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Файл:Нефтегазовое дело. Бурение скважин (на английском языке) = Oil and gas drilling engineering through English. Учебное пособие.pdf
ity and expertise, providing project specific innovative product
and service solut
ions. Pipeline Engineering supplies a full range
of pipeline pigging tools, pig launchers and pig receivers, quick
and knowledge of polyurethane technology, we also design and
produce client-specific poly urethane products.
Student 3
What are y our compressor stations?
Manager
A compressor station is a facility which provides the motive pow-
d through a gas pipeline,
needs to be constantly pressurized at certain distance intervals
(usually compressor stations are located 40 to 100 miles apart
along the pipeline, but are sometimes even farther apart). The gas
low pressure and velocity,
is then used to increase the flow rate of the natural gas inside the
pipe.
Student 1
What about g as gathering system?
Manager
Gas gathering systems collect wet natural gas from the wellheads
distance flow control piping systems for the
g and valves to control the pressure and flow of
ering system experience, and provides a comprehensive portfolio
from ball, check,
laydown heads, q uic k ope n ing c lo sure s and m uc h m ore .
Student 1
And what abo ut petroleum transmission lines?
Manager
Oil and gas transmission lines consist of all interstate and intrastate natural gas, crude oil, and refined products pipelines.
CIRCOR Energy has decades of experience providing valve and
pipeline product and service solutions for oil and gas transmission
ceivers and signalers, laydown heads, quick opening closures and
a full range of engineering, design, cleaning and management
opening closures and pig signallers. With extensive experience
er for the transportation of natural gas from one location to another. Natural gas, while being transporte
enters the compressor station with
looking for an energy source to move it further down the pipeline.
Once past the in let valve, such as one of CIRCOR Energy’s threepiece Series P3 ball valves, the gas enters the compressor, which
is driven by special, high-horsepower turbines, electric engines.
The compressor raises the internal pressure of the pipeline, which
and transport it to gas processing plants. Gath ering systems can be
very simple, shortoutput of just a few wells, or complex systems requiring thousands
of miles of pipin
more than 100 gas wells. CIRCOR Energy has extensive gas gath-
of expertly engineered valves and pipeline product and service solutions, for moderate to severe environments –
needle and relief valves to pig launchers, receivers and signalers,
applications, from ball to safety relief valves, to pig launchers, re-
111
services. As a global manufacturer of highly engineered products,
we are committed to continuously developing precision technolo-
gies that improve our customers' ability to control the flow of the
demanding challenges.
Student 2
How is liquid level controlled?
Manager
Liquid level control is a critical component in the energy value
chain, and CIRCOR Energy has decades of experience providing
products and services for this application, from ball valves to
tomers' ability
come the ind ustry’s most demanding challenges.
Student 3
Why are offshore wind farms ar e increasing in popularity?
Manager
Offshore wind farms are increasing in popularity as the world
tegic approach has taken hold, CIRCOR Energy is at the forefront
neering.
Student 1
Oil sands are loose sands or partially consolidated sandstones
containing naturally occurring mixtures of sand, clay, and water.
ventional o il. How does your company solve the proble m?
Manager
CIRCOR Energy has decades of experience providing products
and services for oil sands applications, from a comprehensive
portfolio of ba ll val ve s to chec k va lv es.
Student 2
What is a blowdown? Could you tell us a bout it, plea se?
Manager
Blowdown is the intentional relieving or venting of pressure off
Boilers, HRSG’s, and
or periodic blowdowns to remove impurities and corrosion scale
Blowdown valves must function
n a control system, which normally controls the timing of
Other blowdown
ly demanding,
and the valve must stand up to high temperature, a variety of cor-
world's natural reso urces, and that overcome the industry’s most
sight glasses and gauge valves. As a global manufacturer of highly engineered products, we are committed to continuously developing precision technologies that improve our cus
to control the flow of the world's natural resources, and that over-
looks to other sources of energy than fossil fuels. And as this stra-
of providing pipeline products and services that enable our customers to move the industry forward, from cable centralizers,
J-tube seals and subsea cable protection systems to custom engi-
Oil produced from bitumen sands is often referred to as uncon-
of a piping system or the equipment in it.
other petrochemical and power equipment need either continuous
from their interior surfaces.
withi
continuous or automated blowdown events.
valves are manually controlled, and must remain closed and leakfree until the r efine ry exper iences a tur naround or the powe r plan t
conducts its outage. Blowdown service is typical
112
rosive/erosive liquids, and debris. CIRCOR Energy’s portfolio of
valves can d o all that and more.
Student 3
Regular cleaning of operational pigs is essential to ensure that
they continue to provide effective pipeline cleaning, isn’t it?
More inform ati on, pl ea se.
Manager
Pipeline Engineering provides 'deep cleaning' of dirty or contami-
nated pipeline pigs, using our specialist pigging tool cleaning
booths at our Service Centers. Clients benefit from a very quick
line pigging operations. Pipeline pig cleaning also helps identify
carry out the required pigging tool refurbishment for clien ts.
Student 1
And what about pigging tool refurbishment?
Pipeline Engineering provides pipeline pigging tool refurbish-
when required, the replacement of worn or damaged parts on
furbish or replace as part of this service are the discs, cups,
for refurbishment are assessed and a full report on their condition
will require replacing in the future. Stocks of regularly replaced
components are available to enable a quick turnaround. Pipeline
gineering is also able assess whether there are problems in the
pipeline causing excessive wear or damage to the pipeline pigs
and provide r elevant ad vice.
Students
Thank you, Sir!
Pigging
Очистка полости трубопровода
Pig launcher
Пусковой ерш
Closure
Замыкание, закрытие
Polyurethane
Полиуретан
Motive power
Движущая сила
Ball valve
Шаровой клапан
Check valve
Обратный клапан
Needle valve
Игольчатый вентиль
Relief valve
Предохранительный клапан
Sight glass
Смотровое стекло
turnaround of 'dirty' pigs which means little or no impact on pipe-
parts that need replacing or repairing and we can recommend and
ment and repair services; this includes pigging tool inspection and
pipeline pigs to extend their working life. The components we re-
blades, brushes and attachments such as magnets. We also refurbish entire pip eline pig bodies. Pigs s ent to Pipeline Engineering
is given to the client. All of our cups and discs used when we refurbish pigg ing tools have a wear l ine which shows wh en this part
Engineering can also refurbish pigging tools from other vendor
companies. Through inspection of the pigging tools, Pipeline En-
(abridged from http://www.circorpowerprocess.com/brands/)
113
To take hold
Овладеть
At the forefront
На пороге
Centralizer
Центратор
Loose sands
Рыхлые пески
Consolidated sandstones
Затвердевший песчаник
Blowdown
Продув
To relief
Высвобождать
To vent
Ослаблять
Booth
Помещение
Refurbishment
Ремонт
Wear
Износ
Vendor
Торговый
4. Readin g without dictionary. Supplementar y texts
Text 1
Read the text about nanotechnologies for the oil industry, don’t consult
a dictionary. Is there any unknown information for you? Say what is new for
you (see example in Unit 1).
Read again, then answer t he following questions:
1. In what sphere of science is Lukoil able to generate its own ideas and
developments?
2. What achievements did the Company start monitoring in 2008?
3. What new materials are used by the Company in spheres of its activity?
4. Where are nanoadditives for oil used?
5. Where have nanocoatings found their application ?
6. What projects associated with technologies developed at Lukoil are
being moder mized?
7. In what sphere of production are nanomodifired materials being
used?
8. What are the advantages of RI TIN?
9. According to one Rusnano project what is associated petroleum be-
ing processed into?
10. What are the prospe cts of nanotechnologies?
Read the text once again consulting the vocabulary and/or a dictionary. Retell the te xt in Russ ian in 5–6 senten ces.
Nanotechn ologies for the oil industry
Lukoil’s intellectual potential enables it to be not only one of the largest
users of state-of-the-art hardware but to generate its own ideas and developments in areas of high technology, including nanotechnolog ies.
114
In Russia, the oil and gas industry traditionally holds a leading position
in the appli cation of new technologies , both in the area of geological exploration and hydrocarbon production and in the area of hydrocarbon refining and
petrochemical production. It is the natural resources sector of the economy that
could become Russia’s le a der in introducing high technologies to production.
Being one of the leaders of the domestic fuel and energy complex,
Lukoil has always focused on introducing innovative technologies that hold
promise for use in the oil and gas industry .
Since 2008, the Company has been monitoring the latest achievements in
the field of nanotechnologies and selecting innovative new technologies for its
own use. Studies of the latest developments of foreign and Russian companies
are convincing proof of the considerable potential on nanoindustry: the application of nanotechnologies is possible in virtually every sector of the oil and gas
industry, from geological exploration and prod uction to ref ining and sales.
The Company is making good use in particular of the real possibilities
for implementing projects in those areas that are now most developed in Russia. These ar e new materials (super-har d and wear-resistant), effective catalysts,
multifunctional coatings, nanomodifiers and additives.
At present, the Company is implementing pilot projects in using such innovative materials and finished product as:
• Nanoadditives for oil used in pumping gear, in particular;
• Wear-resistant nanocoatings for the rapidly wearing parts of pumps
and compressors;
• Well pump valves with nanocoatin gs;
• Protective coatings for equipment operating in corrosive media.
At present, a number of projects developed within the Company are being implemented jointly with Rusnano.
The Company has been collaborating with the state-owned Russian State
Corporation of Nanotechnologies since October 2009 under a general agreement on the strategic partnership between Lukoil and Rusnano for the commercializatio n of nan ot ec hn o logi es.
The general coordination of efforts to implement the general agreement
is the responsibility of Deputy General Director of Rusnano and Head of
Lukoil’s Main Engineering Division.
Under the terms of partnership, projects associated with promising nanotechnologies are being developed for the oil and gas industry. Priority projects
and areas for conducting pilot industrial tests of promising technologies on the
ground of Lukoil Group companies are being identified. Being the largest collector of the latest developments in the area of nanotechnologies, Rusnano provides Lukoil with information on projects that appear promising for introduction at the Company. Projects based on the application of nanostructured cata-
115
lysts in oil and gas ref in ing ar e be ing de ve l ope d in par ti cu lar .
Lukoil is currently developing in collaboration with Rusnano the following projects associated with technologies developed at Lukoil:
• The creation of a large-scale innovative technological complex for de-
veloping fields of non-traditional kerogenic petroleum resources and hard-torecover oil reserves, based on the integration of thermal and gas EOR methods.
The project has been recognized by the RF Presidential Commission on the
Modernization and Technological Development of the Russian Economy as being of great strate gic importance to the nati on al ec onomy.
• Expanding of the production of RITIN-10 oil-displacing nanostruc-
tures. RITIN, which isolates flows of water and increases oil output, has a fixed
stable nanostructure that enables effective pay beds simulation, with the possibility of adapting the structure to every type of oil collector and effectively displacing oil without upsetting the permeability of the formation.
• Applying nanomodified materials in the large-scale production of
pump drives based on electrical motors with yoke-twist magnets in the rotor.
Such equipment provides for higher production efficiency and lower energy
consumption while optimizing oil production by regulating the pump unit’s rotation frequency. The new electric motor enables cyclic mode of well operation
while maintaining a hig h level of momentum at a low frequency of revolutions.
Efforts are being made within the partnership to implement projects for
the production and introduction of materials and technologies developed by
Russian specific organizations with the participation of Rusnano. In this case,
Lukoil specialists play the role of experts who formulate the requirements for
applying these innovations in the oil and gas industry.
This scheme for collabo rating involves everything from theo retical validation and the creatio n of laboratory samples to th e building of pilot industrial
facilities. All divisions of Luko il a r e enga ge d in such work, along wi th research
and design institutes, oil producing concerns, petrochemical plants and oil refineries.
The following Rusnano projects are now being examined for possible introduction at companie s of the Lukoil Group:
• Deploying technologies for multipurpose corrosion-resistant
nanocoatings for prote c ting equipment operating in corrosive media.
• Developing and building pilot industria l installations for removing sul-
fur from associated petroleum gas, based on the direct catalytic oxidation of
hydrogen di sulfide with the help of nanostructure d catalyzer s.
• Processing associated petroleum gas into liquid hydrocarbons using
mini-GTL technology.
Company experts expect that the most of the projects undertaken will
successfully reach the stage of industrial introduction and will be able to be
116
replicated, thereby proving a considerable economic boon to all those participating in the development and introd uction proce ss.
It is obvious that thanks to n anotechnologies the world economy is on the
threshold of a technological revolution that will affect virtually every area of
human endeavor. In collaborating with Rusnano and other organizations of the
national network, the Company is intent on searching for and using high technologies and views these efforts as one of the most important conditions for its
further successful development.
(abridged from http://www.oilru.com/or/45/945/)
Text 2
Read the article about the British Petroleum Company, don’t consult a
dictionary. Is there any unknown information for you? Say what is new for
you (see example in Unit 1).
Read again and correct mistakes in the following sentences, consult the
text if necessary.
1. The pioneer of the Middle Eastern oil industry, BP discovered oil in
Iran after 2010 and eventually became involved in all aspects of the oil industry, from exploration to marketing.
2. The Iranian nationalization deprived the company of two-thirds of its population.
3. The company's future was secured at the beginning of the 1960s by major oil discoveries in A laska and the North Sea.
4. Through its large share in Prudhoe Bay, BP sold more than 50 percent
of the biggest oil field in the United Sta tes, and it neede d outlets for this oil.
5. In 1981 SOHIO acquir ed Keiecott, the largest U.S. liquefied natural
gas (LNG) producer.
6. Another sale of selected worldwide oil and gas interests and assets brought in $1.3 million.
7. Though all employees continued to suffer low morale, analysts and investors alike praise d the "dramatic strides" made by BP in the early 1990s.
8. In the early 1990s British Petroleum sought to consolidate its activities to focus on its innovative areas of strength in "upstream" areas--oil and gas
exploration, field development, production, pipeline transportation, and gas
marketing--and "downstream" areas--oil supply trading, refining, and marketing as well as in chemic als manufacturing.
9. Of the $4 billion in assets targeted for divestment were BP Nutrition and the company's controlling stake in BP Autralia.
10. In October 1987 the government under Prime Minister Tony Blair sold its remaining share s in the company as part of a privatizati on program.
117
The British Petroleum Company
The British Petroleum Company was incorporated in 1909 as AngloPersian oil company. One of the five largest oil companies in the world, The
British Petroleum Company (BP) is the United Kingdom's largest corporation.
The pioneer of the Middle Eastern oil industry, BP discovered oil in Iran before
World War I and eventually became involved in all aspects of the oil industry,
from exploration to marketing. By the mid-1990s, it was producing over
1.2 million barrels of oil and 1.5 million cubic feet of natural gas every day.
"Downstream" operations--oil refining and marketing--contributed the lion's
share (over 80 %) of BP's revenues in the mid-1990s. BP is familiar to most
people by virtue of its more than 16,400 service stations around the world, but
it also has significant interests in oil exploration (generating 13 percent of revenues) as well as production of chemicals and plastics (about seven percent
of sales).
During 1951–54 BP diversified away from its overdependence on a single source of crude oil. The Iranian nationalization deprived the company of
two-thirds of its production. The company responded by increasing output in
Iraq and Kuwait and by building new refineries in Europe, Australia, and Aden.
Oil exploration activities were launched in the Arabian Gulf, Canada, Europe,
North Africa, East Africa, and Australia. Meanwhile, BP, which had first
moved into petrochemicals in the late 1940s, became the second-largest chemicals company in the Unite d Kingdom in 1967.
The company's future was secured at the end of the 1960s by major oil
discoveries in Alaska and the North Sea. In 1965 BP found gas in British waters of the North Sea. In October 1970 it discovered the Forties field, the first
major commercial oil find in British waters. Throughout the 1960s BP had also
been looking for oil in Alaska, and in 1969 this effort was rewarded by a major
discovery at Prudhoe Bay on the North Slope. In the previous year BP had acquired the U.S. East Coast refining and marketing operations from Atlantic
Richfield Company, and the stage was now set for a surge of expansion in the
United States. Through its large share in Prudhoe Bay, BP owned more than
50 percent of the biggest oil field in the United States, and it needed outlets for
this oil.
The solution was a 1969 agreement with the Standard Oil Company of
Ohio (SOHIO), the market leader in Ohio and several neighboring states. Under the agreement, SOHIO took over BP's Prudhoe Bay leases as well as the
downstream facilities acquired from Atlantic Richfield. In return, BP acquired
25 percent of SOHIO's equit y. In 1970 BP and SOHIO en gaged in a seven-year
struggle to develop the Prudhoe Bay oil field and constr uct the 800-mile T rans
Alaska Pipeline system, which was finally completed in 1977. By the following
118
year BP had taken a majority holding in SOHIO. Later, in 1987, BP would acquire SOHIO outright and merge it with BP's other interests in the United
States to form a new company: BP Am erica.
The oil price shocks and the transformation of the balance of power between oil companies and host governments that occurred in the 1970s caused
many problems for BP, as for other Western oil companies. BP lost most of its
direct access to crude oil supplies produced in countries that belonged to the
Organization of Petroleum Exporting Countries (OPEC). The company's oil assets were nationalized in Libya in 1971 and Nigeria in 1979. BP and Shell
clashed with the British government in 1973 over the allocation of scarce oil
supplies. BP's chairman, Sir Eric Drake, refused to give priority to supplying
the United Kingdom, despite forceful reminders from Prime Minister Edward
Heath that the g overnment ow ned half of the company.
Problems in the oil industry prompted BP to diversify away from its traditional role as an integrated oil company heavily dependent on Middle Eastern
oil production. Beginning in the mid-1970s, BP built up a large coal business,
especially in the United States, Australia, and South Africa. BP's chemical interests also expanded during this period, especially after 1978, when it acquired
major European assets from Union Carbide and Monsanto. Also in the mid1970s, BP became active in mineral mining, acquiring Selection Trust, a mining finance house based in Great Britain, in what was then the London stock
market's largest-ever takeover bid.
In 1981, a five-year acquisitions binge costing approximate ly £10 billion
was guided. It included the purchase of the Purina Mills animal feed company
in 1986 as well as the purchase of the remaining shares in SOHIO. In 1981
SOHIO acqu ir ed Keiecott, the largest U.S. copper producer.
Seen retrospectively, this diversification strategy was not always a wise
one. A major world recession after 1979 led to considerable overcapacity, forcing BP to close down or sell off parts of its chemicals business in the early
1980s. Late in the decade, the energy conglomerate sold off its coal and minerals interests in the United States, Canada, Indonesia, Australia, and South Africa, netting £428 million in the process. BP started to consolidate its upstream
business through divestment in the late 1980s. Another sale of selected worldwide oil and gas interests and assets brought in $1.3 billion. In 1990 and 1991
sales of exploration interests and assets in New Zealand, France, the Netherlands, and from the BP Exploration division in particular totaled £830 mill ion.
One notably successful acquisition was Britoil, a company established by
the British government in the 1970s to participate in North Sea oil exploration.
Britoil had become one of the largest independent oil exploration and production companies, and in acquiring it, BP almost doubled its exploration acreage
in the North Sea.
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The late 1980s saw considerable changes at BP. In October 1987 the
government under Prime Minister Margaret Thatcher sold its remaining shares
in the company as part of a privatization program. The timing of the share issue
was particularly unfortunate, as the world's stock markets collapsed between
the opening and closing of the offer. One result of the sale was that by March
1988 the Kuwait Investment Office had built up a 21.6 percent stake in the
company; government regulatory authorities subsequently reported that this
share was reduced to less than ten percent.
In the early 1990s British Petroleum sought to consolidate its activities to
focus on its traditional areas of strength in "upstream" areas--oil and gas exploration, field development, production, pipeline transportation, and gas marketing--and "downstream" areas--oil supply trading, refining, and marketing as
well as in chemicals manufacturing. As a result of its corporate shuffling, BP
now focused on its three core businesses: oil exploration and production, oil refining and marketing, and chemicals.
In 1990 BP announced Project 1990, a fundamental change of its corporate structure. The primary aims were to reduce organizational complexity, reshape the central organization and reduce its cost, and reposition BP for the
1990s. Project 1990 was the brainchild of BP's chairman, Robert Horton. Horton earned a reputation for saving money and rose to prominence at BP by cutting costs first at the company's tanker division, then progressing to BP's chemicals subsidiary. Eventually becoming chairman and chief executive officer of
BP Oil in 1990, he set out to cut $750 million from BP's annual bottom line by
revamping t he corporate culture.
At the heart of the scheme was a conviction that BP had become overly
bureaucratic and that strategic flexibility was handicapped as a result. In 1990,
Horton said, "What I'm trying to do is simply, refocus, and make it clear we
don't need to have hierarchies. We don't need to have baronial head office departments. This is a fundamentally different way of looking at the way you run
the center of the corporation." Under Project 1990, nearly 90 percent of corporate center committees were abolished, with individuals taking responsibility
instead. Hierarchically structured departments were to be replaced by small
flexible teams with more open and less formal lines of communication.
Unfortunately, Project 1990 quickly came to represent wholesale job cuts
and low morale. Between 1990 and 1992, over 19,000 positions--over 16 percent of the total workforce--were cut. The intended result of the job cuts was to
shorten the lines of command and promote individual responsibility, but workloads were not redistributed in the process. Project 1990 earned a poor reputation among employees, because some of the most basic measures to promote
good communication and efficiency were eschewed for job elimination. Horton
also insiste d on maintaining BP's di vidend--despite cuts in other vital areas.
120