2012 – Strøm A - Halvdan Brustad – Statoils vindkraftsatsning
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Transcript of 2012 – Strøm A - Halvdan Brustad – Statoils vindkraftsatsning
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Statoils vindkraftsatsning Halfdan Brustad Vice President
2012-09-16
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Revitalise NCS with high
value barrels
Develop a leading global
exploration company
Continue portfolio
management to enhance value
creation
Create value from a superior
gas position
Build material positions in 3-5 new offshore
business clusters
Apply technology to expand in
unconventionals
Production above
2.5 million boe/d in 2020
Carbon capture and
storage
Offshore wind
Marketing and trading
Upstream-integrated positions
Gradual growth
Maximise upstream
value
A strategy for superior profitability and growth
Strategic mid- and downstream positioning
Upstream strategy
Renewable energy and low carbon technologies
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A focused Renewable Energy strategy
Efforts in renewables will be focused in areas where Statoil has technology and know-how to enhance value
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Culture implications
• Lower margin industry – different mindset Change in key drivers; from Schedule/early production to CAPEX/OPEX
• Governance model with a different industry Utilities vs. Oil & Gas
• Smaller team covering the whole value chain
• Early granting of governmental support/subsidies
• Simplification of work processes, but keeping the requirements
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Culture implications cont.
• Fairly young industry – pioneering
• Key vital contracts early; Wind Turbine Generator
• Operation model
• Larger degree of involvement in logistics
• Greater involvement with landowners
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Sheringham Shoal in the Statoil Portfolio
• Good commercial project − Met Statoil IRR
• Full production from 2012 − 317MW installed capacity − 88 turbines
• Learning from Sheringham Shoal − Dogger Bank − Bringing down the costs
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Key facts
• Estimate capacity: Agreed target 9 GW by 2020, with the potential for c.13 GW
• Area: 8660km2 (3343 square miles) • Equivalent to Size of North Yorkshire • Distance from shore: 125-290 km
(77-180 miles) • Water depth: 18-63 m (59 to 206 ft) • c.4 GW in <30m water depth, c.8 GW
in <35m water depth • High wind speeds >10 m/s average
wind speed across the zone
DOGGER BANK KEY FACTS
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Huge upside potential Gives commercial opportunities!
• Time for new competitive commercial concepts (technical, operation, financing, insurance etc)
• Use technology break through from other industries
• Expand market place – competitiveness
• Need to balance innovation and standardization
• Demonstrate grid parity early 2020’ies
• Floating wind?
EU
R/M
Wh
Levelized cost of electricity, CoE
10-15% cost reduction per market doubling expected for offshore wind, from a very low base
UK Price Forecast
Offshore - 10% learning Offshore - 15% learning
2010 2020
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Synergies
• Large complex projects
• Key competences Marine coordination and activities, project management, logistics, operation etc.
• Entry in new areas working with contractors to enhance HSE and planning understanding
• Stakeholder management
• Broader commercial approach
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A future depends on
• Need to have synergies with our competence and skills.
• Projects need to be competitive and profitable
• The industry need to demonstrate competitiveness without need of subsidies
• Demonstrate that we influence the industry
• Work together with other key value chains
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Presentation title
Presenters name Presenters title E-mail address ……@statoil.com Tel: +4700000000 www.statoil.com
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