ON THE GAS

Tanzania 2015 | ENERGY | INTERVIEW

TBY talks to Adam Prince, Country Manager of Tanzania at BG Group, on what the company has planned in Tanzania and what LNG resources could mean for the country.

Adam Prince
BIOGRAPHY
Adam Prince joined BG Group in 2004, and has occupied a number of key roles. These include Regional Strategist in Houston, Asset Manager in Trinidad, and various roles in BG’s Europe organization including Armada Offshore Installation Manager, leadership of a large asset swap, a role in the general management of BG’s Operated Assets in the North Sea, and Change Manager during the creation of the Europe E&P asset through the integration of BG’s Scottish and Norwegian businesses. He has been in Tanzania since February 2013.

How would you assess the importance of BG's assets in Tanzania in relation to BG's overall strategy?

Tanzania is a great example of how BG works to its competitive advantages. Our group strategy focuses on the exploration and LNG segments. We entered Tanzania in 2010, driven by an exploratory analysis of the country's suitability and potential for exploration success, and natural gas exports to customers in Asia, where demand for energy is growing strongly. In addition, we saw an excellent opportunity to meet Tanzania's growing domestic energy needs. The early exploration work we did indicated that there were some potentially very large gas-prone basins, and to date we have made multiple discoveries, with total gross recoverable resources of around 15 trillion cubic feet. We've also made good progress on the proprietary work needed to advance the selection and acquisition of a site for an LNG terminal. This puts Tanzania squarely among the leading opportunities BG Group is pursuing, alongside Canada and the US, to expand our LNG business. We focus on identifying exploration opportunities early, moving swiftly to make discoveries, and then developing world-class LNG projects and supplying LNG into our global LNG marketing business. We are still at an early stage in Tanzania, but we have made an encouraging start.

What are your short-term expectations regarding your ongoing exploration activities in blocks 1, 3, and 4?

We've had a 100% success rate with offshore Tanzania so far, succeeding in 15 out of 15 wells since 2010. That's really amazing in this industry, where exploration wells often have a success probability of 10%-20%. A total of 10 of those were discovery wells, and the other five were appraisal wells, and we've also performed three successful drill stem tests on those discoveries. These have proven sufficient resources for a two-train LNG project. We are currently conducting further appraisal and exploration work, and we will be moving on to preparing for another phase of exploration, probably in 2016 or 2017. So we will be doing a lot of preparation work for that next campaign. What is really exciting is that, in addition to our exploration work program, we are now moving ahead with what we call the “select phase," where we conduct careful analysis of different options for developing the proven gas resources we have. This includes detailed design to determine the best configuration for our offshore and onshore facilities, as well as maturing the commercial structure of the entire project. Our joint venture partners, including the Tanzania Petroleum Development Corporation, and also various government agencies, will be involved in maturing the commercial structure, with the signing of these agreements targeted for 2015. Overall, I'm proud of everything we have achieved to date, and I expect the next 12 months will be an exciting and pivotal period.

How can Tanzania fully realize its vast potential as an LNG exporter?

We have a large upstream project that we are developing, and we have formed a consortium to develop a joint LNG project. That is between ourselves and our partners (Ophir Energy and Pavilion Energy) in blocks 1, 3, and 4, and with the consortium for block 2, which is Statoil and ExxonMobil, that have also discovered significant gas resources. In 2012, the government asked us to explore the opportunity of building a joint LNG plant. It's a great opportunity for everyone involved because it saves on costs and is a more efficient solution. So we are working with officials on that, and we have now agreed with those five companies and the government to work together on the feasibility of that energy project over the next couple of years, with BG taking a lead role in the consortium. We've established a joint venture team with representatives from all organizations. We have an office here in Dar es Salaam and also one in London for that joint venture to progress the work. I am also very excited by the way that in both the joint venture for the LNG plant and the upstream operation, we are working very carefully and closely with Tanzania to help build a platform to maximize Tanzanian involvement in the project, and use the capacity of Tanzanian institutions and local companies to construct and operate the project.

How is BG Group working to further increase its level of local content?

We're dedicated to improving livelihoods and supporting development in Tanzania through our investment activities. We have only been here a few years, but we have already made some strides there. BG has established a dedicated offshore drilling supply base in Mtwara in collaboration with Ophir and Statoil. As part of this we have upgraded the port in Mtwara in collaboration with the Tanzanian Ports Authority (TPA), investing about $40 million, 70% of which has been invested through Tanzanian-registered companies. That involved working with them to make sure they're able to meet international oil and gas safety and quality standards. That has been successful, and it's a statistic we're very proud of. We're committed to continued work with the local government and companies in Tanzania to maximize local content throughout our operations, while maintaining the safety and quality standards that we expect. There are things we need to do to make that happen, obviously, as it isn't going to happen by itself. We have a big part to play, as has the government and other institutions. The key is to have the human capacity to take this on. So we are taking an education pipeline approach to that, and we have a number of social investment initiatives to support this approach. It is important to get young people interested in the key disciplines that are important in oil and gas, so we have a partnership with Young Scientists Tanzania (YST), which runs a science competition in schools in all regions of the country. The final factor starts at home; we have a lot of national staff in our organization, and a point we're particularly proud of is our international graduate development program. In the past two years we've recruited nine Tanzanians from universities. They then go on a two-year program where they work in three to four other countries that are part of our international operations around the world. After that they move into roles within the company. We have also been providing scholarships for higher education in science-related studies. From 2012 to date, 14 students have been sponsored to pursue Master's studies at British universities. Areas of study include Geographic Information Systems (GIS), Petroleum Engineering, Petroleum Geophysics, and Oil and Gas Chemistry. From 2012 to date, eight students have also been sponsored to pursue Master's studies in Materials Science Engineering at the Nelson Mandela Institute of Technology in Arusha.