Maputo, 5th October 2020 – On 28-29 October 2020, ENH and dmg events will co-host the Mozambique Gas Virtual Summit, held with the support and participation of MIREME and INP.

The virtual summit will feature keynote speeches from H.E. Valige Tauabo, Governor of Cabo Delgado, Estêvão Pale, Chairman & CEO, ENH, Carlos Zacarias, President, INP and Jos Evens, Lead Country Manager, ExxonMobil Mozambique.

“It is our great pleasure to announce that the Mozambique Gas Summit will be held virtually this year. Through the online platform the industry will be able to reunite, debate, and network with one another, enabling leaders from across the international gas community to share ideas and provide key market updates to the rest of the world.”  Said Estêvão Pale, Chairman & CEO, ENH.

The two-day program boasts presentations from the key players in the Mozambique gas community, and will feature discussions on creating a regional gas masterplan, and an update directly from the newly created Mozambican Local Content Task Force on their mandate, plans and priorities for the energy sector moving forward.

Discussions will also be afforded to the status of project development in Mozambique.

The Mozambique LNG and Rovuma LNG projects will both involve major investments into the local business community over the coming years, with the Total-led project expected to invest $2.5 billion of work dedicated for local businesses, whilst creating more than 5000 jobs during the construction phase of the project.

“In spite of the current pandemic, we have seen the largest private investment in Africa, involving an array of lenders and including around 20 banks. This is extremely significant milestone, and a testament to the investability and excitement around projects being developed in Mozambique.” said Nina Febo, Project Manager, Mozambique Gas Virtual Summit.

The Virtual Summit will offer unparalleled access to Mozambique’s key energy sector decision makers, whereby attendees will be able to network with them virtually, gain access to exclusive content and even visit trade booths in the virtual exhibition.

“We’re creating a platform to help re-connect the Mozambique energy community. The Mozambique Gas Virtual Summit has some extremely innovative features, including a match-making algorithm that will suggest companies for you to meet with based on your business needs. We have seen a real renewed appetite from the local and regional community to reconnect following an extended period of restrictions and the virtual platform will provide this opportunity to meet with existing clients, whilst also seeking out new collaborative ventures.” Added Ms. Febo.

dmg events, along with its partner ENH, invites all key stakeholders seeking to collaborate and access business opportunities in Mozambique and the region to join the Mozambique Gas Virtual Summit, which will reconvene all of the key players from across the Mozambican energy value chain. Attendees from across the world will have the opportunity to network and host private meetings, in addition to resuming collaborative discussions at a critical point for the industry and Mozambique’s gas sector’s future.

-ENDS-

For further information, do visit www.mozambique-gas-summit.com.

About the organiser: 

dmg events  
dmg events leading organiser of live, hybrid and virtual events and a publisher of trade magazines.
We aim to keep businesses informed and connect them with relevant communities to create vibrant marketplaces and to accelerate their business across multiple platforms.
dmg events organises more than 80 events across 25 countries, attracting over 425,000 attendees and delegates every year.  The company’s portfolio of products includes many industry leading events such as ADIPEC and Gastech energy events.
Founded in 1989, the company is headquartered in Dubai, UAE, and is a wholly owned subsidiary of the Daily Mail and General Trust plc (DMGT, www.dmgt.com), one of the largest media companies in the United Kingdom.

For further information, please contact:

Roshan Jan-Mahomed
Roshanjanmahomed@dmgevents.com
07593 441 504

The oil, gas, and energy sector is a highly competitive industry. Identifying the best oil and gas companies to target for your products or services and where to allocate your marketing resources effectively is key to increasing your winning rates.

Finding high quality leads with a greater capacity for future projects such as drilling, helps vendors to tailor their products and services to better fit the market. This saves time and money and helps to focus your marketing resources to the oil and gas companies who have a high demand for your offerings.

If you are looking for business opportunities in the energy industry this articles will enable you to identify the best oil and gas energy companies to target for submitting a proposal for your services or products.

The article outlines some steps to identify and target high-quality leads in the oil, gas and energy industry. This enables oil and gas service providers, set their strategy with confidence and identify opportunities before their competitors in this ever-changing energy market.

  1. Find out who the main players in the market are. 

The first step is to find who are the main players are in the region. Develop a list of both major multinational oil and gas companies, and small independent oil and gas companies that have a physical presence in the region.

  1. Look at current oil and gas activity in the area.

Once you have found out the key player, the next step is to identify who is doing what in the region. Find out what kind of oil and gas activities are occurring in the area. Also, find out which companies are likely to have a project in the future. Which company is likely to drill, build oil and gas pipelines or conduct exploration in the areas? Identify their oil and gas production levels. This helps you to narrow your target group prospect and focus your sales and market effort to prospects who are likely to have a project in the region.

  1. Gain a high-level overview of the project capacity.

Once you have narrowed your best target business group you need to find more information about the companies’ activities or projects.

If you have learned that some of your prospects are preparing for drilling projects you should dig deep to know how the information that will help have a deeper understanding of these operators and their activity. So, if you have uncovered your prospects are gearing up for the drilling, find out how long it takes these companies to drill their wells.

What is the company’s name that has been contracted to drill the wells? Gather sufficient information about the oil and gas companies(operators) and their prime contractors. Because sometimes oil and gas companies do not buy but their prime contractors do.

To thrive in this ever-changing energy market. Vendors should filter all noise and focus on high probability opportunities that fit your business. To do so they have to work with reliable partners to help them meet their business intelligence demand.

Service and equipment providers should be data-oriented and rely on partners who can give them reliable information and data about the active key players and project activity across the East African oil and gas industry.


Marketing and communications in the oil and gas industry, once as prehistoric as the basins where oil and gas is found, is advancing dramatically. Social media is beginning to propel this industry and its marketing and communications function forward. Despite previous roadblocks from companies’ internal legal departments and fear of the unknown, many oil and gas companies are now active on several digital channels — LinkedIn, Twitter, Facebook and YouTube.
An industry without a clear, strong voice in the past is now employing digital channels to communicate more effectively. Social media allows the companies not only to promote their activities, but also to educate and engage with key constituents, including the public, media, governments and other stakeholders.
Social media marketing resources vary greatly, though — while some have large, dedicated social media teams, it remains an afterthought for others. Independents with limited or no marketing staff have begun to rely on outside agencies to help with social media campaigns. Most international oil companies (IOCs) have large social media teams and are prolific on some digital channels, but don’t count out national oil companies (NOCs) or oilfield services companies from the social media mix. NOCs are beginning to understand they need to educate the world for further energy investment into their countries. Social media is a perfect channel for them to connect with investors since developed countries are very active on digital channels.
The messages vary from recruiting for jobs and community news to earnings releases and general company activities. More oil and gas companies are using social media for educational purposes, especially on politically charged topics like hydraulic fracturing (or fracking), LNG exporting and building the Keystone pipeline. There is a lot of misinformation about the industry, and social media allows the industry to respond faster and communicate the facts. This has become critical in the case of crisis communications.
Companies wanting to stay out of political discussions are focused on community relations and recruitment. They are often tweeting about jobs, and some even have dedicated Twitter feeds to share job opportunities. The majority of oil and gas companies contribute large amounts to charity, and these companies are increasingly using social media to spread the word. Rather than just posting their charitable giving on a web page or not communicating it outside the company’s walls, they are actively posting photos of employees at charity events, and even setting up Facebook albums to showcase event photos. Oil and gas companies are more active in the community than ever before through special programs and participation in community events and social media is taking their programs to the next level.
Companies are also now relying on employees to help promote their brand in a positive manner through social channels. Only a few are starting to invest internally in social training, but most large companies have social media policies in place. It is very important to have set policies to govern what employees post and to take appropriate action when employees do not adhere to the policy. Those more advanced in social media are starting brand ambassador programs and various Twitter feeds that show daily life working for their company, which also helps to connect with millennials. Due to the industry’s rapidly aging workforce, social media is a powerful way to engage the energy workforce of the future. Niche online communities for oil and gas professionals are growing and helping to attract younger generations into the industry. On-campus industry recruiters and associations with student chapters are utilizing social media, such as Twitter and Facebook, to educate and engage with them about all facets of working in oil and gas.
Several studies show LinkedIn prevails as the predominant tool used for business-to-business communications and the oil and gas industry is no exception. Many companies have active LinkedIn company pages where they regularly post updates. Oil and gas companies are now beginning to set up their own LinkedIn groups in addition to their existing company pages to better engage constituents. Rather than pushing marketing content, LinkedIn groups allow them to facilitate technical discussions and really engage with customers, employees, industry professionals and potential recruits. A few IOCs have set up groups as a platform to exchange ideas and hold discussions around innovation, new technologies and future trends.
Although the oil and gas industry is still charting its course through social waters, it has come a long way quickly. The industry needs to take social media to the next level. For example, an industry that has long since mastered the trade show is still not fully utilizing social media during events. In addition, very few oil and gas companies are currently on Google+ and are just beginning to create mobile applications.
Now is the time for oil and gas companies to fully embrace social media and what digital channels have to offer. Exploration into social media has ended and the real development begins. Oil and gas companies need to invest in a strategic digital program to monitor and engage with their audience like any
other business in order to truly gain the benefits they seek for their stakeholders and the industry.

On a crisp late May afternoon in Dar es Salaam Ally Awadh, one of Tanzania’s most prominent businessmen, is waxing lyrical about a deal he has just concluded. Recently, the Competition Authority of Kenya gave his company, Lake Oil Group, the go-ahead to acquire all the fuel service stations of Hashi Energy, one of Kenya’s largest independent oil companies

“It’s a first step for us in our pursuit of regional domination,” says the 36-year-old mogul in lightly accented but supple english. “Once you conquer Kenya as a foreign company, then you shouldn’t really have much of a problem prospering in other East African countries.”

Dressed in a black T-shirt, jeans and handmade black loafers, Awadh’s look may be unpretentious. His ambitions are anything but. In less than a decade the young founder and CEO of Lake Oil Group has built his company into a $1 billion (revenues) integrated energy solutions provider, and he’s not resting just yet.

Lake Oil Group, which Ally Awadh founded in 2006, is one of East and Central Africa’s fastest growing energy trading and transportation conglomerates. The company is now one of the 5 largest distributors of petroleum products in Tanzania.

Ally Awadh

Lake Oil Group also distributes and trades fuel products in Zambia, DRC, Burundi and Rwanda; owns its own oil storage facilities in Tanzania and the Democratic Republic of Congo; manufactures lubes and Ready Mix Concrete Segment, and operates a fleet of more than 400 tankers. Lake Oil Group also has trading operations and gas stations in Rwanda, Burundi, Mozambique, Uganda, Canada and United Arab Emirates.

Ally Awadh was born in 1980 to a family of successful entrepreneurs. His father built a considerable fortune trading agricultural commodities in Tanzania, and as a result Awadh attended the prestigious and exclusive International School of Tanganyika for his High School studies before proceeding to Brock University, Canada, where he studied Business Administration.

While studying for his undergraduate degree at Brock University, Canada, Awadh once reached out to his father, demanding an additional allowance. His slightly irritated father chided the young Awadh and asked him to start earning income on his own.

“My father basically got tired of me always calling him to ask for more money, so one day he bluntly told me on the phone that I was an adult, and if I wanted any money, I needed to start working for it. It was a reality check for me,” Awadh recalls.

Awadh soon got a job flipping burgers at McDonalds after study hours. “This was a turning point for me,” he muses. “For the first time, I was having to serve people. I was taking orders, handing people their food with a smile, building up on my people skills and just learning how to connect with customers. But more importantly, I was earning my own income, saving and building a nest egg for the future.”

After completing his studies in Canada, Awadh started importing used clothes from Canada to sell in Tanzania. Before long, his second-hand clothing business, which is popularly referred to in Swahili as ‘Mitumba Biashara’ prospered.

“I doubled my money on the first consignment, and I kept replicating it over a period of time. That’s how we built up capital in the business. Before long, I had accumulated a very substantial amount of money, and I was only 23 at the time,” Awadh says.

To consolidate, Awadh soon ventured into the importation of used and refurbished Trucks to Tanzania from the United Kingdom. Simultaneously, he started a milk processing facility which he subsequently sold. By the time he was 25  Awadh had already become a millionaire in American dollars.

At the age of 26, Awadh approached the Petroleum Bulk Procurement Agency (PBPA) in Tanzania and applied for a license to import refined petroleum products. He laughs when he recollects his encounter with an employee at the agency.

           Read also :how-to-recognize-potential-business-opportunities-in-tanzanias-oil-and-gas-sector-5-steps

       Read :how-to-start-oil-and-gas-services-company-in-tanzania-with-little-money-th-complete-guide/

“I was clearly very young and so when I went to the PBPA and asked them to give me a license, this particular guy sized me up and told me I was not serious. He could not believe that someone so young wanted to get involved in the bulk oil import business. But then he looked at our balance sheet and our track record in business, and we clearly had the capacity to play in this business.”

In 2006 Lake Oil Group was born. Awadh assembled a team and began importing fuel products to Tanzania, distributing to gas stations. As he built up his balance sheet, he was able to raise loans from local and international banks which he used to build up oil storage terminals across Tanzania. He also started buying up retail stations and setting up new ones across rural regions in Tanzania.

“As much as possible, we try to focus on constructing our retail stations in up-country areas, rather than focusing only on the urban areas. It has been an extremely successful model for our business. While most companies are looking to have fuel stations in the city centers and the more bustling urban parts of Tanzania, we’ve decided to take the road less taken. We are now also developing fuel stations in Rwanda, Burundi, DRC, Zambia, Malawi and Zimbabwe.”

Awadh is also a major player in Tanzania’s transport sector. Lake Trans, his transportation subsidiary, is one of the largest trucking and haulage companies in Tanzania. “Our venturing into transportation was born out of necessity.

We figured out early on that if we wanted to distribute our products to every nook and cranny of Tanzania, we had to invest in our own distribution. So over time, we have acquired a fleet of more than 400 trucks.” While Lake Trans primarily services the needs of Awadh’s primary businesses, Lake Oil leases it on occasion to other businesses.

Today, Lake Group plays an important function in the lives of many Tanzanians. The company is widely credited for popularizing cooking gas among Tanzania’s rural population. Its cooking gas subsidiary, Lake Gas, is the undisputed market leader in Tanzania and is breaking into to Uganda, Zambia, DRC and Rwanda. Lake Gas recently completed a state of art Gas storage terminal in Tanga, Coastal Town of North Tanzania.

Ally Awadh has built Lake Oil Group into a stunning African success story, but he is quick to attribute his success to his employees. “A company is only as good as its people,” he says. Awadh makes it a point to personally interview every managerial-level employee at his company, and he allows any manager have access to him at any time.

Ally Awadh is still as ambitious as ever. Despite building the most successful indigenous oil marketing company in Tanzania, he still has his sights set on new ventures. Lake Oil Group has established Middle East Ready Mix LLC, a company that produces durable and non-durable concrete that is used for piling, foundations and structures. The company has plants in Dubai AND Tanzania.

Lake Group is also working to establish a Truck assembly yard together with a foreign partner on a Joint Venture basis, and Awadh has recently invested in a Steel Plant at Kibaha, Tanzania and it will be commissioned before the end of 2017. He is also looking to expand his business tentacles into agriculture, farming and Agro process industries in the near future.

The young businessman is one of Tanzania’s biggest philanthropists. Through the Lake Oil Foundation, Awadh spends hundreds of thousands of dollars every year granting scholarships to impoverished Tanzanians and rehabilitating schools and Hospitals.

“My idea is to build Lake Group into a Pan-African diversified conglomerate by the year 2025, employing more than 15,000 people. I believe it’s possible, and as long as God lives, I am unstoppable,” Ally Awadh says.

Source: Forbes

 

 

focused oil and gas exploration and production company Aminex plc revealed Monday that the Ntorya-2 appraisal well in Tanzania has encountered a gross gas bearing reservoir unit of approximately 167 feet.

Preparations are currently underway for a comprehensive well testing program and the company expects to have results of the flow-testing and ongoing petrophysical analysis by late February.

The well was spudded in the onshore Ruvuma Basin Dec. 21, 2016 in order to appraise the Ntorya Area. Ntorya-1 had a net pay of 11.5 feet and flow-tested at 20 million cubic feet per day, with 139 barrels of associated condensate.

The Ntorya field is approximately 25 miles from the Madimba gas processing plant, which receives gas into the National Gas Pipeline system. Depending on the results of the well test, the company intends to apply for a 25-year development license over the Ntorya Appraisal Area.

“We are delighted with the progress of the Ntorya-2 appraisal well, which is ahead of our expectations,” Jay Bhattacherjee, CEO of Aminex, said.

“The reservoir is both thick and high quality. Aminex looks forward to providing the results of the flowtesting which will enable the joint venture to consider its options for development of the Ntorya field,” he added.

A simmering  dispute between two Australian companies Swala and Otto Energy in Tanzania could have emanated from a failed joint farm-down by Tata Petrodyne Limited.

According to Swala Energy in it latest presentation to shareholders the two joint venture partners had earlier agreed on a joint farm-down by Tata Petrodyne Limited where it would get equity in both the Pangani and Kilosa-Kilombero licenses from both partners.

However the operator said it assessed that a joint farm down would add additional complexity resulting to a new agreement between the then JV partners that the Indian company would farm into just Swala’s 25% which it did in June 2015 with the $5.7 million transaction completed in the following October. There were discussions regarding Otto then farming down 12.5% to Swala.

Swala however blames Otto Energy for not going ahead to pursue the matter even after holding initial discussions around a draft farm-in agreement.

Thereafter in early February 2016 Swala blames its Australian counterpart of delaying drilling at Kito prospect located in the Kilosa-Kilombero license with the backing of the new entry partner Tata which has now been pushed to 2017. The operator argued the delay to the commitment well on technical and financial grounds and Tanzania Petroleum Development Corporation (TPDC) also declined to allow the request

“On the 22nd February 2016 Otto’s lawyers contacted the Chairman of Swala Energy Limited (Australia) (SWE) demanding payment for the (incomplete) Pangani farm-down – coincidence that this was done 6 days after not getting their own way on Kilosa-Kilombero?. We discussed possible mechanisms to progress the farm-in, but Otto presented obstacles,” says Swala CEO David Mestres Ridge.

Swala claims that Otto’s argument is flawed as its assertion that the directors of SWE had controlled the actions of the board of Swala is wrong as there are just two directors and four ‘independent’ directors.

“Those SWE directors had removed ‘Otto’s money’ from Swala and sent it to SWE (actually, we sent $2.51 million and retained $3.2 million in Swala); and – Therefore (so the argument) the SWE directors should, through their insurance, reimburse Otto for a transaction that Otto has chosen not to complete – it has had 14 months to transact,” Ridge adds.

Otto in May commenced a legal action against against Swala, current and certain former directors seeking to recover a gross amount of approximately US$1,000,000 plus alleged damages in relation to the Pangani licence of which the partners have told the TPDC of their desire to relinquish  after the technical review of the licence showed no structures of commercial interest. Swala Energy said they intended to defend such legal action with vigour and, having taken initial legal advice, were of the opinion that Otto’s claim had no legal merit.

Otto Energy has also gone ahead to push for the removal of Swala as the operator after defaulting in various cash calls.

These notices relate to:

  1. defaults in relation to non-payment by SOGTP of cash calls and associated interest accrued under the JOAs;
  2. claims by Otto Tanzania for payment of interest accruing under the JOAs as a result of SOGTP’s defaults, amounting to approximately US$360,000; and the removal of SOGTP as Operator of the Kilosa-Kilombero licence area following SOGTP’s failure to satisfy the joint venture partners that it is not insolvent.

Otto Energy has since reached a farm-down agreement with MV Upstream Tanzania Limited (MV Upstream), a joint venture between Vegas Oil & Gas Limited, (Vegas) and Motor Oil Hellas SA (MOH) in respect of the assignment of a 25% participating interest in the Kilosa-Kilombero Licence onshore Tanzania.

The matter now being progressed in the Australian courts

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A 14-day oil, gas and mining training workshop for some African journalists begins in Dar es Salaam, Tanzania.

The workshop is being funded by Natural Resource Governance Institute (NRGI), organized by Journalists Environmental Association of Tanzania (JET) in partnership with Penplusbytes and the African Center for Media Excellence (ACME) in Uganda.

Read: An Open Letter To Tanzanians Entrepreneurs  Who Want To Get High-Paying Clients In Tanzania’s In Oil and Gas

The workshop is to build the capacity of the twenty-four selected participants – eight each from Ghana, Tanzania and Uganda – in the extractive industry. “This training programme aims at equipping the reporters to understand the value chain in the extractive industry,” said Nicholas Phythian, the course content developer.

“This will give them the understanding in reporting on oil, gas and mining issues.” Some of the areas the course will cover during the fourteen days include contracting, environmental impact issues, revenue use and transparency and accountability.

Participants will share their countries’ experiences and practices in order to point out the differences and similarities, challenges, successes, potentials and the way forward. One of the significant issues the course covers is when and why a country will decide to extract a natural resource or not. “There is the need for a balance with issues such cost, the environment, revenue and how beneficial will it be to the people.”

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Oil and gas companies under the consortium of Tanzania Liquefied Natural Gas Plant Project (TLNG) have donated 1.9m US dollars (about 4bn/-) to beef up employment opportunities for the youth through vocational training in natural gas in the twin southern regions of Mtwara and Lindi.

TLNG is composed of five partners–BG/Shell Group, ExxonMobil, Ophir Energy, Pavilion Energy and Statoil.

The assistance is to be used to implement Phase II of the Enhancing Employability through Vocational Training (EEVT) project, an ambitious scheme implemented by the Vocational Education and Training Authority (VETA), Voluntary Services Oversees (VSO) and GIZ through its Skills for Oil and Gas Africa (SOGA) initiative.

The EEVT project aims at improving the employability of young men and women in Mtwara and Lindi regions with a focus on the growing demand for skilled labour in the extractive industries–mining and natural gas and related services.

Deputy Minister of Education, Science and Technology, Eng Stella Manyanya, officially launched project’s second phase at an event held at VETA Mtwara yesterday.

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Speaking at the project’s launch, a representative of the TLNG Plant Project, Kate Sullam, said that the commitment to extend further support came after realising remarkable achievements during the first phase.

Phase one of the programme was implemented between 2012 and 215 by VETA in collaboration with VSO. Minister Manyanya commended partners for supporting skills development and urged more companies to lend a helping hand. She urged Mtwara and Lindi residents to take an active part in vocational training in order to benefit from emerging job opportunites in the two regions.

“Vocational training has been a stimulant of sustainable development in many countries. Many developed countries made emphasis towards vocational training. Japan, for instance, is the country that hasn’t much natural resources, but invested in human resources through training, something that made it become the second largest economy in the world,” she said.

VETA Acting Director General Geoffrey Sabuni said that the EEVT project was one of the outstanding projects which contributed to achieving the organisation’s goals 1 and 2 focusing on improved equitable access to vocational training education and improved employability of VETA graduates respectively in a special way through the government’s spirit of involving all relevant partners.

 

In her presentation on the project, VETA Director of Vocational Education and Training, Leah Dotto, said that phase one of the project benefited 477 youth (103 girls and 374 boys) over and above the initial 280 target of the project.

She mentioned other notable achievements of the project as 51 per cent of graduates got employment within six months of their graduation and 93 per cent were awarded internationally recognised certificates in vocational training after they passed the UK’s City and Guilds Institute, examinations.

She said the first phase of the project involved six trades of welding and fabrication, carpentry and joinery, plumbing and pipe fitting, electrical installation and maintenance, food preparations and motor vehicle mechanics.

The second phase project will add scaffolding and rigging, industrial painting and heavy duty equipment operation on top of the phase one trade.

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Energy Boardroom recently releases a new report on the Oil and Gas sector in Tanzania, ‘Inside Oil & Gas Tanzania’.

Huge 55tcf gas discoveries have turned Tanzania from what was once an oft overlooked backwater in terms of hydrocarbons investment into one of the hottest properties in global energy. Multinationals are now jostling for position to capitalize on the wealth of opportunities in the country.

The report is an authoritative and up-to-date assessment of the major sector in this strategically important oil and gas producing country. Themes covered include

  • Tanzania in East Africa

Neighboring Mozambique and Kenya also possess the potential to develop into regional energy heavyweights. We assess Tanzania’s strengths and weaknesses compared to its East African neighbors and the importance of the contract to transport landlocked Uganda’s oil to the coast.

  • LNG: A Game Changer?

After years of bureaucratic delays, Tanzania is finally poised to build an LNG plant in the Southern port of Lindi and begin to capitalize on its gas reserves through export to international markets. We take a detailed look at this project and its potential to transform Tanzania.

  • Regulatory Reform

2015 was a big year for Tanzanian oil and gas, with the election of President John Magufuli and the roll-out of the Tanzania Petroleum Act. We assess the impact of Magufuli’s early tenure on the industry and introduce the reformed constellation of actors created by the new legislation.

  • The Big Scramble

Our in-depth cover story, ‘Braced for the Big Scramble’ examines the international oil and gas operators, large and small, making moves in Tanzanian oil and gas. We look at their respective strategies, successes, and failures, to paint a detailed picture of the opportunities in Tanzania.

Energy Boardroom‘s Tanzania Oil & Gas Report features in-depth interviews with:

  • James Mataragio, TPDC
  • Jamidu Katima, EWURA
  • Øystein Michelsen, Statoil
  • Neil Ritson, Solo Oil
  • Salim Bashir, KPMG

Quotes

“We have, to date, barely explored half of the country, yet from what we have witnessed so far, the potential is absolutely enormous”

  • James Mataragio, TPDC

“We are witnessing the dawn of a brave new economic trajectory for our country. There is much to be optimistic about. The future of the Tanzanian oil and gas industry is unquestionably bright!”

  • Jamidu Katima, EWURA

“[The LNG plant project in Lindi] is emblematic of the dawning of a new era in East African gas and of the resolve to make Tanzania an important player in the gas space.”

  • Øystein Michelsen, Statoil

“There’s a real race underway to become Africa’s newest LNG exporter and each side is on the lookout for any possible advantage they can gain.”

  • Ronke Luke, Oilprice

Download

Download the report at http://www.energyboardroom.com/oil_and_gas_report/tanzania-inside-oil-gas-report and visit energyboardroom.com for up-to-date reports, news, articles, interviews, and facts and figures from a wide range of global oil and gas markets.

SOURCE Energyboardroom

 

 

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Tanzania offers the best chance for Solo Oil to return value to the business the company said, as it reported a wider loss in 2015.

The African focused exploration firm said costs rose compared to 2014 levels as it reported a pretax loss of £2.8million in 2015 compared to the £1.8million loss in the previous year as finance costs, provisions and impairments all increased. Solo Oil made no revenue in either year.

Impairments amounted to £875,000 in 2015, up from £400,000 in 2014, whilst finance costs increased to £386,000 from £84,000. Provisions against financial instruments were higher at £606,000, compared to £261,000.

“The company’s holdings in the Kiliwani North Development licence (KDNL) and its 25% stake in the Ruvuma PSA continue to represent the most significant investments the company has made and their further development is being actively pursued,” said Solo Chairman Neil Ritson. Appraisal drilling of the Ntorya gas condensate discovery will potentially unlock substantial additional value, whilst the KNDL gas production will lead to revenues in the coming months he added.

“The Horse Hill-1 well has added significant additional value to the company, containing both a commercial conventional Portland Sandstone discovery and a major new play in the Kimmeridge Limestones that has very significant potential,” he added.