Oer
   

Home

About us

Industry Reports

Market Watch

Advertise

Contact Us

7 November 2002
   Print this page

  

 

Archives    

 

SPECIAL REPORT

 


Highest Quality Standards
OER reviews what makes Omani crude oil so competitive in the international market

1967 - On July 27, the Mosprince – a 83,000-tonne tanker built only the previous year in Japan for the Mosvold Shipping Company of Norway – arrived off the coast of the Sultanate of Oman to load a cargo of crude oil. According to the bill of lading dated August 8, 1967, the cargo consisted of 543,800 barrels of net clean oil of API* gravity 33.2 degrees, valued at US$1.42 a barrel. Distinguishing that oil was not its volume, purity, density or price, but its provenance, for it was the first oil ever exported from Oman.

Four decades have passed since. Omani crude oil continues to command great demand in the international market (see graph – Oman Crude Export Destinations 2006). But it has not always been easy to meet the demand particularly in recent years. John Malcolm, PDO managing director, explains: “We produce from 3,750 wells in 120 fields, operate 16,000 km of pipelines and run numerous oil-processing plants. Last year, we contracted 36 drilling rigs to sink 249 wells. That is more new wells drilled than by any other Middle East national oil company. And there are literally many more layers of complexity under the surface: Oman’s geology is exceptionally complex.”

 


Production process
Oil is forced to the surface using the natural pressures underground, through pumps on the surface or submerged in the well, and also by injecting water or gas to artificially increase pressure in the reservoir. Often what comes to the surface is a mixture of oil, water and gas, and this is collected and separated in oil production stations. The water is either used for re-injection into the field or disposed of, while the gas is a valuable commodity in its own right, and is mostly transported away for sale unless it is needed for injection into the reservoir. Once the water and gas have been removed, the remaining crude oil is pumped from the production station into pipelines for transportation and commingling in the main oil line. The main oil line is the backbone of Oman’s oil production, stretching 1,600 km from Marmul in the south to Muscat in the north. The resulting mixture – known as Oman Export Blend Crude – is collected at PDO’s Mina al Fahal terminal. The terminal has 10 storage tanks with a capacity of nearly five million barrels and three single-buoy mooring units, through which the tankers receive their liquid cargo.

Mina al Fahal bay is one of the region’s few deepwater ports for oil tankers, so the ships usually arrive partly filled, then top up with Omani crude before setting off for their final destinations. The remainder of Oman’s oil meets the needs of the domestic market, for which its final destination are the refineries at Mina Al Fahal or Sohar. At the refinery, crude oil is turned into gasoline and fuel oil. Refined oil is also used as the base material for plastics and chemicals. Nothing is wasted – even the heavy residue from refining is used as bitumen, which gives a solid foundation to the roads we drive on.


Quality standards
The Omani government’s policy is to ensure that the oil has a minimum average API of 34 degrees. In addition, before the oil is loaded onto tankers, it must meet certain other technical specifications with respect to its acidity and its water, salt and sulphur content. Crude oil is commercially defined as “sweet”, if the total sulphur content is 0.5 per cent or less by weight and “sour**” if this is more. Oman crude is classified as sour oil.

PDO and the other oil producers in Oman, all of whom put their oil into PDO’s main oil line, ensure that their contributions meet agreed quality specifications. The quality and quantity at each input mode is measured and the data are transmitted in “real time” to PDO.


*API gravity: An arbitrary scale of degrees, named after the American Petroleum Institute, by which a crude oil’s specific gravity (its density relative to water) is measured. The larger the API degree, the lighter the oil and the higher its value.

**Sour Crude: Crude oil containing more than 2.5 per cent sulphur (by weight).
 

Top^
 




June  - 2007

Cover Story
MSM hots up
Omani companies are lining up to raise RO400 million from the securities market in the coming months. With the MSM index crossing the 6k mark in May, the market in Oman is unlikely to be the same again. P Aneel Kumar finds out what makes the MSM attractive for companies as well as investors, and looks at the companies planning to come up with fresh offerings
Other Headlines
‘500 properties sold at The Wave’
Nick Smith, CEO, The Wave, gives an update on the progress made by the US$2 billion beachfront tourism and residential project in a chat with Akshay Bhatnagar
Kempinski set for 2010
The Wave has tied-up with 110-year old German hotel chain, Kempinski, to manage a five-star property, to be built at an estimated cost of US$100-120 million. Ulrich Eckhardt, Senior VP – Middle East & Africa, Kempinski Hotels, talks to OER about the company’s foray in Oman and its global operations
Global scale, Local expertise
The coming together of the wired and wireless carrier infrastructure powerhouses, Nokia and Siemens, to form Nokia Siemens Networks has shaken up the global networking market. Akshay Bhatnagar finds out more about the new entity and its impact on the Omani market

The ONIC Chronicle
The vision of two men may spark off a transformation in the currently dull Oman mutual fund scenario. ONIC Holding is scripting a new path in alliance with a Canadian investment management company to usher in the world to Oman investors. Ramesh Kumar chronicles the path-breaking venture by tracking the promoters

Women Power
Women in Business Conference ’07 taking place in Muscat on June 2-3 will be a unique platform for the congregation of successful businesswomen and female corporate executives
Courage of Conviction
Her Highness Sayyida Aliya bint Thuwaini Al Said, Director, The Chedi Hotel, and Patron of the Al Noor Association for the Blind, in a chat with Akshay Bhatnagar talks about how women are coming up in business in Oman
When The Perfect Balance
The new Touareg is something that will be with you all the way, from the narrow corners of the city to the rugged open spaces of the interiors
Driving Ahead
The tyre, lubricant and batteries sector in Oman is going through a healthy growth curve over the last couple of years
Turbulent times
Gulf Air is bound for major restructuring. Dr Jasim Husain Ali analyses the issues before the carrier
Paradox of Lebanese banking
Lebanese bank credit ratings are today a derivative of the Republic of Lebanon’s own sovereign credit risk ratings, writes Matein Khalid
The Peggy-Karl Saga
When good ideas are backed by finance, success, they say, is round the corner. The corner in question is very much in Oman, at the Salalah Free Zone. OER quizzes the investor-promoters
A peoples’ person
Bespectacled and unassuming, Aditya Mathur’s calm countenance belies the fact that he is mentally crisscrossing the skies all the time. As Country Manager, Indian Airlines in Oman, he carries the responsibility of making sure that everything flies smoothly. Sarada Vishnubhatla meets him over a cup of green tea
Building for the future
Tourism in the Middle East is set to conquer new heights, with targeted investments building new attractions and promoting new destinations, says Jason J. Nash
Highest Quality Standards
OER reviews what makes Omani crude oil so competitive in the international market

How Gulf companies can build global businesses

As Gulf companies expand into other cultures and compete to hire top global talent, they will need to find a balance between their own established cultural values and the expectations of the global corporate environment, write Saleh Al-Ateeqi and Hans-Martin Stockmeier

Bridging the skills gap
During recent years we have heard the expression, ‘recruit for attitude and train for skills.’ Yet, most organisations do not take this approach. Paul Bridle, a leadership methodologist, delves into the burning issues of skill shortages, recruitment and retention

Rapping to a new tune
From being a techie to a marketing honcho, Nawras COO Khalid Al Mahmoud has done it all, and yet believes there’s more, reports Sunil Kumar Singh

Regulars

 

 

 
Post your Articles
Post your Articles Letter to Editor Latest News
New Page 1

Home l About us l Market Watch l Appointments l Advertise l Contact us

© 2002 - 2011  United Press and Publishing LLC. All rights reserved. No part of this online publication may be reproduced  without the prior written permission of the publisher United Press and Publishing LLC. The publisher does not accept any responsibility for any loss occasioned to any person or organisation acting or refraining as a result of material on this website. The publisher accepts no responsibility for advertising contents contained on this website.
Site designed and hosted by UMS Interactive