Abu Dhabi National Oil Company External and Internal Analysis - Case Study Example

ADNOC Case Study Name Class Unit Table of Contents Table of Contents 2 3.0 Executive summary 2 4.0 Introduction 3 4.1 Firm and industry perfoamcne 4 4.2 External Analysis 10 4.3 Internal Analysis 12 4.4 Critical assessment of Strategy 13 4.5 Key lessons learnt from the past 14 5.0 Current issues 15 5.1 Phase 3: Current Issue(s) and Problem Statement 15 5.2 Phase 4: Analyzing Information 16 5.3 Phase 5: Generating Alternatives 17 6.0: Solving future problems 18 6.1Phase 6: Key Decision-Criteria 18 6.2 Phase 7: Recommendations 20 7.0 Conclusion 21 References 21 Appendix 23 3.0 Executive summary This case study looks Abu Dhabi National Oil Company (ADNOC). ADNOC was established in 1971 to help in operations in all areas of oil and gas industry. the report analyses the firm and industry perfoamcne. This is through looking at the trends in the industry and the company position in the market. ADNOC have been performing great in the oil and gas industry. Abu Dhabi became a member of OPEC in 1971. The report establishes competitors to ADNOC as BP, Total, ConocoPhillips, ExxonMobil, Emarat, EPPCO, and Dubai petroleum, Shell Dubai, Japan Oil Development, ENOC and Occidental. The report establishes that the oil and gas industry have evolved since 1973 from company control, government control to the current era. The external environment affecting ADNOC is made up of regulations by OPEC, current policies on carbon emissions, alternative energy, expanding gas market and technologies which reduce oil use. Internal environment is made up of organisation structure, culture and political environment. ADNOC strategy is based on expanding its capacity in oil and gas industry. Diversification is a key lesson that ADNOC have learnt from the past. Currently, ADNOC faces uncertainty in the future oil market due to substitutes, falling gas prices and technology reducing oil consumption. The report recommends that ADNOC should increase investment in alternative source of energy such as bio fuels, technology and enhance gas production. For the industry, the report highlights the importance of diversification. 4.0 Introduction Abu Dhabi National Oil Company (ADNOC) was established in 1971. The main aim of establishment of ADNOC was to help in operations in all areas of oil and gas industry. Since introduction, ADNOC have been able to expand its operations through use of subsidiaries and establishment of other companies. The company have been managing production of more than 2.7 million barrels of oil daily (Arab Oil and Gas, 2012). This has made ADNOC to be ranked among the top ten oil and gas companies worldwide. The company engages in both upstream and downstream activities in the oil and gas industry through subsidiaries. The company companies and subsidiaries are; ZADCO, ADCO, ADNA, National Drilling Company, ESNAAD, IRSHAD, GASCO, ADGAS, TAKREER, ELIXIER and Al Hosn Gas among others (Business Monitor International, 2010). ADNOC is headed by the crown prince of UAE who is the Chief Executive Officer. 4.1 Firm and industry perfoamcne Oil and gas industry have changed a lot. Previously, demand had been driven by the western countries market and the competition for oil reserves by western countries (Parker, 2004). From 2005, the prices for oil and gas moved to high levels. This led to demand for alternative sources for energy and development of oil efficient technologies. Despite the initial success of the oil and gas industry, it faces competition in future. Oil and gas reserves have more than doubled since 1980s (Mitchell, Marcel & Mitchell, 2012). It is estimated that 10% of the world stock market is invested in the oil and gas sector. Despite the uncertainty in the future of oil and gas industry, ADNOC have been performing well. The Abu Dhabi based company is a member of oil bodies and have been very active in the sector. Abu Dhabi became a member of Oil and Petroleum producing countries (OPEC) in 1960s. At OPEC, UAE is the sixth largest producer of oil and gas. UAE production of oil and gas is based on OPEC quotas. UAE pocess almost 10% of the world oil reserves (Business Monitor International, 2010). The biggest oil deposit is located in Abu Dhabi. ADNOC enjoys the fact that 90% of the oil and gas reserves in UAE are in Abu Dhabi. ADNOC have been able to develop a lot of projects in the region and also different parts of the globe through its subsidiaries and companies (Arab Oil and Gas, 2012). One of the most successful projects by ADNOC is the sourcing of in Abu Dhabi onshore sector. This is through the Onshore Gas development Phase. The company have been able to develop OGD-2, and OGD-3 projects. These are onshore gas projects which have cost more than US$2m/mn BTU (Business Monitor International, 2010). The company have been able to establish themselves as the region diversified energy group. Over the years, ADNOC have won several awards in the oil and gas industry. In 2013, ADNOC won the oracle Database Administrator Award for the region. This was a major achievement for the company as it showed its dedication towards innovation and leadership. The company have also won safety award due to its commitment towards environmental friendly products and services. The company owns distribution centres for oil and gas which serves more than 211 million visitors annually (Business Monitor International, 2010). In a bid to reduce environmental pollution, ADNOC launched ADNOC NGV. ADNOC have been a key contributor to UAE role in global economy. Despite the shifts in the oil and gas industry, the diversified nature of ADNOC has enabled it to remain profitable in the industry. ADNOC have been operating in both upstream and downstream sectors of the industry. The company have also been engaging in products and services for different industries which ranges from manufacturing to construction. Competitors to ADNOC are BP, Total, ConocoPhillips, ExxonMobil, Emarat, EPPCO, and Dubai petroleum, Shell Dubai, Japan Oil Development, ENOC and Occidental (Business Monitor International, 2010). The table below will compare major competitors in the industry. Company Activities and market position ADNOC -ADNOC has been enjoying high experience in both upstream and downstream activities. -ADNOC is the major domestic oil and gas producer. The company have well established relationship with IOCs and a large share of downstream oil activities. -The company have been managing 2.7mn b/d production of oil. This is based on the quotas assigned by OPEC. The company have a lot of partnerships both upstream and downstream. Dolphin energy - It is the regional gas provider. The company have linked two gulf states by providing them with excess oil from Qatar. Dolphin has been able to establish itself as the regional Liquefied Natural Gas (LNG) provider. -market position- the company is a joint venture between state owned Mubadala Development company, Total and US’s Occidental Petroleum. -The company have been able to supply UAE with more than 20.7bcm of gas annually since 2008. -The company have been enjoying the regional shift towards natural gas. Emirates General Petroleum Corporation (Emarat) -The company is the main regional oil distributor. The company have been exploiting the local oil demand as well as internationally. -The company have been showing great position in gas distribution through their infrastructure development. -Have a large share in the fuel retail market. -Founded by UAE government in 1981, the company have been distributing petroleum throughout the country. -Emarat has been the main regional distributor for fuels. -The company share for the lubricants market is 18%. -Emarat has a 360 km underground gas pipeline which supply northern emirates with gas obtained from Sajaa region. Emirates National Oil Company (ENOC) -The company have a refining capacity of 120,000d/d and over 166 service stations. -The company is a major operator in the regional energy market. -The company is a diversified conglomerate and is wholly owned by emirate of Dubai. The company have 30 active subsidiaries in the sector that are located in UAE and overseas. -The company have other operations in shipping, aviations, real estate, IT and travel. Exxon Mobil -The company have significant investments in Iraq and Qatar. The company engages in both upstream and downstream activities. The company is a major supplier for lubricants in UAE. The company major strategy is in Qatar LNG sector. BP -The company have interests in UAE dealing with upstream activities in Abu Dhabi. -The company have a refining regional hub located in Dubai. The company have stakes in several subsidiaries of ADNOC. The company have three LNG trains which can produce over 5mn tpa. Total -The company have been present in UAE since 1939. The company have 9.5% share at ADCO and have 75% operating interests in Abu Al Bu Khoosh field. The company had 10,0000b/d in 2009 as their production. Royal Dutch Shell -The company have their regional headquarters in Dubai. -The company have a 15% stake at GASCO and ADCO. -The company have been enjoying a 15 years agreement with Dubai to sell 1.5mn tpa of LNG. Most of the LNG is sourced from Qatar. Occidental petroleum -The company have rights to explore two fields which are; Jarn Yaphour and Rahman. The company have 100% interests in the hydrocarbons from these fields. -The company have been expanding their operations in the Gulf and North Africa. Analysis Compared to the competitors, ADNOC is expecting a solid growth. This is due to its plan in gas projects which are carried out with partners. The company have larger share of both upstream and downstream activities as compared to the competitors. In exploration, ADNOC have unrivalled access to the exploration acreage. The company is also the major domestic oil and gas producer. The company perfoamcne in the industry have been above the competitors. This is through numerous projects which include plant which was overseen by Takreer who are subsidiary. The project was carried out in Ruwais industrial complex and has a capability to produce 500,000tpa annually (Arab Oil and Gas, 2012). The company have also been engaging in exploration and development of gas fields which are located in offshore Abu Dhabi. 4.2 External Analysis Oil and gas industry have evolved a lot since 1973. The industry started with company control up to 1973. In this phase, companies decided on prices based on pressure from the government. The transition to OPEC was also a major phase which was very effective in responding to falling oil prices. In this phase, the supply demand balance was in favor of the producers. After 1973, the prices were set by the exporters. That Arab- Israel war was the main cause of this shift. Intra OPEC competition arose in 1979. This was during the Iran-Iraq war where instability in oil prices took place. From 1986 up to 2004, oil prices averaged at $31 per barrel. From 2005 up to 2011, the price rose to an average of $85 per barrel. OPEC has been able to regulate over a third of the world oil production. The last phase of industry evolution is the new era. OPEC is facing competition from new sources of oil and gas (Mitchell, Marcel & Mitchell, 2012). There is also competition of oil with alternative fuels. Since Abu Dhabi joined OPEC in 1960s, oil market has been experiencing a positive growth. UAE have been producing 2.29 b/d based on OPEC quotas (Mitchell, Marcel & Mitchell, 2012). Despite initial success of oil and gas industry being driven by the western market, there have been challenges faced. The initial challenges in the industry were based on competition for oil reserves and satisfying the high demand for the oil and gas products. Currently, the industry faces a challenge due to invention of alternative fuels and use of efficient vehicles. The rise of oil prices led to invention of alternative oils and vehicles companies coming up with fuel efficient vehicles. It is important to note that transport industry have been the major consumer of oil and gas. There have been introduction of tough policies based on environment protection. These are policies which are aimed at curbing carbon emissions. This challenge has led to the companies spending a lot of revenue in reducing carbon emissions through research and development. In 2011, the Copenhagen accord was signed with an aim of reducing greenhouse gas emissions on the transport sector. This have led to countries such as US to reduce vehicle transport where cycling have doubled since 2000 and use of buses increased by 50%. The agricultural industry has been lobbying for the use of bio fuels to replace oil (Mitchell, Marcel & Mitchell, 2012). Governments have been supporting the development of bio fuels through offering grants and subsidies. Use of conventional and unconventional gas has been on increase. Gas markets have been expanding than oil markets. The high demand in the gas market has led to many oil companies switching their emphasis from oil to gas sector. Natural gas offers a cheap alternative to oil and it has the capability to replace oil in the transport industry. For example, use of LNG as a fuel for trucks has been actively used in China (Mitchell, Marcel & Mitchell, 2012). The aviation industry have also affected oil and gas sector. Their level of consumption has fallen low due to policies to reduce global warming. The aviation industry has been introducing policies aimed at achieving neutral carbon growth by 2020 (Mitchell, Marcel & Mitchell, 2012). For the industry, the major competition is brought the new oil substitutes which can lead to reduced market for oil. There has also been increasing competition in global market. This is due to new companies as well as the increase in LNG gas discoveries and consumption. ADNOC is thus facing these external challenges that are in the oil and gas industry. 4.3 Internal Analysis ADNOC have a simple organisation structure. The simple structure has enabled the employees to use it more effectively through training and collaborations. Despite this, there are bureaucratic rules in some of the departments. The rules are based on the department roles and its effects on ADNOC. The departments that utilize bureaucratic structure at ADNOC have been having negative perceptions since the structure inhibits innovations. Highly centralized organizations suffer from conservative thinking. People are subjected to rules which lead to high control and less creativity (Business Monitor International, 2010). ADNOC suffers from bureaucracy in some of its departments. Despite the existence of bureaucracy in some of the departments, the IT department has a flat structure. The employee collaborates and works as a team in case a major issue in the computer system occurs. It is important to note that one person cannot handle all the problems occurring in an organization. This makes bureaucracy not to work in some of the departments. Despite this, ADNOC have very bureaucratic structures in the management department (Business Monitor International, 2010). The managers are less independent and some of the departments such as marketing are highly controlled by the CEO. ADNOC is highly affected by the culture at UAE. The culture brings together Islamic values together with other contemporary elements. The organizations had traditionally few women in the organisation structure. Men did not want to be led by women. However, the culture has been affected by time. The organisation has a multicultural environment where employees from different background work together. This has led to wealth of skills and experience in the organization. The organisation has been able to accomplish a lot through cultural diversity. ADNOC have strong ethics and cultural values (Business Monitor International, 2010). Being a multicultural organisation, there are a lot of factors that affects group behavior. Business is affected by the political environment of its place of operations. UAE have a stable government and a strong economy. The main issues that affects operation of ADNOC are the government polices and legislation (Mitchell, Marcel & Mitchell, 2012). Government steadiness has been a major factor that affects ADNOC in their operations. Being a government owned company the effects of political climate cannot be ignored. 4.4 Critical assessment of Strategy ADNOC strategy is to expand its capacity in the oil and gas industry. There are several projects that ADNOC have initiated which are aimed at enhancing the company expansion plan. For example, there are several projects on the existing oil fields aimed at expanding the company production. The Murban field was expanded to 1.5mn b/d from its previous capacity of 1.3mn b/d. the company uses its subsidiaries to carry both upstream and downstream activities in the industry. The strategy will see ADNOC experience a solid growth over the years. The strategy also encompasses several gas projects with partners. The company strategy will see a boost in its oil production capacity by two thirds by 2019 to 1mn b/d (Business Monitor International, 2010). The company aims at enhancing its gas production to meet both future and international demand. The demand for gas has doubled over the years in emirates. There has been increase of gas for air conditioning in UAE especially during the summer months (Mitchell, Marcel & Mitchell, 2012). In ADNOC downstream operations, Takreer have doubled their refinery capacity. ADNOC have a competitive advantage over competitors. This is due to fact that its government owned hence has a lot of resources at its disposal. ADNOC have been able to invest in both upstream and downstream oil sectors. The diversified approach in its business gives them a competitive edge. The company has adequate resources to implement their strategy. At the moment, the company strategy is in the right course. This is due to numerous projects that have been undertaken. The company strategy is sustainable. This is due to fact that they have adequate resources and discovery of oil fields have continued in the industry. The high demand for gas domestically and internationally makes the strategy highly sustainable. ADNOC have been evaluating their strategy as they progress. This is through use of continuous evaluation and control process (Business Monitor International, 2010). The strategy is being implemented with care being taken not to harm the environment. 4.5 Key lessons learnt from the past Diversification of activities in the oil and gas sector is a major source of competitive advantage (Parker, 2004). ADNOC have a lot of activities both upstream and downstream in the oil and gas sector. The size of the exploration acreage is also competitive advantage. ADNOC have a large exploration area as compared to the competitors (Arab Oil and Gas, 2012). This is due to high competition in exploration. Having a substantial share in the downstream oil segment is also a very good source of competitive advantage in the industry. Oil and gas industry is likely to face threat of falling oil prices globally. The rise of alternatives to oil such as bio fuels and use of hybrid cars also poses a challenge to oil and gas industry. Fossil fuel is expected to decline in future. This may pose a great challenge for the oil industry hence the need for diversification. Change in policies is poses a risk for the industry future. There has been signing of international policies on environmental protection. Most of the policies are aimed at curbing green house gas effects. This may affect the industry profitability in near future as more restrictions are put in place. 5.0 Current issues 5.1 Phase 3: Current Issue(s) and Problem Statement As ADNOC implements their strategy they face a challenge due to changing future for the oil and gas industry. There have been introduction of fuel efficient engines and supply of alternative oils. Use of technology has led to rise of unconventional supply of oil and gas in different parts of the world (Kelly, John, & Ambuj, 2006). The oil and gas sector have faced a lot of issues due to rise of fuel efficient cars and alternative fuel (Hellman & Heavenrich, 2003). The industry is no longer enjoying the monopoly they used to have in the transports market. This makes it challenging to implement the strategy. Most of the oil importing countries has come up with strict policies which limit carbon emissions. There has been push for efficient automobiles which consumes less fuel. OPEC is expected to limit members’ production as the future demand weakens (Mitchell, Marcel & Mitchell, 2012). Competition from alternative source of fuel is a major issue in the industry that will continue to persist. Conventional and unconventional gas which is expected to be at low prices is expected to lead to expansion of gas market. This will greatly affect the oil market. ADNOC have been relying heavily on the oil sector which is now under threat (Arab Oil and Gas, 2012). What should ADNOC do to secure future growth amidst the uncertainty in the oil sector future? 5.2 Phase 4: Analyzing Information The current problem in the oil sector have been brought about by the discovery of shale gas, bio fuels, hybrid vehicles and the growing demand for gas worldwide as an alternative to oil. The problem has also been contributed by strict policies which have been imposed by fuel importing countries to curb carbon emissions. The success of the North American shale gas project has led to a lot of interests in exploration of shale gas in other countries (Mitchell, Marcel & Mitchell, 2012). Gas poses as major risk to oil market since it serves as a cheaper alternative. The transport sector is the major consumer of oil. For example, in 2009, 50 % of the oil produced was used in the transport sector. Oil is estimated to generate 23% of all the CO2 gas that is emitted from combustion. This has created a major problem in the industry. This has led to tough policies on carbon emission. Most of the countries have turned to technology to ensure oil efficiency in the transport industry (Hellman & Heavenrich, 2003). There has been replacement of oil by use of bio fuels and electric vehicles. The OECD companies will be greatly affected since the demand for oil will go down. In major oil markets, use of bicycles and buses to reduce oil use has more than doubled since 2000. In US bicycles have doubled which buses have increased by 50% (Mitchell, Marcel & Mitchell, 2012). Americans are reducing their driving with aim of reducing carbon emissions. There has been increase in research and development for Hybrid vehicles. The sector has been receiving a lot of support from the governments. In the agricultural industry, there have been lobbying for substitution of oil with bio fuels. It is expected that use of bio fuels will increase to 1.7mbd by 2030. As technology advances, bio fuels are expected to pose a major challenge in the oil and gas sector. There have been subsidies for use of ethanol in US and EU countries. Gas is cheap and posses a great opportunity to replace oil in the transport sector. Companies such as Shell have been supplying China with gas for trucks (Mitchell, Marcel & Mitchell, 2012). By looking at the issues and statistics presented by the problem, there are a lot of implications for the oil and gas industry which ADNOC is a player. There will be a reduction in oil consumption and an increase in demand for gas after 2020. Innovations in the transport industry will lower the consumption for oil. It is expected that gas will replace oil use in many sectors. Fuel alternatives will also continue to gain prominence leading to low use of oil (Mitchell, Marcel & Mitchell, 2012). The value of refining and marketing assets for oil companies will be eroded. 5.3 Phase 5: Generating Alternatives ADNOC can respond to the problem in various ways. This is based on their assets in oil sector and available opportunities. ADNOC can concentrate on refining based on core plants, areas and technologies which present advantages. Advantages in this case are determined by cost efficiency and scale even in markets which have no growth opportunities. ADNOC can achieve segregation of the output market through integration with chemical sites. This will help them gain advantage in getting capacity to handle special types of crude which can achieve discount in an open market. This can only be achieved when attention is paid to technology. This option can enable the company to achieve value which cannot be achieved by the crude exporters. Closing refineries or selling them- ADNOC can close some of their refineries in near future or sell them to smaller companies which are independent. Closing the oil retail outlets-the company can close or sell the oil outlets to other small countries which can carry out the supply security risks. De-integration-the company can focus on de-integration of some of its subsidiaries. This can help the demerged companies to have access to open market where the supply risk is low. The upstream and downstream management will be able to gain distinct and clear strategic focus. Investing more on technology and alternative sources of energy-ADNOC can increase their investments in alternative energy. They can increase their focus on bio-fuels as a future alternative to oil. This is through investing in more subsidiaries dealing with alternative sources of energy. The company can increase their investment in gas production reserves. This is through increasing their gas supply and acquiring more acreage for gas production. 6.0: Solving future problems 6.1Phase 6: Key Decision-Criteria For ADNOC the main source of completion for oil is the new substitutes and rise of technologies which have led to fuel efficient engines. The future for the oil market is challenged by reduced demand. Among the recommendations, it is important for ADNOC to use the best solution that will not compromise its market position in future (Mitchell, Marcel & Mitchell, 2012). The best criteria to select the best alternative are by analysing main advantages and disadvantages and choosing the decision which best fits the company future. Concentrating on core refining plant is an option that will give ADNOC ability to achieve value which cannot be achieved by other crude oil exporters. The main issue arises due to fact that this can reduce their capability in refining crude oil. If ADNOC is to close or sell some of their oil refineries, they are bound to reduce their future capacity in handling crude oil. The alternative may also lead to loss due to assets valuation. The same happens when the company decides to close some of the outlets. Closing outlets will lead to loss of some of major brands which the company have created. Loss of brand name will affect the company image in the industry (Mitchell, Marcel & Mitchell, 2012). The advantages of the two alternatives are the fact that they will enable the company to streamline its operations and reduce its reliance on oil. Disintegration of the company downstream is an alternative that will help the company subsidiaries to have access to open market where risk is low. The management will also be able to have a clear focus on their strategies. The main problem is the fact that this will reduce the company diversification. It is vital to know that ADNOC have succeeded through diversification, thus this option is unviable. Investing in alternative sources of energy, gas production and technology can help ADNOC to compete in future market (Arab Oil and Gas, 2002). This will help the company to reduce their overreliance on oil which faces uncertainty in future. The main problem lies on the fact that a lot of infrastructure is needed for the company to carry out this alternative effectively. Despite this, the alternative provides ADNOC the only avenue in which they can remain competitive in future. The alternative is also in line with the company strategy which has also focused on increasing gas production. This is the best solution to the problem facing the industry. The company should start investing in more gas infrastructure and bio fuels (Mitchell, Marcel & Mitchell, 2012). This can be carried out through acquiring stakes in other companies dealing with alternative energy as well as acquiring more gas exploration acreage. 6.2 Phase 7: Recommendations The oil and gas industry have to respond to the issues in a manner that will enhance their competitiveness in future. There is need to increase investment in the gas industry. Gas have become one of the most important and cheap fuel worldwide. There is also need to invest more in downstream activities dealing with alternative source of energy. Firms should have subsidiaries dealing with bio fuels which are a promising source of alternative to oil. The oil and gas industry future will also depend on technology (Hellman & Heavenrich, 2003). Firms in this industry should invest more in technology. This will enable the cost of exploration to reduce hence covering for the decline in oil and gas prices. The firms should diversify their operations and become sustainable in order to remain competitive and relevant in future. The oil and gas industry is becoming more competitive and prices are expected to continue falling (Mitchell, Marcel & Mitchell, 2012). Only diversified firms will be able to survive in the long run. 7.0 Conclusion The report has focused on ADNOC who are a major player in the oil and gas industry. The oil industry is highly competitive with a lot of players and the rise of alternative fuel sources. ADNOC have been able to succeed in the industry despite the current issues and high competition. The internal and external environments affecting the company are structure, trends in oil and gas industry, diversity and political factors. The main problem facing ADNOC is increase use of alternative fuels, technology which have reduced fuel consumption in engines, strict environmental policies and oil being replaced by cheap gas. For ADNOC, investing in alternative sources of energy, enhancing gas production and use of technology will enable them to curb problem of increasing competition and uncertain future for oil market. References Arab Oil and Gas. (2012). ADNOC and KNOC have finalized strategic oil storage and upstream investment agreements. Arab Oil and Gas, 41(1), 990, 7-9. Arab Oil and Gas. (2002). UAE: ADNOC to focus its future exploration operations on deep oil and gas prospects. (September 01, 2002). Arab Oil and Gas, 30. Business Monitor International, (2010). United Arab Emirates Oil and Gas Competitive Intelligence Report 2010, Business Monitor International, Retrieved 6th January 2015 from,http://www.marjanca.ae/files/reports/4BMI%20UAE%20Oil%20and%20Gas%20C ompetitive%2 0Intelligence%20Report%202010-10-01.pdf Hellman, K.H. & Heavenrich, R.M. (2003). Light-Duty Automotive Technology and Fuel Economy Trends: 1975 through 2003, EPA420-R-03-006. Kelly S. G., John P. H., & Ambuj D. S. (2006). Energy-Technology Innovation, Annual Review of Environmental Resources ,31. Mitchell, J. Marcel, V. & Mitchell, B. (2012). What Next for the Oil and Gas Industry? The Royal Institute of International Affairs, Latimer Trend and Co Ltd. Parker, S. (2004). Oil and gas. Milwaukee, WI: Gareth Stevens Pub. Appendix Fig1. Energy information Fig.2, OPEC crude oil production Fig.3, Time simulation of crude oil (http://www.cse.csiro.au/research/futuredilemmas/) Read More