Drilling contractors invest; diversify

Above: Pham Tien Dung, President and CEO of PV Drilling speaks with World Finance's Nick Laurance

Local and national investors alike have homed in on Vietnam’s natural resource reserves. PetroVietnam Drilling, which is only 11 years old, has seen its assets and revenue skyrocket since 2001

Officially founded in 2001, PetroVietnam Drilling and Well Services Corporation (PV Drilling) has come to be recognised as a pioneer among Vietnamese drillers and a reputable drilling contractor, as well as becoming a member of the prestigious International Association of Drilling Contractors (IADC), only 11 years after its establishment. Starting as a small repair and maintenance workshop, PV Drilling was keen to develop drilling services as its core business, and that determination ultimately turned it into a drilling contractor with five drilling rigs and the capability of providing a wide range of technical drilling services.

Most of the company’s major investments were put into building and purchasing onshore and offshore high-tech rigs, research and development activities to promote and apply advanced services

PV Drilling rocketed from a firm with $5m of total assets and $800,000 of net profit in 2002 to a corporation with approximately $900m of total assets in 2011 and around $50m after-tax earnings annually. Moreover, the corporation is ranked as the top drilling and drilling-related services provider in Southeast Asia, and as one of the best drilling contractors in the Asia Pacific region. The period 2005-2007 also saw many memorable milestones in PV Drilling’s development. In 2006, PV Drilling finished its equitisation and became one of the first companies in Vietnam’s oil and gas industry to be listed on the Ho Chi Minh stock exchange. In 2007, PV Drilling not only had its stocks evaluated as a blue-chip on the stock exchange, but also transformed into a group holding company with 12 subsidiaries in which the parent company focuses on drilling services while its subsidiaries concentrate on technical services and drilling-related services. With this structure, all of PV Drilling’s resources are specialised and strengthened.

With a vision of becoming an internationally reputable and reliable drilling contractor and drilling-related services provider in the oil and gas industry, PV Drilling has always been striving to show continuous improvement in services quality, increasing efficiency while maintaining the highest levels of safety and value for clients.

Competing with internationals
Since its establishment, PV Drilling’s management recognised the potential of Vietnam’s drilling market, which by that time was dominated by foreign drilling providers such as Transocean, Seadrill, Ensco, and others. As a result, a strategy of owning and managing new and modern drilling rigs – that would be considered as core business and leverage the reputation of PV Drilling – was created to claim back its home ground.

Despite huge difficulties and challenges at the initial stage, by consensus of all members of PV Drilling, the company’s first modern jack-up drilling rig, named PV Drilling I, was commissioned at the beginning of 2005 with the famous rig builder, Keppel Fels, and delivered to Vietnam in the second half of 2007. Since that moment, the company has officially operated a drilling rig and achieved strong results. At the same time, PV Drilling also bought a land rig and operated for a client’s drilling campaign in Algeria, marking its first step into a foreign drilling market. The success of the first jack-up wholly owned by a Vietnamese drilling contractor led to the investment in two more jack-ups – named PV Drilling II and PV Drilling III – both of which were completed in 2009.

While exploration and production activities in the shallow waters of Vietnam are about to turn mature with the dominant use of jack-ups, the immense potential of the deep water domain is starting to catch the eyes of operators. Spotting an upcoming trend, a Semi-submersible Tender Assist Drilling rig (TAD) was invested in by PV Drilling at the end of 2009. The rig was designed to perform under the extreme conditions of high pressure, high temperature wells, and in the harsh weather of deep-water areas. On February 14 2012, that TAD (dubbed PV Drilling V), officially came into operation for Bien Dong Petroleum Operating Company at Moc Tinh oilfield. At the time of writing, it has had more than 180 days of safe operation, with an efficiency ratio over 97 percent.

It is noteworthy that PV Drilling has only invested in and concentrated on its core business, comprising drilling and drilling-related services. This is the reason why PV Drilling has been immune to the negative impacts of the restructure wave in the country, overcoming the recession and developing in a sustainable way. The corporation provides services in oil and gas exploration and exploitation activities as follows:
- Managing and operating onshore and offshore drilling rigs;
- Providing drilling-related services;
- Providing high-tech well services through joint ventures with foreign partners including BJ Services, Baker Hughes, Expro Group, Oil States, etc.

Preparing for a market boom
Southeast Asia is witnessing a boom in energy demand, with lots of oil and gas projects set to be launched between 2012 and 2015, specifically in Vietnam with an estimated budget around $1.5–1.7bn annually. This scenario promises a busy schedule for drilling contractors. In fact, though most of the rigs are currently operating at maximum capacity, plenty of market space is still in line, just waiting for more rigs. PV drilling is accelerating its acquisition of new vessels to help it penetrate the international market.

Thanks to the serious awareness and strict compliance to safety practices of all PV Drilling staff, the company has maintained a remarkable health and safety record in all operations

Besides collaborating with international partners to charter new rigs, PV Drilling takes the further step of building or purchasing new vessels to catch up with the growing trend. For now, it is scouting opportunities for investing in one or two new jack-ups and then a Tender Barge. Its ambition in the next five years is to increase the capacity of its fleet until it includes up to five jack-ups, one land-rig, one TAD and 1 Tender Barge.

With a broad network of subsidiaries and joint venture companies, PV Drilling has accumulated the assets necessary to provide sustainable development and added value for clients. One significant event in 2011 was the establishment of PVD-Baker Hughes JV, the joint venture between PV Drilling and Baker Hughes, which is one of the best technical well service providers. The core business of this joint venture is providing high-tech services comprising directional drilling, well completion, fishing, MWD and LWD, coring, wireline logging, etc. In the first year of operation, PVD-Baker Hughes JV has occupied almost 75 percent of Vietnam market. PV Drilling also has joint ventures with well-known foreign partners such as BJ Services, Expro International BV, Marubeni-Itochu Tubulars Asia, Oil States and Vietubes, all of which contribute to the corporation’s total revenues and net profit.

During the past few years, PV Drilling has considerably improved the effectiveness of risk management activities in all three aspects of corporate governance: business strategy, finance and operation. As an oil and gas firm, it developed a clear business strategy revolving around its core business – drilling and drilling-related services. Most of the company’s major investments were put into building and purchasing onshore and offshore high-tech rigs, research and development activities to promote and apply advanced services, and upgrading machinery and equipment, as well as training human resources. The company now possesses a modern rig fleet, capable of adapting to the demand of drilling from shallow- to deep-water territories, and the capability to perform a diversified range of drilling-related activities.

Surfacing as the primary concern in the industry during recent years, particularly after the oil spill catastrophe in Mexico Gulf, PV Drilling believes that health, safety and environmental issues are the most significant factors in the sustainable growth of every oil and gas company. Over the years, the company built up an HSEQ Integrated Management System (IMS), which is certified with ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007. Thanks to the serious awareness and strict compliance to safety practices of all PV Drilling staff, the company has maintained a remarkable health and safety record in all operations, receiving IADC-certification for five consecutive operational years without Lost Time Incidents (LTI) for PV Drilling I. The other two jack-up rigs have also achieved zero LTI since 2009.

In order to keep the company’s operations running smoothly, the allocation of funding in a timely manner is also a matter of great importance. To avoid risk due to unbalanced cash flows, PV Drilling implemented a close monitoring policy of all financial activities, particularly through a centralised treasury system designed to optimise cash flow and ensure capital is always available for operations and investment. The impact of other issues – such as cost control, interest rate control and exchange rate fluctuation – were all put under surveillance at management level to avoid having to deal with unexpected circumstances.

Expansion plans
Besides focusing on domestic operation to ensure national energy security is in compliance with the guidelines of Vietnam National Oil and Gas Group, PV Drilling also considers expansion to overseas markets as a significant target in the strategy of sustainable development. In fact, the past few years have seen the company make numerous efforts to take its services beyond Vietnam territory and, so far, the name ‘PV Drilling’ has appeared in Malaysia, Indonesia, Myanmar, and Cambodia, and even in farther-fluing countries such as Mexico and Algeria. For instance, the land rig PVD 11 has been in Algeria since 2007, and currently operates safely and effectively under a three-year contract for GBRS in Hassi Messaoud. A representative office has just been set up in Kuala Lumpur, ready to launch the company’s services into the Malaysian market and countries in Southeast Asia. There are further plans to spread the banner of PV Drilling farther and farther afield.

PV Drilling’s efforts have seen World Finance award it the award for Best Oil and Gas Drilling Contractor in Asia, 2012. That should read as proof of the company’s readiness to join the global playground, and PV Drilling is so already confronting new challenges and reaching for new heights on a global scale.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.