Stephanie Sabhanindita

Director of Professionalism SPE UI SC 2017
Last Updated: August 28, 2017
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Refining & Petrochem
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As an engineering student, I must learn how to apply my skills in a real work experience before graduating. Which we called the Practical Work or Kerja Praktek (KP) for short. At first, I thought this task will be a huge burden, moreover if I had to do it alone. But then, with SCG International Internship, my KP experience turned out to be a lot different than what I expected to be

For you who might not have known before, SCG or Siam Cement Group is the largest cement and building material company based in Thailand and already growing across Southeast Asia. With over 100 years old, SCG currently has three business unit (Cement Building materials, Chemicals, and Packaging) with more than 200 companies under their brand. One of their annual programs is the SCG International Internship. It offers the opportunity to have the hands-on experience at one of the SCG subsidiary business unit at Thailand. It opens not only for engineering but also for the social science such as marketing, law, brand, and HR.  In addition, they also provide the best accommodation, transportation, some meals, and even gave us an extra allowance for a month. To be honest, I don’t come from a family that can go overseas for holiday. I have never been travel outside Indonesia before.

So could you imagine how excited I was?

One thing for sure is that I have to try my best to get selected. I went through its selection series with the other 1.245 other great competitors from Indonesia. It starts with the essay submission about two topics. First is what I think the most important values based on SCG’s 4 core value. The second is about my greatest failure in which I tell my experience in losing a presidential election at my organization, emphasize on what did I learn from it. The next selection would be CV and transcript screening continued by an intense panel interview. At last, they choose the best 12 students from Indonesia with different studies ranging from engineering to social science. I can still remember my hand shaking when I received this incredible news. I am going to Thailand! This is the Indonesia SCG Inter Intern at the Huai Khuang MRT Station.

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My first time going overseas, it is fully funded. I am eternally grateful and that makes every single detail about Thailand amaze me in a special way since I arrived. On the first day, we had orientation where I can meet the other 44 international intern from Vietnam, Myanmar, Cambodia, and Philippines. Some of my friends will have an internship at the SCG Headquarters Bangkok while the engineering student will go to their own plant at a different company. This is the sneak peek of what our working environment looks like:

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For myself, I was assigned to Thai Plastic Chemicals Public Company Limited located in Rayong Province. Precisely, it is located at Map Ta Phut Industrial Estate which is vast, organized, and remarkably green even with all the industrial activities in the vicinity. TPC is a leading company in PVC production and has expanded its business to ASEAN. Including at Indonesia, we have the TPC Indo at Gresik. Since my first day at work, I was really impressed by their work ethic. They are very hardworking and comply with every procedures or rule. From the operator, engineers, to even the Division Manager, they were all giving me a very warm welcome. Even though sometimes we find language as a barrier, but we manage to build communication with greetings, body gesture, and a sweet smile every day.

Different with my previous internship at a factory, my mentor, P’Art is a very caring man. He makes sure that I learned as much as possible in the remaining period of time. Therefore, I was given a special project where I can apply all the fundamental knowledge as a chemical engineer I have learned at college. I was responsible to give a new suggestion to change the method of the preventive maintenance plan for replacing the Dryer’s heating panel. It resulted in three significant advantages, which can reduce the plant's downtime period, maximize use of the heating panel, as well as save the maintenance cost. Even in his busiest schedule, P'Art always tried his best to answer my questions and guide me to be ready for work in the future. Here is a photo of me at the DCS with all the chemical engineers. My mentor is the one beside me with the glasses.

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On the weekends, SCG took us (engineer student) back to Bangkok for some fun activities. One day we visited Thailand beautiful temples at the famous Grand Palace and Ananta Samakhom Throne Hall. Seeing their cultural buildings, statue, and magnificent art right in front of my eyes was really impressive. They also took us to watch a live soccer game at SCG Stadium, a match between SCG MTUTD VS Consadole Sapporo. Though I am not a big fan of football, personally I always enjoy trying something new for the first time. Then we visited the Safari World to enjoy the smart and cute animals shows. My favorite was, of course, the elephant show! When it was the national holiday, our HR at TPC successfully managed to give us a whole day treat trip to Pattaya! It was so nice and kind of them, we visit the alluring Nong Nooch Garden, the thrilling Ripley’s Believe it or Not, and last but not least to taste the pure grape juice at the Silver Lake. 

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The other days we went to SCG Experience building exhibition and to SCG Heim factory. It was really inspiring to see the innovation and improvement that SCG put to keep their business growing even bigger. It taught me not to be reluctant to change, to be flexible, and how to shift the change for a better cause. Another activity is a CSR day where we spent the whole day to build a check dam at a rural village. I and my Thai interns also had CSR activities such as cleaning the beach and organizing utensils at a local temple.

It was fun and so pleasing to realize that a simple act could do a much bigger impact.

One month period of time was surely swung by so fast. I enjoy every second I spent there. Every moment I lived, laughter I shared, the knowledge I gained, and especially the new perspective I hold on to. I will try to preserve Thai positive habits such as punctuality, modesty, hospitality, and integrity in the working environment. Above all, I know how hard it was to collect information from my seniors that have joined this program before me. Therefore, I present this article for my juniors who might put interest in this program next year or anyone who will find this writing is worth to share.



For more info about SCG International Internship:

https://www.facebook.com/SCGInternationalCareers/

https://www.instagram.com/scgiintern.id/

or if there’s anything you want to know more from me feel free to reach me at [email protected]

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The State of the Industry: Q2 2020 Financial Performance

It is, obviously, unsurprising that the recently released Q2 financials for the oil & gas supermajors contained distressed numbers as the first full quarter of Covid-19 impact washed over the entire industry. It is, however, surprising how the various behemoths of the energy world are choosing to respond to the new normal, and how past strategies have exposed either inherent strengths or weakness in their operational strategy.

Let’s begin with BP. With roots that stretch back to 1908 with the discovery of commercial oil in Persia, now Iran – BP arguably coined the phrase supermajor in the late 1990s, when acquisition of Amoco, Arco and Burmah Castrol married BP’s own substantial holdings in Europe and the Middle East to create a transatlantic oil and gas giant. It was a trend mirrored across the industry, with the Seven Sisters of the 1970s becoming ExxonMobil (Esso and Mobil), Chevron (Gulf Oil, Socal and Texaco) and modern day Royal Dutch Shell. Joining them were ConocoPhillips (Conoco and Phillips) and Total (Petrofina and Elf Aquitaine). As the world’s appetite for oil and gas increased at an accelerating pace, the supermajors became among the world’s largest and highest valued companies across the next two decades.

That is now poised for a major change. With fossil fuels waning in demand and renewables becoming more investable, BP is now declaring that it will no longer be a supermajor. CEO Bernard Looney made the announcement ahead of the release of the company’s Q2 financials, seeking to reinvent the firm as ‘integrated energy company’ rather than an ‘integrated oil company’. To make this change, Looney is looking to shrink BP’s oil and gas output by 40% through 2030 and invest heavily to become the world’s largest renewable energy businesses, putting climate change firmly on the agenda and getting ahead of the curve in meeting European directives for a low-carbon future. This was, perhaps, already on the cards. But the Covid-19 effect has hastened it. With a second quarter loss of US$6.7 billion, BP is choosing this time to rebrand itself for long-term transformation rather than maximise current shareholder value; indeed, it will slash dividends in half in order to invest cash for the future.

On the European side of the Atlantic, that trend is accelerating. Shell and Total are also aiming to be carbon neutral by 2050, alongside other European majors such as Eni and Equinor. That isn’t to say that oil or gas will no longer play a huge role in their operations – indeed Total and Eni in particular have made many recent and potentially lucrative finds in Egypt, South Africa and Suriname – just that oil and gas will become a smaller percentage of a diversified business. Both Shell and Total have also displayed how past strategic decisions have paid dividends in uncertain times. Both supermajors declared profits for the quarter, escaping the trend of underlying losses with net profits of US$638 million and US$126 million respectively when a deep red colour to the numbers was expected. The saving grace in a dramatic quarter was their trading activities, where the trading divisions of Shell and Total (as well as BP) took advantage of chaos in the market to deliver strong results. But even with this silver lining, Shell and Total are scaling back on dividends, as they join BP in a drive to diversify in the age of climate change, which has strong political backing in Europe where they are based.

On the other side of the pond, the mood surrounding climate change is decidedly different. ExxonMobil and Chevron aren’t exactly ignoring a low-carbon future but they aren’t exactly embracing it wholeheartedly either. Instead, both supermajors look to be focusing on maximising shareholder value by focusing on producing oil as profitably as possible. It explains why Chevron moved to acquire Noble Energy recently after failing to buy Anadarko last year, and why ExxonMobil is still gung-ho over American shale and its new found black gold assets in Guyana. The Permian remains on their focus; with economic pressure on, there are rich pickings in the shale patch that could turn American shale from a patchwork of ragtag independent drillers to big boy-dominated. In the short-term, that promises quick returns after the panic – especially with ExxonMobil and Chevron declaring net losses of US$1.08 billion and US$8.3 billion for Q2, respectively – but the underlying assumption to that is that the energy industry will recover and continue as it is for the foreseeable future, rather than the major upheaval predicted by their European counterparts.

For shareholders, and the companies themselves, the expectation is what the future will hold once the worse is over. That Q2 2020 financials dismal performance was never in doubt. What is more revealing is where the supermajors will go from here. Will BP’s attempt to end the supermajor era pay off? Or will American optimism return us back to business as usual? It’s two different visions of the future that will either way spell a sea change for the industry.

Market Outlook:

  • Crude price trading range: Brent – US$43-45/b, WTI – US$40-42/b
  • Global crude oil price benchmarks moved higher after a devastating blast in Lebanon that levelled a significant amount of Beirut’s port facilities
  • However, the market is also cautious as OPEC+ begins to wind its supply cuts down to a new level of 7.7 mmb/d with concerns that demand recovery is slower-than expected
  • OPEC’s Gulf nations – Saudi Arabia, Kuwait and the UAE – also ended voluntary cuts made in June, but are looking to force Iraq to 100% compliance in August and September as the latest data continues to show it lagging behind commitments

End of Article 

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In this time of COVID-19, we have had to relook at the way we approach workplace learning. We understand that businesses can’t afford to push the pause button on capability building, as employee safety comes in first and mistakes can be very costly. That’s why we have put together a series of Virtual Instructor Led Training or VILT to ensure that there is no disruption to your workplace learning and progression.

Find courses available for Virtual Instructor Led Training through latest video conferencing technology.

August, 07 2020
Suriname’s Mega Discovery

It was just over five years ago that ExxonMobil discovered first oil in Guyana, transforming the sleepy South American country into the world’s upstream hotspot in just half a decade. The strike rate there has been amazing – 18 discoveries out of 20 well campaigns, and more seem to coming as new discovery efforts get underway. This made Guyana the envy of its neighbours. And why not? The Guyanese economy is projected to grow at 86% y-o-y in 2020, despite the Covid-19 pandemic, as first commercial oil from the Liza field hit the market.

Just over the Guyana border, Suriname, a former Dutch colony had all the more reason to be envious. Unlike Guyana, Suriname has an established upstream industry. Managed by the state oil firm Staastsolie, the volumes are paltry: the onshore Calcutta and Tamabredjo field collectively produce at a current rate of 17,000 b/d. Guyana’s Liza field alone is 15 times larger than Suriname’s total crude output. But the Guyanese miracle always did herald some hope that some of that golden dust could blow Suriname’s way, not least because the giant offshore discoveries in the Staebroek block were just across the maritime border.

In January 2020, this bet proved right. US independent Apache announced it had made a ‘significant oil discovery’ at the Maka-Central 1 well, the first suggestion that the Cretaceous oil formation in Guyana extended southeast to Suriname. Two more discoveries were announced by Apache in quick succession, Sapakara West and, just this week, Kwaskwasi. All three are located in the 1.4 million acre offshore Block 58, which was originally held entirely by Apache before French supermajor Total bought into a 50% stake just before the Maka Central discovery was announced. Three discoveries in six month is quite a payoff, especially with the Kwaskwasi-1 well delivering the highest net pay and confirming a ‘world-class hydrocarbon resource’. More importantly, initial findings suggest that Kwaskwasi holds oil with API gravities in the 34-43 degree range, the sort of light oil that is perfect for petrochemicals and higher-grade fuels.

With Total scheduled to take over operatorship of the block after a fourth drilling campaign, the partners are eager to extend their streak. The Sam Croft drillship is scheduled to head to Keskesi, the fourth scheduled prospect in Block 58, after operations at Kwaskwasi-1 have concluded, and an additional exploration campaign is already in the plans for 2021.

Total and Apache aren’t the only ones playing in Surinamese waters, though they are the first to hit the payday. Most of the country’s offshore blocks have been apportioned, snapped up by ExxonMobil, Kosmos, Petronas, Tullow and Equinor, and all are hoping to be the next to announce a find. ExxonMobil, with Equinor and Hess Energy, have a good position in Block 59, just next to the Caieteur block in Guyana, while Kosmos is hunting in Block 42, right next to the Canje block in Guyana. However, it is Malaysia’s Petronas that is the next likely candidate. Present in Suriname since 2016, when it drilled the exploratory Roselle-1 well in Block 52, Petronas also has interests in Block 48 and Block 53, and recently completed a farm-out sale with ExxonMobil for 50% of Block 52. Its drilling campaign for the Sloanea-1 well is scheduled to begin in Q4 2020, and will be keenly watched by all in Suriname.

Unlike Guyana that had no state oil company, Suriname has existing national oil infrastructure. Staatsolie currently controls onshore and shallow water areas in the country. However, all wells drill in offshore Block A, B, C and D have turned out dry so far. That leaves Staatsolie in a situation: its own areas are not prolific as discoveries by Total, Apache, Petronas et al. For now, Staatsolie is looking to gain rights to 10-20% of any oil discovery within Suriname, but the framework for this is weak and it must navigate carefully to not antagonise the oil majors that are powering the discoveries in its waters. It will do well to avoid the confrontational attitude that is jeopardising LNG development in Papua New Guinea with ExxonMobil and Total, but Staatsolie does have a claim to Suriname’s oil riches for itself.

For now, it is exhilarating to observe the progress in this previously quiet corner of South America. It is the closest thing to frontier oil exploration in the 21st century, with each new discovery generating more and more excitement. Who would have thought there was so much oil left undiscovered? Guyana has shot into the spotlight, Suriname is starting its own ascent and… who knows… could French Guiana be next?

End of Article 

Get timely updates about latest developments in oil & gas delivered to your inbox. Join our email list and get your targeted content regularly for free. Click here to join.

In this time of COVID-19, we have had to relook at the way we approach workplace learning. We understand that businesses can’t afford to push the pause button on capability building, as employee safety comes in first and mistakes can be very costly. That’s why we have put together a series of Virtual Instructor Led Training or VILT to ensure that there is no disruption to your workplace learning and progression.

Find courses available for Virtual Instructor Led Training through latest video conferencing technology.

August, 01 2020
2019 U.S. coal production falls to its lowest level since 1978

U.S. total annual coal production

Source: U.S. Energy Information Administration, Annual Coal Report

In 2019, U.S. coal production totaled 706 million short tons (MMst), a 7% decrease from the 756 MMst mined in 2018. Last year’s production was the lowest amount of coal produced in the United States since 1978, when a coal miners’ strike halted most of the country’s coal production from December 1977 to March 1978. Weekly coal production estimates from the U.S. Energy Information Administration (EIA) show the United States is on pace for an even larger decline in 2020, falling to production levels comparable with those in the 1960s.

2019 annual coal production by state

2019 annual coal production, top 10 coal-producing states


Source: U.S. Energy Information Administration, Annual Coal Report

Wyoming produces more coal than any other state, representing 39% of U.S. coal production in 2019, at 277 MMst, which is 9% lower than its coal production in 2018. Coal production in West Virginia, the state with the second-highest coal output, fell by a relatively smaller 2% in 2019. West Virginia is a primary producer of metallurgical coal, which saw sustained demand for exports in 2019. Coal production recently stopped in two states, Kansas in 2017 and Arkansas in 2018. Arizona stopped producing coal in the fall of 2019 when the coal-fired Navajo Generating Station and adjacent Kayenta coal mine that supplied it both closed.

EIA estimates weekly coal production using coal railcar loadings. In 2020, weekly coal railcar loadings have been trending much lower than 2019 levels, and most recent year-to-date coal railcar loadings were down 27% compared with 2019.

U.S. weekly railcar loadings

Source: U.S. Energy Information Administration, Weekly Coal Production

The decline of U.S. coal production so far in 2020 reflects less demand for coal internationally and less generation from U.S. coal-fired power plants. U.S. coal exports through May 2020 are 29% lower than during the first five months of 2019. U.S. coal-fired generation fell to a 42-year low in 2019, decreasing nearly 16% from the previous year, and has fallen another 34% through May 2020.

Estimated U.S. coal production through mid-July 2020 is 27% lower than the average annual 2019 output, and EIA expects these reductions in production to persist during the remainder of the year. In the latest Short-Term Energy Outlook (STEO), EIA forecasts a 29% decline in U.S. coal production in 2020.

EIA forecasts that U.S. coal production will increase by 7% in 2021, when rising natural gas prices may cause some coal-fired electric power plants to become more economical to dispatch. Much of EIA’s projected recovery in coal production is in the western United States.

Principal contributor: Rosalyn Berry

July, 29 2020