. Due to logistics, drilling an offshore well is far more costly than an onshore well. By far the most common type is the onshore well. These wells dot the Southern and Central Great Plains, Southwestern United States, and are the most common wells in the Middle East.
Another way to classify oil wells is by their purpose in contributing to the development of a resource. They can be characterized as:
• production wells are drilled primarily for producing oil or gas, once the producing structure and characteristics are determined
• appraisal wells are used to assess characteristics (such as flow rate) of a proven hydrocarbon accumulation
• exploration wells are drilled purely for exploratory (information gathering) purposes in a new area
• wildcat wells are those drilled outside of and not in the vicinity of known oil or gas fields.
At a producing well site, active wells may be further categorised as:
• oil producers producing predominantly liquid hydrocarbons, but mostly with some associated gas.
• gas producers producing almost entirely gaseous hydrocarbons.
• water injectors injecting water into the formation to maintain reservoir pressure or simply to dispose of water produced with the hydrocarbons because even after treatment, it would be too oily and too saline to be considered clean for dumping overboard, let alone into a fresh water source, in the case of onshore wells. Frequently water injection has an element of reservoir management and produced water disposal.
• aquifer producers intentionally producing reservoir water for re-injection to manage pressure. This is in effect moving reservoir water from where it is not as useful to where it is more useful. These wells will generally only be used if produced water from the oil or gas producers is insufficient for reservoir management purposes. Using aquifer produced water rather than sea water is due to the chemistry.
• gas injectors injecting gas into the reservoir often as a means of disposal or sequestering for later production, but also to maintain reservoir pressure.
OIL REFINERY
Permian Asset Management (Permian Energy) presents this article as part of a series of articles on understanding the energy business. We hope you enjoy this series.
http://www.permianco.com/
Overview
An oil refinery is an industrial process plant where crude oil is processed and refined into more useful petroleum products, such as gasoline, diesel fuel, asphalt base, heating oil, kerosene, and liquefied petroleum gas. Oil refineries are typically large sprawling industrial complexes with extensive piping running throughout, carrying streams of fluids between large chemical processing units.
Operation
Raw or unprocessed crude oil is not generally useful. Although "light, sweet" (low viscosity, low sulfur) crude oil has been used directly as a burner fuel for steam vessel propulsion, the lighter elements form explosive vapors in the fuel tanks and are therefore hazardous, especially in warships. Instead, the hundreds of different hydrocarbon molecules in crude oil are separated in a refinery into components which can be used as fuels, lubricants, and as feedstock in petrochemical processes that manufacture such products as plastics, detergents, solvents, elastomers and fibers such as nylon and polyesters.
Petroleum fossil fuels are burned in internal combustion engines to provide power for ships, automobiles, aircraft engines, lawn mowers, chainsaws, and other machines. Different boiling points allow the hydrocarbons to be separated by distillation. Since the lighter liquid products are in great demand for use in internal combustion engines, a modern refinery will convert heavy hydrocarbons and lighter gaseous elements into these higher value products.
Oil can be used in a variety of ways because it contains hydrocarbons of varying molecular masses, forms and lengths such as paraffins, aromatics, naphthenes (or cycloalkanes), alkenes, dienes, and alkynes. While the molecules in crude oil include different atoms such as sulfur and nitrogen, the hydrocarbons are the most common form of molecules, which are molecules of varying lengths and complexity made of hydrogen and carbon atoms, and a small number of oxygen atoms. The differences in the structure of these molecules account for their varying physical and chemical properties, and it is this variety that makes crude oil useful in a broad range of applications.
Once separated and purified of any contaminants and impurities, the fuel or lubricant can be sold without further processing. Smaller molecules such as isobutane and propylene or butylenes can be recombined to meet specific octane requirements by processes such as alkylation, or less commonly, dimerization. Octane grade of gasoline can also be improved by catalytic reforming, which involves removing hydrogen from hydrocarbons producing compounds with higher octane ratings such as aromatics. Intermediate products such as gasoils can even be reprocessed to break a heavy, long-chained oil into a lighter short-chained one, by various forms of cracking such as fluid catalytic cracking, thermal cracking, and hydrocracking. The final step in gasoline production is the blending of fuels with different octane ratings, vapor pressures, and other properties to meet product specifications.
Oil refineries are large scale plants, processing about a hundred thousand to several hundred thousand barrels of crude oil a day. Because of the high capacity, many of the units operate continuously, as opposed to processing in batches, at steady state or nearly steady state for months to years. The high capacity also makes process optimization and advanced process control very desirable.
Major Products
Petroleum products are usually grouped into three categories: light distillates (LPG, gasoline, naphtha), middle distillates (kerosene, diesel), heavy distillates and residuum (heavy fuel oil, lubricating oils, wax, tar). This classification is based on the way crude oil is distilled and separated into fractions (called distillates and residuum).
• Liquid petroleum gas (LPG)
• Gasoline (also known as petrol)
• Naphtha
• Kerosene and related jet aircraft fuels
• Diesel fuel
• Fuel oils
• Lubricating oils
• Paraffin wax
• Asphalt and Tar
• Petroleum coke
Common Process Units Found In A Refinery
The number and nature of the process units in a refinery determine its complexity index.
• Desalter unit washes out salt from the crude oil before it enters the atmospheric distillation unit.
• Atmospheric Distillation unit distills crude oil into fractions. See Continuous distillation.
• Vacuum Distillation unit further distills residual bottoms after atmospheric distillation.
• Naphtha Hydrotreater unit uses hydrogen to desulfurize naphtha from atmospheric distillation. Must hydrotreat the naphtha before sending to a Catalytic Reformer unit.
• Catalytic Reformer unit is used to convert the naphtha-boiling range molecules into higher octane reformate (reformer product). The reformate has higher content of aromatics and cyclic hydrocarbons). An important byproduct of a reformer is hydrogen released during the catalyst reaction. The hydrogen is used either in the hydrotreaters or the hydrocracker.
• Distillate Hydrotreater unit desulfurizes distillates (such as diesel) after atmospheric distillation.
• Fluid Catalytic Cracker (FCC) unit upgrades heavier fractions into lighter, more valuable products.
• Hydrocracker unit uses hydrogen to upgrade heavier fractions into lighter, more valuable products.
• Visbreaking unit upgrades heavy residual oils by thermally cracking them into lighter, more valuable reduced viscosity products.
• Merox unit treats LPG, kerosene or jet fuel by oxidizing mercaptans to organic disulfides.
• Coking units (delayed coking, fluid coker, and flexicoker) process very heavy residual oils into gasoline and diesel fuel, leaving petroleum coke as a residual product.
• Alkylation unit produces high-octane component for gasoline blending.
• Dimerization unit converts olefins into higher-octane gasoline blending components. For example, butenes can be dimerized into isooctene which may subsequently be hydrogenated to form isooctane. There are also other uses for dimerization.
• Isomerization unit converts linear molecules to higher-octane branched molecules for blending into gasoline or feed to alkylation units.
• Steam reforming unit produces hydrogen for the hydrotreaters or hydrocracker.
• Liquified gas storage units for propane and similar gaseous fuels at pressure sufficient to maintain in liquid form. These are usually spherical vessels or bullets (horizontal vessels with rounded ends.
• Storage tanks for crude oil and finished products, usually cylindrical, with some sort of vapor emission control and surrounded by an earthen berm to contain spills.
• Amine gas treater, Claus unit, and tail gas treatment for converting hydrogen sulfide from hydrodesulfurization into elemental sulfur.
• Utility units such as cooling towers for circulating cooling water, boiler plants for steam generation, instrument air systems for pneumatically operated control valves and an electrical substation.
• Wastewater collection and treating systems consisting of API separators, dissolved air flotation (DAF) units and some type of further treatment (such as an activated sludge biotreater) to make such water suitable for reuse or for disposal.
• Solvent refining units use solvent such as cresol or furfural to remove unwanted, mainly asphaltenic materials from lubricating oil stock (or diesel stock).
• Solvent dewaxing units remove the heavy waxy constituents petrolatum from vacuum distillation products.
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Overview
An oil refinery is an industrial process plant where crude oil is processed and refined into more useful petroleum products, such as gasoline, diesel fuel, asphalt base, heating oil, kerosene, and liquefied petroleum gas. Oil refineries are typically large sprawling industrial complexes with extensive piping running throughout, carrying streams of fluids between large chemical processing units.
Operation
Raw or unprocessed crude oil is not generally useful. Although "light, sweet" (low viscosity, low sulfur) crude oil has been used directly as a burner fuel for steam vessel propulsion, the lighter elements form explosive vapors in the fuel tanks and are therefore hazardous, especially in warships. Instead, the hundreds of different hydrocarbon molecules in crude oil are separated in a refinery into components which can be used as fuels, lubricants, and as feedstock in petrochemical processes that manufacture such products as plastics, detergents, solvents, elastomers and fibers such as nylon and polyesters.
Petroleum fossil fuels are burned in internal combustion engines to provide power for ships, automobiles, aircraft engines, lawn mowers, chainsaws, and other machines. Different boiling points allow the hydrocarbons to be separated by distillation. Since the lighter liquid products are in great demand for use in internal combustion engines, a modern refinery will convert heavy hydrocarbons and lighter gaseous elements into these higher value products.
Oil can be used in a variety of ways because it contains hydrocarbons of varying molecular masses, forms and lengths such as paraffins, aromatics, naphthenes (or cycloalkanes), alkenes, dienes, and alkynes. While the molecules in crude oil include different atoms such as sulfur and nitrogen, the hydrocarbons are the most common form of molecules, which are molecules of varying lengths and complexity made of hydrogen and carbon atoms, and a small number of oxygen atoms. The differences in the structure of these molecules account for their varying physical and chemical properties, and it is this variety that makes crude oil useful in a broad range of applications.
Once separated and purified of any contaminants and impurities, the fuel or lubricant can be sold without further processing. Smaller molecules such as isobutane and propylene or butylenes can be recombined to meet specific octane requirements by processes such as alkylation, or less commonly, dimerization. Octane grade of gasoline can also be improved by catalytic reforming, which involves removing hydrogen from hydrocarbons producing compounds with higher octane ratings such as aromatics. Intermediate products such as gasoils can even be reprocessed to break a heavy, long-chained oil into a lighter short-chained one, by various forms of cracking such as fluid catalytic cracking, thermal cracking, and hydrocracking. The final step in gasoline production is the blending of fuels with different octane ratings, vapor pressures, and other properties to meet product specifications.
Oil refineries are large scale plants, processing about a hundred thousand to several hundred thousand barrels of crude oil a day. Because of the high capacity, many of the units operate continuously, as opposed to processing in batches, at steady state or nearly steady state for months to years. The high capacity also makes process optimization and advanced process control very desirable.
Major Products
Petroleum products are usually grouped into three categories: light distillates (LPG, gasoline, naphtha), middle distillates (kerosene, diesel), heavy distillates and residuum (heavy fuel oil, lubricating oils, wax, tar). This classification is based on the way crude oil is distilled and separated into fractions (called distillates and residuum).
• Liquid petroleum gas (LPG)
• Gasoline (also known as petrol)
• Naphtha
• Kerosene and related jet aircraft fuels
• Diesel fuel
• Fuel oils
• Lubricating oils
• Paraffin wax
• Asphalt and Tar
• Petroleum coke
Common Process Units Found In A Refinery
The number and nature of the process units in a refinery determine its complexity index.
• Desalter unit washes out salt from the crude oil before it enters the atmospheric distillation unit.
• Atmospheric Distillation unit distills crude oil into fractions. See Continuous distillation.
• Vacuum Distillation unit further distills residual bottoms after atmospheric distillation.
• Naphtha Hydrotreater unit uses hydrogen to desulfurize naphtha from atmospheric distillation. Must hydrotreat the naphtha before sending to a Catalytic Reformer unit.
• Catalytic Reformer unit is used to convert the naphtha-boiling range molecules into higher octane reformate (reformer product). The reformate has higher content of aromatics and cyclic hydrocarbons). An important byproduct of a reformer is hydrogen released during the catalyst reaction. The hydrogen is used either in the hydrotreaters or the hydrocracker.
• Distillate Hydrotreater unit desulfurizes distillates (such as diesel) after atmospheric distillation.
• Fluid Catalytic Cracker (FCC) unit upgrades heavier fractions into lighter, more valuable products.
• Hydrocracker unit uses hydrogen to upgrade heavier fractions into lighter, more valuable products.
• Visbreaking unit upgrades heavy residual oils by thermally cracking them into lighter, more valuable reduced viscosity products.
• Merox unit treats LPG, kerosene or jet fuel by oxidizing mercaptans to organic disulfides.
• Coking units (delayed coking, fluid coker, and flexicoker) process very heavy residual oils into gasoline and diesel fuel, leaving petroleum coke as a residual product.
• Alkylation unit produces high-octane component for gasoline blending.
• Dimerization unit converts olefins into higher-octane gasoline blending components. For example, butenes can be dimerized into isooctene which may subsequently be hydrogenated to form isooctane. There are also other uses for dimerization.
• Isomerization unit converts linear molecules to higher-octane branched molecules for blending into gasoline or feed to alkylation units.
• Steam reforming unit produces hydrogen for the hydrotreaters or hydrocracker.
• Liquified gas storage units for propane and similar gaseous fuels at pressure sufficient to maintain in liquid form. These are usually spherical vessels or bullets (horizontal vessels with rounded ends.
• Storage tanks for crude oil and finished products, usually cylindrical, with some sort of vapor emission control and surrounded by an earthen berm to contain spills.
• Amine gas treater, Claus unit, and tail gas treatment for converting hydrogen sulfide from hydrodesulfurization into elemental sulfur.
• Utility units such as cooling towers for circulating cooling water, boiler plants for steam generation, instrument air systems for pneumatically operated control valves and an electrical substation.
• Wastewater collection and treating systems consisting of API separators, dissolved air flotation (DAF) units and some type of further treatment (such as an activated sludge biotreater) to make such water suitable for reuse or for disposal.
• Solvent refining units use solvent such as cresol or furfural to remove unwanted, mainly asphaltenic materials from lubricating oil stock (or diesel stock).
• Solvent dewaxing units remove the heavy waxy constituents petrolatum from vacuum distillation products.
EVANS ENERGY E2
Evans Energy E2 is an independent energy exploration, drilling and operating company specializing in oil and gas exploration. Our operations were founded two decades ago by Mr. S. Lavon Evans, Jr. in Mississippi and have grown to include Alabama, Louisiana and Texas. Our slogan, "Success From Positive Energy," is typical of our determination to succeed and our attitude to build on experience. Utilizing our own Drilling Rigs, Evans Energy retains more project control and can better respond to adverse conditions and circumstances that often plague the typical drilling project.
As a child Lavon Evans was greatly influenced by his grandfather who taught him the value of hard work and respect for everyone. Lavon's grandfather owned a small country store that became the foundation of Lavon's entrepreneurial spirit and work ethic. Evans Energy is today the result of that development of work, pride and fair play.
Our Goals
Evans Energy knows success is a team effort and not merely a cliché. The Evans team is always focused on the prize of a successful well and a financially successful operation. With over 400 commercial wells under our belt, we have succeeded in establishing processes that are proven and profitable. Evans Energy will continue to leverage past successes in order to develop new opportunities in all areas of the company's services which include exploration, operation and "contract" drilling.
Our Strategy
Evans Energy utilizes our years of drilling and operating experience to intelligently select those prospects with the most potential for commercial success. Evans Energy is continuously reviewing and streamlining all areas of the company with the objective of increasing efficiencies and enhancing profitability in oil and gas exploration and production.
• Increase Proven Domestic Reserves
Evans Energy is focused on increasing proven domestic reserves by exploring new fields and revisiting previously drilled fields with advanced technology that has proven effective in restoring or enhancing existing production. Creativity, ingenuity, experience and just plain hard work can always be used in the "oil patch" and these attributes are never in short supply at Evans Energy.
• Oil and Gas Investments
Oil and gas speculations have captured the focus of the investment market. This is because all sectors of business are deeply affected by the price and availability of fossil fuels. Oil and Gas investments have performed well over the past several years as commodity prices continue in a steady overall uptrend, and the projected growth rate of nations such as China and India indicate a continuation of this trend. In fact, growing concerns about increasing energy demands from developing nations are causing many nations to seek more energy independence.
• Complex Energy Market
In this complex energy market, Evans Energy is consistently developing oil and gas prospects that have a solid geological foundation and risk/reward profile. We work closely with industry experts to evaluate our projects from every angle. With our team's ingenuity and the advantage of new technological innovations, we are developing maximum leverage for the recovery of domestic oil and gas reserves.
• Oil and Gas Investments
Oil and gas speculations have captured the focus of the investment market. This is because all sectors of business are deeply affected by the price and availability of fossil fuels. Oil and Gas investments have performed well over the past several years as commodity prices continue in a steady overall uptrend, and the projected growth rate of nations such as China and India indicate a continuation of this trend. In fact, growing concerns about increasing energy demands from developing nations are causing many nations to seek more energy independence.
• Complex Energy Market
In this complex energy market, Evans Energy is consistently developing oil and gas prospects that have a solid geological foundation and risk/reward profile. We work closely with industry experts to evaluate our projects from every angle. With our team's ingenuity and the advantage of new technological innovations, we are developing maximum leverage for the recovery of domestic oil and gas reserves.
Permian Asset Management (Permian Energy) is honoured to have Evans Energy E2 as an industry partner.
http://evansenergyonline.com/
http://permianco.com
As a child Lavon Evans was greatly influenced by his grandfather who taught him the value of hard work and respect for everyone. Lavon's grandfather owned a small country store that became the foundation of Lavon's entrepreneurial spirit and work ethic. Evans Energy is today the result of that development of work, pride and fair play.
Our Goals
Evans Energy knows success is a team effort and not merely a cliché. The Evans team is always focused on the prize of a successful well and a financially successful operation. With over 400 commercial wells under our belt, we have succeeded in establishing processes that are proven and profitable. Evans Energy will continue to leverage past successes in order to develop new opportunities in all areas of the company's services which include exploration, operation and "contract" drilling.
Our Strategy
Evans Energy utilizes our years of drilling and operating experience to intelligently select those prospects with the most potential for commercial success. Evans Energy is continuously reviewing and streamlining all areas of the company with the objective of increasing efficiencies and enhancing profitability in oil and gas exploration and production.
• Increase Proven Domestic Reserves
Evans Energy is focused on increasing proven domestic reserves by exploring new fields and revisiting previously drilled fields with advanced technology that has proven effective in restoring or enhancing existing production. Creativity, ingenuity, experience and just plain hard work can always be used in the "oil patch" and these attributes are never in short supply at Evans Energy.
• Oil and Gas Investments
Oil and gas speculations have captured the focus of the investment market. This is because all sectors of business are deeply affected by the price and availability of fossil fuels. Oil and Gas investments have performed well over the past several years as commodity prices continue in a steady overall uptrend, and the projected growth rate of nations such as China and India indicate a continuation of this trend. In fact, growing concerns about increasing energy demands from developing nations are causing many nations to seek more energy independence.
• Complex Energy Market
In this complex energy market, Evans Energy is consistently developing oil and gas prospects that have a solid geological foundation and risk/reward profile. We work closely with industry experts to evaluate our projects from every angle. With our team's ingenuity and the advantage of new technological innovations, we are developing maximum leverage for the recovery of domestic oil and gas reserves.
• Oil and Gas Investments
Oil and gas speculations have captured the focus of the investment market. This is because all sectors of business are deeply affected by the price and availability of fossil fuels. Oil and Gas investments have performed well over the past several years as commodity prices continue in a steady overall uptrend, and the projected growth rate of nations such as China and India indicate a continuation of this trend. In fact, growing concerns about increasing energy demands from developing nations are causing many nations to seek more energy independence.
• Complex Energy Market
In this complex energy market, Evans Energy is consistently developing oil and gas prospects that have a solid geological foundation and risk/reward profile. We work closely with industry experts to evaluate our projects from every angle. With our team's ingenuity and the advantage of new technological innovations, we are developing maximum leverage for the recovery of domestic oil and gas reserves.
Permian Asset Management (Permian Energy) is honoured to have Evans Energy E2 as an industry partner.
http://evansenergyonline.com/
http://permianco.com
ENERMAX SURPASSES MAJOR MILESTONE
Permian Asset Management (Permian Energy) is very excited that our industry partner, EnerMax, Inc., the Texas-based oil and gas exploration company, announced that it had surpassed a major milestone, hitting the 1 million barrel mark in barrels of oil (BO) and barrels of oil equivalent (BOE) produced. Using advanced recovery techniques and effective resource management, EnerMax has increased the performance of its holdings to 1,100 BOE in daily production, with cumulative production now approximately 1,055,000 BOE.
The rapidly growing company, which marked its 8 year anniversary this year, expects production to rise by 200% over the next 12 months. "The supply squeeze we're seeing in the market right now is a surprise to many people, but we've been increasing our investments in new oil projects in terms of acreage, seismic acquisition and prospect generation over the past several years. We're ready," said Bret Boteler, founder and president of EnerMax. "Many companies are just beginning to react to market signals. They're running to catch up and get in the game. We've already laid the groundwork to rapidly grow our company without compromising the quality of our performance."
"Reaching a million barrels marked our entry into a new phase of operations. We're ready to capitalize on market trends while making a significant contribution to domestic energy production," he added.
Current activities are focused on utilizing two recently developed proprietary filtering processes to boost results in the Permian Basin - an area that accounts for approximately 20% of all U.S. production - and central west Texas. To date, EnerMax's most prominent filtering process has resulted in an 80 percent success rate in locating commercially productive oil and gas reservoirs. Roughly 13,000 acres held by EnerMax are scheduled for exploration and development in the next 4 years.
About EnerMax:
EnerMax, Inc. is a petroleum exploration company that has been aggressively pursuing technology driven oil and gas projects since 2001. Known for it's strategic and efficient operations, EnerMax has been featured by Norman Schwarzkopf's "World Business Review," Platinum Television Group's "Pulse on America," and "U.S. Business Review," a national publication.
http://www.enermaxinc.com/
http://permianco.com
The rapidly growing company, which marked its 8 year anniversary this year, expects production to rise by 200% over the next 12 months. "The supply squeeze we're seeing in the market right now is a surprise to many people, but we've been increasing our investments in new oil projects in terms of acreage, seismic acquisition and prospect generation over the past several years. We're ready," said Bret Boteler, founder and president of EnerMax. "Many companies are just beginning to react to market signals. They're running to catch up and get in the game. We've already laid the groundwork to rapidly grow our company without compromising the quality of our performance."
"Reaching a million barrels marked our entry into a new phase of operations. We're ready to capitalize on market trends while making a significant contribution to domestic energy production," he added.
Current activities are focused on utilizing two recently developed proprietary filtering processes to boost results in the Permian Basin - an area that accounts for approximately 20% of all U.S. production - and central west Texas. To date, EnerMax's most prominent filtering process has resulted in an 80 percent success rate in locating commercially productive oil and gas reservoirs. Roughly 13,000 acres held by EnerMax are scheduled for exploration and development in the next 4 years.
About EnerMax:
EnerMax, Inc. is a petroleum exploration company that has been aggressively pursuing technology driven oil and gas projects since 2001. Known for it's strategic and efficient operations, EnerMax has been featured by Norman Schwarzkopf's "World Business Review," Platinum Television Group's "Pulse on America," and "U.S. Business Review," a national publication.
http://www.enermaxinc.com/
http://permianco.com
ENERMAX, INC.
EnerMax, Inc. is an independent Texas oil and natural gas company specializing in the exploration and development of fossil fuel reserves. Our operations are focused on the petroleum rich regions of Texas and Louisiana. Our motto, "Exploring today for a better tomorrow," is more than just a tagline. It is our mission. We strive to increase proven domestic reserves, and we do this by exploring new fields and revisiting previously drilled areas to discover them anew with advanced technology.
Texas oil drilling is an historical endeavor - a necessary endeavor which we are proud to pursue. EnerMax is steeped in the culture of the Old West and the historical pursuit of one of the world's most important natural resources. Every step of our operations, from oil drilling to recovery, is handled by experts who respect this world-renowned Texas tradition.
Oil and gas speculations have captured the focus of the investment market. This is because all sectors of business are deeply affected by the price and availability of fossil fuels. Oil and gas investments have performed well over the past several years as commodity prices continue in a steady overall uptrend, and the projected growth rate of nations such as China and India indicate a continuation of this trend. In fact, growing concerns about increasing energy demands from developing nations are causing many nations to seek more energy independence.
In this complex energy market, EnerMax is consistently developing oil and gas prospects that have a solid geological foundation and risk/reward profile. We have assembled a team of recognized experts to evaluate our projects from every angle. With our team's ingenuity and the advantage of new technological innovations, we are developing maximum leverage for the recovery of domestic oil and gas reserves.
Mission Statement
"Exploring today for a better tomorrow."
Company History
In 2001, Bret Boteler founded EnerMax, Inc. with a desire to set a new standard of quality for independent Texas oil and gas producers. Bret believed that communicating openly and frequently with his partners provided a better way of doing business. The partners agreed, and their support encouraged EnerMax to seek larger, more rewarding projects. As the company grew, Bret recruited talented, committed employees by creating a company profit sharing program that directly ties each employee to the success of each drilling project. As a result of his strategy, EnerMax has become an industry leader in Texas oil exploration, drilling and development.
EnerMax began by offering its partners the opportunity to participate in projects sponsored by its industry partners. This approach was well-received. However, in response to its partners' desires for more "direct-cost" projects, EnerMax began to explore in-house prospect generation.
Today, EnerMax has operations in Texas and Louisiana. Although future acquisitions are projected, our current holdings will provide us with enough prospects to drill consistently over the next 7-10 years. At EnerMax, we remain committed to our original vision and dedication to quality as we forge ahead to even greater success.
Guiding Principles
Family
We treat our partners and employees as family. Our family is important to us and each member receives the respect and attention they deserve. We work diligently to ensure that our partners receive value from all that we do. We invite into our family only intelligent, motivated and ethical employees who pursue excellence and growth. We provide tools and resources for each to grow both personally and professionally and we celebrate each person's success by rewarding them for their results.
Integrity
We conduct our daily lives always mindful to treat others as we wish to be treated. Each member of our family understands the importance of conducting themselves in accordance with the highest moral and ethical standards possible at work, at home and in our community.
Communication
We demand of ourselves the open and honest communication of our actions and intentions that all our partners deserve. We strive to foster an atmosphere of openness, accessibility, responsiveness and accountability in all of our communication throughout the organization.
Foresight
We commit ourselves to strengthening the value of our partners' holdings. To accomplish this, we react quickly to trends within the industry and strategically position ourselves to take advantage of new business opportunities. By investing alongside our partners, we also ensure that our focus is continually on the most profitable means of exploration, development, and recovery.
President – Bret Boteler
Bret Boteler, founder and President of EnerMax, Inc., has a diverse background in oil & gas exploration and development as well as other business activities. Mr. Boteler graduated from Southwest Texas State University with a BBA in Management. While there he participated in a Cooperative Education Program with General Dynamics, a major defense contractor based in Fort Worth, Texas. After graduating, Bret worked there for five years as a purchaser of high performance electronics for the F-16 Fighter. From 1991 to 1995, he worked for a local oil and gas firm that was involved in drilling vertical, horizontal and offshore wells. From 1996 to 1998, Bret served as Vice President of Client Relations for TBX Resources, a publicly traded oil and gas company specializing in production acquisition. In 1999, he founded Ghivit.com, Inc., a Dallas based company specializing in prepaid fuel and gift cards. In 2003, Ghivit.com was sold to a prominent Chicago-based company that dominates the prepaid fuel card industry. In 2001, Bret founded EnerMax, Inc. to capitalize on the growing demand for natural resources. Since then, he has been responsible for directing the company to develop two proprietary filtering processes which locate major oil deposits which were previously undetected by older technologies.
http://www.enermaxinc.com/
Permian Asset Management (Permian Energy) is proud to have EnerMax, Inc. is an industry partner.
http://permianco.com
Texas oil drilling is an historical endeavor - a necessary endeavor which we are proud to pursue. EnerMax is steeped in the culture of the Old West and the historical pursuit of one of the world's most important natural resources. Every step of our operations, from oil drilling to recovery, is handled by experts who respect this world-renowned Texas tradition.
Oil and gas speculations have captured the focus of the investment market. This is because all sectors of business are deeply affected by the price and availability of fossil fuels. Oil and gas investments have performed well over the past several years as commodity prices continue in a steady overall uptrend, and the projected growth rate of nations such as China and India indicate a continuation of this trend. In fact, growing concerns about increasing energy demands from developing nations are causing many nations to seek more energy independence.
In this complex energy market, EnerMax is consistently developing oil and gas prospects that have a solid geological foundation and risk/reward profile. We have assembled a team of recognized experts to evaluate our projects from every angle. With our team's ingenuity and the advantage of new technological innovations, we are developing maximum leverage for the recovery of domestic oil and gas reserves.
Mission Statement
"Exploring today for a better tomorrow."
Company History
In 2001, Bret Boteler founded EnerMax, Inc. with a desire to set a new standard of quality for independent Texas oil and gas producers. Bret believed that communicating openly and frequently with his partners provided a better way of doing business. The partners agreed, and their support encouraged EnerMax to seek larger, more rewarding projects. As the company grew, Bret recruited talented, committed employees by creating a company profit sharing program that directly ties each employee to the success of each drilling project. As a result of his strategy, EnerMax has become an industry leader in Texas oil exploration, drilling and development.
EnerMax began by offering its partners the opportunity to participate in projects sponsored by its industry partners. This approach was well-received. However, in response to its partners' desires for more "direct-cost" projects, EnerMax began to explore in-house prospect generation.
Today, EnerMax has operations in Texas and Louisiana. Although future acquisitions are projected, our current holdings will provide us with enough prospects to drill consistently over the next 7-10 years. At EnerMax, we remain committed to our original vision and dedication to quality as we forge ahead to even greater success.
Guiding Principles
Family
We treat our partners and employees as family. Our family is important to us and each member receives the respect and attention they deserve. We work diligently to ensure that our partners receive value from all that we do. We invite into our family only intelligent, motivated and ethical employees who pursue excellence and growth. We provide tools and resources for each to grow both personally and professionally and we celebrate each person's success by rewarding them for their results.
Integrity
We conduct our daily lives always mindful to treat others as we wish to be treated. Each member of our family understands the importance of conducting themselves in accordance with the highest moral and ethical standards possible at work, at home and in our community.
Communication
We demand of ourselves the open and honest communication of our actions and intentions that all our partners deserve. We strive to foster an atmosphere of openness, accessibility, responsiveness and accountability in all of our communication throughout the organization.
Foresight
We commit ourselves to strengthening the value of our partners' holdings. To accomplish this, we react quickly to trends within the industry and strategically position ourselves to take advantage of new business opportunities. By investing alongside our partners, we also ensure that our focus is continually on the most profitable means of exploration, development, and recovery.
President – Bret Boteler
Bret Boteler, founder and President of EnerMax, Inc., has a diverse background in oil & gas exploration and development as well as other business activities. Mr. Boteler graduated from Southwest Texas State University with a BBA in Management. While there he participated in a Cooperative Education Program with General Dynamics, a major defense contractor based in Fort Worth, Texas. After graduating, Bret worked there for five years as a purchaser of high performance electronics for the F-16 Fighter. From 1991 to 1995, he worked for a local oil and gas firm that was involved in drilling vertical, horizontal and offshore wells. From 1996 to 1998, Bret served as Vice President of Client Relations for TBX Resources, a publicly traded oil and gas company specializing in production acquisition. In 1999, he founded Ghivit.com, Inc., a Dallas based company specializing in prepaid fuel and gift cards. In 2003, Ghivit.com was sold to a prominent Chicago-based company that dominates the prepaid fuel card industry. In 2001, Bret founded EnerMax, Inc. to capitalize on the growing demand for natural resources. Since then, he has been responsible for directing the company to develop two proprietary filtering processes which locate major oil deposits which were previously undetected by older technologies.
http://www.enermaxinc.com/
Permian Asset Management (Permian Energy) is proud to have EnerMax, Inc. is an industry partner.
http://permianco.com
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