Podcasts about ekofisk

Devenue le plus gros fournisseur de gaz naturel de l'UE depuis l'invasion russe de l'Ukraine, la Norvège propose d'augmenter sa production afin d'assurer la sécurité d'approvisionnement de ses voisins européens. C'est essentiel pour la Norvège et pour l'Europe, a martelé récemment le Premier ministre norvégien. De quoi s'agit-il ? Les guerres en Ukraine et au Moyen-Orient ont montré la vulnérabilité du continent européen en matière d'approvisionnement énergétique. Actuellement, le gaz fourni par la Norvège à l'Union européenne couvre près d'un tiers de ses besoins. La vulnérabilité énergétique de l'Europe Parmi les autres fournisseurs figurent les États-Unis, l'Algérie, le Royaume-Uni, l'Azerbaïdjan, le Qatar, mais aussi la Russie. Ces dernières années, les États membres ont pourtant réduit leur dépendance à l'égard du gaz russe. Mais se couper du gaz russe prendra du temps. Tirées par la France, l'Espagne et la Belgique, les importations de gaz naturel liquéfié (GNL) russe par l'Union européenne ont ainsi augmenté de 16% au premier trimestre 2026, pour atteindre presque 7 milliards de m3, un record depuis 2022. L'exploitation des vieux champs gaziers reprend Pour fournir l'Union européenne, la production norvégienne tourne déjà à plein régime. Situés à moins de dix kilomètres à l'ouest du gigantesque gisement Ekofisk,  trois champs gaziers fermés en 1998 abritent toujours du gaz. Entre 90 et 120 millions de barils équivalent pétrole pourraient être ainsi fournis. L'exploitation de ce site nécessitera près de 2 milliards d'euros d'investissement et sera conduite par le groupe américain ConocoPhilips. Elle débutera en 2028 et durera jusqu'en 2048. Oslo propose aussi à la prospection 70 nouveaux sites en mer du Nord, mer de Norvège et mer de Barents. Les ONG sont déçues La décision de la Norvège frustre les organisations écologistes norvégiennes. Selon elles, le gouvernement norvégien accentue la dépendance mondiale aux énergies fossiles au lieu d'assurer la transition énergétique de l'économie. À lire aussiLe gaz naturel liquéfié russe importé dans l'Union européenne atteint un niveau record depuis 2022

Nicole Johnson Murphy, CEO of ECO TLP, and Gordon Jackson join to discuss concrete floating wind foundations, production-line construction, and markets from Hawaii to Japan. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the progress powering tomorrow. Allen Hall: Offshore wind obviously is a big deal right now. There’s a lot of, countries looking at it and investigating it, doing it, but not really at scale yet. And this is where ECO TLP comes in and. Nicole, let’s just start there with a background. What problem were you trying to solve when you started ECO TLP? Nicole Johnson-Murphy: Yeah, so, we were designing for, a site off of Hawaii in 2011, for the HECO RFP. And so we were designing for 300 meter water depth from the beginning. so we were always trying to find a way to work with the ports, with the vessel, with the infrastructure that was existing off Hawaii. And with, and that worked with Jones Act vessels. So we were always trying to meet that [00:01:00] requirement with, and meet the cost, try to, we saw there were much tighter margins in offshore wind than in oil and gas, for example, at that water depth. So we’re trying to find something that was cost effective.  Allen Hall: Next question, obviously is what makes those deep water foundations so difficult? Gordon Jackson: It’s the water depth, primarily, you need to put foundations down in, extremely deep water. and they’re gonna be pretty flexible. so you’re trying to control the amount of motion that you get at the surface through your, your deep water, facility. it’s really. Really that challenge, and, the weight of components through the water depth, likes of chain would be completely impossible. in 300 meters of water. you need to use something that’s a little bit lighter. Yeah, to mow you to the, to the seabed. Allen Hall: [00:02:00] Because it does seem a little odd just not to make the foundations taller, basically. More steel drive it down in, we know that process, we understand that process. It works offshore, near shore in a, lot of locations. But once you get to what depth as it becomes financially or engineering wise, impossible.  Gordon Jackson: For offshore wind, fixed, structures in, maybe a hundred meters of water are gonna be. Economic. they’ll be costly compared to what’s been done now because, of all the extra structure you need for the, for the deeper water. But, I think you’ll see, a crossover between fixed and floating, around the, 70 to a hundred meter water mark. that’s sort the range. Allen Hall: And that leads to the next question, which is. It’s all financial, right? At some point, the numbers [00:03:00] don’t work. If the cost of foundations don’t come down, especially in fixed bottom offshore or floating offshore, we lose a lot of offshore wind resource. Nicole can you gimme a scale at what we’re missing if we don’t get to a more economical solution for floating offshore? Nicole Johnson-Murphy: So we’ve estimated for our market for, a very deep water market. So we now actually have a solution that goes across all water depths. So we’re starting with, this, gravity based structure now with, and, Gordon’s team has been really involved in that, development. And then now we can take that same slip form, concrete cylinder. Format and take it across all the water depths. so we basically can hit every water depth now for a very low cost. It’s a very simple, just, local, regionally designed and built, system. We, crowdsource the labor and the inputs. and so we [00:04:00] try to, and we also try to give the procurement team of our clients their, an ability to do their job and, be able to bid out aspects of our design, across. Different vendors. So you always wanna give, in construction, you always wanna give, the procurement team a job to do so they can actually get that price, keep that price down on the installation.  Allen Hall: Yeah, that’s a unique look that ECO TLP is putting to this problem. Which is moving away from steel, which is expensive obviously, and it’s difficult to transport at times to a more localized solution, which is concrete. And thinking about the problem a little bit differently, does that open up a number of doors then in terms of the countries that can get involved in, floating or near shore, wind projects, but just because you’re driving the cost down?  Nicole Johnson-Murphy: Absolutely. And I’ll let Gordon speak to that.. He’s worked. His whole career in offshore concrete. But I think it’s, I think it’s a, great, it’s the only way we would do it. We actually have shipyards in our companies, our partners own [00:05:00] shipyards, and we, just would never probably ex try to create this many units across the world and scale and steel. We’d only do concrete.  Gordon Jackson: Yeah. My first concrete project broke the mold of how you do, construction of concrete offshore structures. it was entirely built within a dry dock and, After we’d gone on and delivered that project, that was in the late eighties. I spent the next 10 years, working on projects all around the world, looking at doing the same sort of thing in different countries. because you only needed, 10, 12 meters of water, at the shore and you could, build a structure and get it out there in the water. It really opened up the market for offshore concrete structures that, that, first project that we did.  Allen Hall: So using that first project as leverage and knowledge of how to do these things, how much advantage [00:06:00] does concrete give you over steel? Gordon Jackson: It’s difficult to say because it bends country to country. And, quite often you’re competing against, steel built in some, very low cost fabrication countries. so if you’re in a high cost, high labor cost country, I worked in Australia, and the labor cost there was extremely high. So concrete wasn’t particularly cheap, but the overall solutions that we came up with, were cheap. Allen Hall: So does that involve basically like slip forms or how are you, thinking about that problem? Because it’s a huge engineering task and you only learn. By doing it on some level because all great plans, always run into trouble as soon as you try to implement them. So you took all that previous knowledge and then applied it to this problem, and now you have, basically [00:07:00]trimmed or, slimmed, the design down into, you have a, very economical model, even in more uneconomical economies because of labor laws and cost of labor and access and those kind of things. What does that look like now? And what’s your thought process on, Hey, this is what it’s gonna look like? Can we get, quayside how do we do this and how do we keep this thing simple? Gordon Jackson: The key thing is we’re looking at, a production line approach, which has been, it’s tried and tested for, for marine, concrete construction, construction of quay walls and and the we’re using exactly that same system. We’ve just been tried and tested to create a production line of, ECO TLP units or ECO GBS units where we’re building, onshore and where we’re going from station to station, doing a task at each station. [00:08:00] So it’s exactly like a production line, that you’re be familiar with and, you load out the completed structure onto a barge, and then you. Submerge that barge and your structure floats off and that’s, the real key to getting the, the economy from the concrete basis.  Nicole Johnson-Murphy: Yeah, and I’ll say that the OpEX is really something we focus a lot on because it’s not just what you’re doing on the CapEx and the development and the port, it’s actually that 30 year lifetime maintenance. And this is a, when you, we fully submerge our floater, which is basically inert in the ocean. It’s, very eco-friendly with the ocean. There’s no paint, there’s no, maintenance on the floater over the lifespan. You’re, monitoring those, the moorings and the, weight of any marine, buildup on those moorings and things like that. But generally it’s a very low maintenance solution and it’s very heavy and a comfortable car [00:09:00] ride for the turbine. It really has slow motions. it’s, almost like a, a high skyscraper in the water. you’re just the top of that skyscraper is moving a little bit. But you’re, you’re really giving it that comfortable, slow ride over its lifetime. It’s not hitting a lot of turbulence, like a different type of floater.  Allen Hall: Yeah. It is a different concept, really, right? That you have this mass at the bottom and you have this mass at the top, which is the, cell on the wind turbine. And if you can design it just right, everything dampens becomes stable. Even in turbulent water. How long did it take you to figure out that aspect of the design? Because it does seem like a lot of projects hit a, an end point right there because the motion of the turbine is not good for the lifetime of the turbine.  Nicole Johnson-Murphy: We, look at it as a, kind of hybrid spar, TLP so, the original design came from my late father who was, who had designed Ekofisk for Phillips [00:10:00] petroleum in the early. Late sixties, And, so he’d come from oil and gas and he’d come from that concrete, construction background. And, he is very comfortable with it. And I think, Gordon, that’s part of why I like working with Gordon ’cause Gordon has that same, long-term view on, these construction principles. And I think that, what we saw though is the margins are so different from oil and gas, and so you have to have almost a poor man’s TLP is what we would call it because it’s. It’s gotta be a very simple version of a TLP that can roll out in mass quantities. And, as coming up with a company that, business plan, you’d wanna be able to really scale the business. And so we had to come up with something that you can make. In different parts of the world at the same time, you’re not tied to one shipyard or one construction. Allen Hall: Even in terms of ship usage, you’re going to reduce the size of the ship considerably. You’re not using big dedicated ships that are really [00:11:00]expensive to operate or to keep in the area, even just to have them there as a lot of money. You’re thinking about, a different design in terms of. Simple ships that you can find locally. How much does that really lower the cost of deployment?  Nicole Johnson-Murphy: Quite a lot actually. it depends on, so the other, there’s this other, aspect of installing the wind turbine on the foundation. So we have this fixed to fixed platform concept where you come further, a little bit further offshore and, give you that, draft depth that we need. And then we have a fixed platform that just stays in place and, we bring the turbines to it and, float them out. It’s all a self floating unit, whether it’s the GBS that, Gordon’s been working with us and or the ECO TLP. So we’re really independent of those large vessels. for the most part, we’re, really try and then you, once you install the turbine, you can tow the entire unit out with two tugs. Two to three tugs.  Allen Hall: That’s remarkable. So essentially because you [00:12:00] used a basic henry Ford type process to, to create these foundations and to think about the problem differently. Not only can you deploy it, easier than a lot of things we’re doing right now on top of it, it works over a variety of depths and I think that’s a the hard thing for people to grasp because when we talk about offshore particularly start getting off the continental shelves here, you’re talking about. More than a hundred meters typically of water. But you also have a, the gravity based system and the TLP system are all interconnected into the basic philosophy. can you explain like the, backbone of how that engineering works? Gordon Jackson: It’s essentially, it’s, we’re using the same structural form in both, fixed and floating. It’s basically, it’s two cylinders, one inside the other. A little bit of structure, which joins the two cylinders together. that’s it.  Allen Hall: Gordon, you make it sound so simple, but the, [00:13:00]engineering is complicated to get to that point. And once you get to that level of, oh, that design actually works in a variety of depths, that opens up your customer base quite a bit. Have you had inquiries from nearshore people? Or fixed bottom people thinking whoa, I could actually save myself a bunch of time and money, which is the real limiting factor on offshore wind at the moment. Are you starting to see some momentum there that, operators, developers are starting to rethink this problem and not just do what they did last week? Nicole Johnson-Murphy: Absolutely. one of the ways we came about the g you know, taking the ECO TLP and transforming it to the ECO GBS was, recommended by a client, was, that was their ask actions. That’s always the best way to start a product development cycle because, somebody’s interested. and I think, and part of the reason I found Gordon to work with early on in our, the life of our company is, his background in, in GBS development. He did, he developed the Gravitas GBS [00:14:00] 10 years ago. So I think we, we got lucky that our, civil structural engineering partner with ARUP was, already really comfortable with, looking at this. So I think that’s, part of, you always want the clients to be interested, before you start investing. You don’t wanna design a product that’s in your head or your, in your company lunchroom without a real ask for it.  Allen Hall: And I, think also you have a, once you have the engineering pretty well done and. Obviously do now you’re trying to touch a number of countries and every culture has its own way of, one of the construction business to do it slightly differently. South Korea does it different than Scotland, for example. You are working across cultures and trying to make the same design. apply to all those different areas. Are, have you learned [00:15:00] some things from that? Is it, are you able to basically set the same assembly line in every place? or are there different, kinds of concrete, different kinds of access, different kinds of ports that you have to deal with? What are those variables there that, that change the way you do business? Gordon Jackson: All the characteristics, ports are, obviously different. Really you just need space. And access to reasonably deep water from, that, from that space. And, it can get surprisingly difficult to find that, certainly in the UK and, in Northern Europe, people wanna build marines and, waterfront living, rather than having, an industrial facility, on the doorsteps. In, developed countries it can be hard to find that space. But, in some, parts of the world, there’s lots of [00:16:00] space, available. some good port facilities that can be utilized. and then it’s just in, in all civil engineering works, you go to do the job, you go wherever the job is, you mobilize there. You put in the systems, and equipment that you need to build, a structure, and then normally you go away at the end of the job, you hand it over to the client. you know what, what, would be good here is if we could set up some regional centers where you’ve done the, investment in the yard, and then you can, you can amortize those costs of development over a number of projects. Then you should start to see, real, real good cost savings.  Nicole Johnson-Murphy: Just one thing, our footprint of our, cylinders is about a third of the footprint of a semi-sub, for example. [00:17:00] So, our footprint on the land port is very small.  Allen Hall: I think that makes sense because if you watch the fixed bottom projects, particularly in the United States. The first thing they had to do is rebuild the ports. The ports weren’t set for the scale and so they needed to expand the ports. That means you have to acquire land, you’ve gotta develop it. There’s a lot of processes involved. ’cause you’re talking about city, state, and federal government being involved. Obviously federal in the United States is a problem. so just getting the port developed was a huge process for fixed bottom. You’re thinking about that differently though, because the reduced amount of space, the, you don’t have to be in a huge industrial area, but all obviously it would be nice, but you do run against that problem. Are you thinking, when you talk about regional centers, are you thinking kind of Mediterranean, west Coast, us, Australia, one in Japan? How do you think about that problem? Because [00:18:00] once you get a site established, it does seem like because of the, how fast you can move these things around that it’ll become a pretty good job center for a lot of people. Nicole Johnson-Murphy: Yeah. There’s a long-term maintenance, crew that needs to be developed while we build these. Yeah, I think, it’s been a moving target of what’s really gonna develop in offshore wind. It’s like Lucy and Charlie Brown with football. I think we, constantly try to, get lined up to, to kick football and then it falls. It’s more of the developers I, I feel for on that ’cause they’re these investing tremendous amount of money for these, development sites. We are open to any, we’ve been, we’ve looked at, some developers are looking at steel production and concrete production, two different reports servicing. An array and we’re really flexible. It doesn’t, matter. When we first started on that Hawaii project, we were gonna do floating barges to slipform. [00:19:00]And we talked about that with ARUP. Some still this floating dock idea and submerging that dock. And it’s just a matter of finding the right, a large enough, dock for that type of, so then you’re not even using the land base port. You’re learn, you’re using just to. Maybe a 400 foot frontage on the, along the port. Allen Hall: That’s amazingly small, right? Because if you look at some of these ports right now that are doing, fixed bottom offshore, they’re massive, they’re huge sites. You’re talking about something roughly a 10th of the scale to get the same end result, which is turbines in the water. Nicole Johnson-Murphy: For our part of it. We still, you still have the components and those are, that’s a, it’s another logistical challenge, and so I understand why the ports are. Looking at a lot more lay down space and things, maybe at a certain point these components are so large that they just stay on a vessel and they, and we take them off of a vessel directly and load them in. Allen Hall: Yeah, I think that’s one of the considerations [00:20:00] is do you really tie it to land in, terms of needing a, massive amount of space, acres of space, thousands of square meters of space. Do you need that or is this, or can you do it much more efficiently because that overhead adds up over time. Not only are you trying to save on, the ships and the, especially the dedicated ships, you’re also looking at smaller footprints on shore and doing it a lot more economically. What does that future look like now, because it does seem like we’re at a precipice where floating wind is no longer just being discussed. In theory, it’s, going to be implemented. What are those next steps here for ECO TLP?  Nicole Johnson-Murphy: So next week we’re headed to Tokyo, to Japan for the wind expo. And, ARUP is also presenting at the Asia Wind Offshore Show. I think we’re, we’re, good to learn. There’s just so much to learn about each culture, and I think this is something that, Gordon and I’ve talked about in terms of these international [00:21:00] projects, you’ve, gotta understand your culture that you’re moving into and you’ve gotta understand how to mediate across those different companies that come in. Our company has seven different. Countries represented in our team. So right now, so, we’re, a US company, but we’re barely, we’re just by name, but I think most of our team members are not in the us and that’s international collaboration is something, I, really, loved working on it. And I think, so when we go to Japan next week, it’s really mainly just to learn. we don’t. We have a lot to learn about Japan, and that’s what’s fun about each of these regions.  Gordon Jackson: And that’s where we can help because, we’ve got a presence in Japan. We’ve been doing offshore wind in Japan, so we’re there, to help eight to ECO TLP with our, those little contacts and h do business, in Japan and things like that.[00:22:00] We have a big international network, so you know, it can help. Some, in some areas, open some doors and, forge some, some friendships between, count companies.  Allen Hall: Gordon you did a big project out in Perth, Australia, which is a difficult place, Australia is a very difficult place to manufacture things. What are some of the lessons learned and what was that process like?  Gordon Jackson: So he had a, client, a very small client who was prepared to. Seed responsibility for delivering his project to a, team, an alliance team. And he just, interviewed a number of teams and, we were lucky enough to be selected, as the team to deliver their project. There was no tendering, it was just done on, how the, client felt about the, individuals that he met. And that, that was [00:23:00] very new to me. And, the whole project was delivered, by companies from the uk, from Australia, from Singapore, from be Netherlands, the Marine, the marine, vessels. A lot of ’em are coming from, from, Northern Europe, even though you’re in Australia. And, every company wants to do things differently and they all want to look after their interests, but the big thing about this alliance project was that, you were focused on one particular project and we were, we were coached and, facilitated, and trained to, to throw away our, our company affiliations and work together. And, to collaborate together. And, [00:24:00] we’re all working towards the, end goal of delivering a particular product. And I think that’s, I think it’s got a lot of, lot of potential to be used in the offshore wind sector. This, was, an oil platform that we were gonna build on the, the northwest shelf of Australia, which happened to be built in concrete, because the client. The client came to us with a notion of, doing something in concrete, which we, took his idea, decided we could do something a little bit cheaper and more straightforward and, went on to deliver it. We were given the opportunity to deliver it. And, yeah, I, it was my best project. it was a tremendous experience for all the companies involved. And everyone made money so everyone’s happy.  Allen Hall: That is difficult, right? You do see on these offshore projects, people coming from around the world to [00:25:00] work on this one big effort, a lot of money, and at times, thousands of people involved. Companies stu stumble there, obviously because you’re trying to tie cultures, you’re trying to tie companies together, but at the end of the day, you have to get this project done. Are, there some top level lessons learned from that of, how to bridge those differences?  Gordon Jackson: I did another project, this was a steel project, where we had a US oil company. And, The successful contractor was Hyundai in Korea. And they said to, me over the course of the project, we always lose money with, with American oil companies. Why are we doing business with them? And it, all came down to the, the approach to the [00:26:00] contract. Hyundai used to working in a more collaborative way with our clients. Whereas, this project, this is what the contract says, this is what you’ve taken on to do, there’s no negotiation, you’ll do it and that’s how much money you’re getting. And, but they find that very difficult. And, it was at the time when they were opening up their business more internationally. And I think it was a big learning experience for them. Yeah I think a lot of the offshore wind tried to follow the same path and, yeah, I think more collaborative working is to be encouraged for me. More talking to each other and negotiating rather than, imposing.  Allen Hall: Where should developers go to find out more about ECO TLP? [00:27:00] Because you have a gravity based system. You got the tension leg platform, there’s a lot inside of the company. What’s the first stop? Should they visit your website? Should they connect with you on LinkedIn? Where do they go?  Nicole Johnson-Murphy: The LinkedIn where website is great.  Allen Hall: So go visit ECO TLP. It’s ecotlp.com. Nicole and Gordon, this has been a great discussion. I’ve learned a lot. It’s very exciting because I think you’re on the precipice of something great. So thank you for joining me today. Gordon Jackson: Thank you. Thank you.

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La Norvège est le plus grand fournisseur de pétrole et de gaz vers l'Europe depuis le début de la guerre en Ukraine. Sans abandonner ses activités, le pays s'est engagé à diminuer de 55 % ses émissions de gaz à effet de serre d'ici à 2030. Comment la Norvège va-t-elle répondre au défi climatique tout en préservant sa principale source de revenus ? Au-delà de l'image d'Epinal, et des brochures touristiques, les chiffres parlent d'eux-mêmes. Car si le pays est le paradis des fjords, des aurores boréales, ou encore de la voiture électrique, la Norvège n'en est pas moins le premier fournisseur de gaz vers l'Europe, ainsi que le 11e producteur mondial de pétrole. L'extraction des hydrocarbures représente aujourd'hui une manne colossale et 33 % du PIB.Pour Silje Lundberg, chef de campagne pour la mer du Nord chez Oil change international « La Norvège est le pays le plus hypocrite d'Europe quand il s'agit des questions climatiques. Car tant que l'on aura besoin de pétrole et de gaz, la Norvège sera le dernier pays au monde à en produire ! La raison principale, c'est que cela rapporte beaucoup d'argent et que cela permet d'employer beaucoup de monde. Donc il est plus facile pour les politiciens de garder une forme de statu quo, en ne faisant que des changements de surface, sans jamais s'attaquer jamais aux vrais enjeux du changement climatique ».Ces dernières années, le débat sur la façon dont la Norvège et son tissu industriel doivent s'adapter au changement climatique s'est intensifié. Témoin direct du dérèglement climatique, la Norvège est le pays champion de la voiture électrique, mais ne souhaite pas sortir de l'extraction fossile.Pour Jonas Quittelsen, d'Extinction Rébellion Norvège « La Norvège a toujours eu l'image d'une nation verte, et notre pays a d'ailleurs toujours pris position en matière environnementale, mais la réalité est bien différente et nous sommes les plus grands greenwashers au monde ! Si l'on regarde seulement cette année, la Norvège a octroyé 15 nouvelles licences de forage de pétrole et de gaz. Depuis 2 ans, on a atteint des records ! La nouvelle bataille à présent se situe en Arctique, car la Norvège veut aller forer de plus en plus au nord là où elle n'a jamais été car les ressources s'épuisent dans le sud. »Stavanger, sur la côte ouest de la Norvège est la capitale du pétrole. Elle est aussi le berceau d'Equinor, la compagnie pétrolière norvégienne contrôlé à 67 % par l'État. Elle est aussi le lieu où se trouve le musée du pétrole où RFI a rencontré Bjorn Lindberg, son conservateur qui explique que dans la 3e ville de Norvège, « le commerce de la sardine a été énorme pendant des années, jusqu'à arriver à la fin de son heure de gloire dans les années 1960. Puis le grand chamboulement est arrivé en 1969 quand Ekofisk a été découvert »En octobre 1969, alors que les essais de forage en mer se multiplient sans succès pour Philips Petroleum, la compagnie pétrolière américaine, décide de forer un dernier trou dans un réservoir crayeux. Du pétrole jaillit du fond des mers. Ekofisk, le premier et l'un des plus grands gisements pétroliers en mer du Nord est découvert avec un potentiel d'extraction d'en moyenne 164 000 barils par jour.Et le pays, qui est à l'époque l'un des plus pauvres d'Europe avec la Grèce, entre dans une nouvelle ère : celle de l'abondance. Les hydrocarbures s'affirment comme la colonne vertébrale de l'économie du petit royaume de 5,5 millions d'habitants.Alors, la Norvège verra-t-elle un jour la fin du pétrole et du gaz ? Pas avant une centaine d'années, prédit l'industrie pétrolière norvégienne. En attendant, il faut préparer l'avenir et pour la Norvège, cela passera sans doute par la capture et le stockage de carbone. Près de Bergen, à 350 km au nord de Stavanger, Northern Lights, le plus grand site de stockage de CO2 est en train de voir le jour, il est financé en grande partie par l'État norvégien et a été lancé par Equinor, Shell et Total, il sera opérationnel en 2024.Sverre Overa est le directeur du projet Northern Lights: « Chaque compagnie pétrolière a ses raisons pour investir dans la capture et le stockage de carbone, certaines le font pour leur réputation, d'autres veulent faire partie de la solution et ne veulent pas seulement faire partie du problème. Et la troisième raison, c'est que l'extraction du gaz et du pétrole a une fin en raison du besoin de réduire les émissions et cette nouvelle industrie de la décarbonation pourra se servir des compétences de ces compagnies pétrolières donc c'est une façon d'aller vers la transition énergétique et le futur ».La technique dite du CCS est aujourd'hui reconnue comme un moyen essentiel de réduire les émissions de CO2. Mais les écologistes y voient, au contraire, une excuse pour poursuivre l'exploitation des énergies fossiles. Pour Klimentina Radkova de Greenpeace Norvège, « la capture et le stockage du carbone est une fausse solution et ce n'est pas une alternative. C'est une distraction, et les compagnies pétrolières investissent massivement dans ce procédé, car cela leur donne le droit de continuer à polluer, et de produire un produit qui est nocif pour le climat. La manière la plus rapide, sûre et économique de stocker du carbone est de le laisser sous terre ».Soumis à des pressions croissantes pour réduire leurs émissions de CO2, les pays exportateurs de pétrole et de gaz comme la Norvège sont face à un défi colossal. La transition énergétique vers un monde bas-carbone où la part du pétrole serait limitée implique une totale révolution de leur modèle économique. À quel rythme, c'est toute la question.

Vi kjenner alle til starten på det norske oljeeventyret med funnet av Ekofisk i 1969 – det som skulle vise seg å være et av de største oljefeltene som noen gang er funnet til havs. Utviklingen av petroleumsvirksomheten i Norge fortsatte utover 70-tallet med store funn på felt som Ekofisk, Statfjord, Oseberg, Gullfaks og Troll. Men å lete etter oljen og gassen i disse feltene er ikke lett. Det krever tålmodighet, hardt geologisk arbeid, en del skuffelser og mange suksesser. Ukens gjest er mangeårige letesjef og petroleumsgeolog Tom Dreyer. Han forteller deg hvordan man leter etter petroleumsressurser, og hvorfor vi ikke kan stoppe med olje og gass over natten.

Klimakampen har for alvor fått fotfeste i det norske folk, men er moralisme riktig virkemiddel for å fremtvinge atferden vi ønsker? Hva er egentlig skam? Og er det enkeltindividet som bør skamme seg, eller samfunnsstrukturene som må endres?Vi har pratet med oljearbeider Eirik Birkeland fra Ekofisk-komiteen, psykolog Sidsel Fjelltun og Klaus Mohn, rektor ved Universitetet i Stavanger (UiS).

Saken gjaldt gyldigheten av avskjed begrunnet i arbeidstakeres urettmessige bruk av arbeidsgivers dataanlegg ved nedlasting av pornografisk materiale. A og B hadde vært ansatt i ConocoPhillips siden henholdsvis 1979 og 1985, og arbeidet på Ekofiskfeltet, der Phillips har operatøransvar. De ansatte har tilgang til Internett via selskapets datasystem. Sommeren 2002 ble det iverksatt undersøkelser for å avklare om ansatte hadde vært inne på, og eventuelt lagret, sider med barnepornografiske bilder. Noe slikt ble ikke påvist, men det ble avdekket at det var lagret pornografisk materiale på selskapets servere. Dette var klart i strid med selskapets arbeidsreglement og retningslinjer, der både det moralske og det sikkerhetsmessige aspektet ved slik aktivitet var fremhevet. Som alternativ til avskjed valgte fem av syv ansatte oppsigelse. Saken gjaldt de to som valgte ikke å si opp, og som deretter ble avskjediget. Tingretten kom til at avskjeden var ugyldig, at den heller ikke kunne opprettholdes som oppsigelse, og at de to hadde krav på å få erstattet inntektstapet. I lagmannsretten var det dissens. Flertallet var enig med tingretten med hensyn til avskjeden, men frifant selskapet for erstatningskravet. Høyesterett kom til at avskjed var en uforholdsmessig sterk reaksjon og at den ikke var rettmessig. Ved vurderingen ble det lagt vekt på at ledelsen i mange år hadde vært kjent med at det forekom utstrakt nedlasting av pornografisk materiale blant ansatte på Ekofisk, og at det ikke hadde vært gjennomført andre søk. På denne bakgrunn var det vanskelig å akseptere at det sikkerhetsmessige aspektet skulle være utslagsgivende ved forholdsmessighetsvurderingen. Det var heller ikke grunnlag for å opprettholde avskjeden som oppsigelse, og en subsidiær anførsel om at arbeidsforholdet skulle opphøre etter en interesseavveining kunne klart ikke føre frem. Erstatningskravet var for Høyesterett begrenset til tapt lønnsinntekt med 650 000 kroner for hvert av de to årene som var gått siden avskjeden. Høyesterett uttalte at det ved erstatningsfastsettelse etter urettmessig avskjed eller usaklig oppsigelse normalt ikke bør gjøres fradrag for inntekt av annet arbeid, men at det i hvert fall som et utgangspunkt må gjøres unntak for tilfeller der arbeidstakeren kommer i en fast og ordnet arbeidssituasjon i en stor del av den tiden han er ute av den opprinnelige stillingen. Dette var tilfelle her. Utgangspunktet må da være at det gjøres fradrag krone for krone. Ved den brede rimelighetsvurdering som skal foretas etter arbeidsmiljøloven § 66 nr. 5, måtte det ellers tillegges betydelig vekt at misbruket av arbeidsgivers dataanlegg hadde vært omfattende. Erstatning for tapt lønnsinntekt ble etter dette fastsatt til 250 000 kroner til hver.

Samtidig som Oljefondet passerte utrolige og symbolske 10.000 milliarder kroner, og samtidig som oljeministeren feiret 50-årsjubileum for Ekofisk-feltet i Nordsjøen, varslet Yngve Slyngstad at han går av etter 11 år som sjef for vår felles sparegris. Men Slyngstad slutter ikke med det første og han forlater heller ikke fondet. I denne episoden får du høre om hvordan han skal bygge opp fornybarsatsingen, hvordan man egentlig forvalter noe så stort som Oljefondet, hvilke farer som kan true fondet fremover og mye, mye mer. Produsent er Magne Antonsen og programleder er Marius Lorentzen. See acast.com/privacy for privacy and opt-out information.

50 år etter det første funnet av olje på Ekofisk-feltet, held det norske oljeeventyret fram. Samstundes vil Norge vera ein klimaleiar. Kva hadde Norge vore utan oljen og gassen? Dette er tema i aktualitetsprogrammet Desse dagar med programleiar Håkon Haugsbø.

Denne høsten var det 50 år siden Ekofisk-feltet ble funnet i Nordsjøen. Funnet markerer starten på det norske oljeeventyret. I denne episoden får du hele historien om gigantfeltet.Programleder: Ola MyrsetGjester: Stig S. Kvendseth og Arnt Even Bøe.Produsent: Henrik SvanevikLydklipp: NRK For information regarding your data privacy, visit Acast.com/privacy See acast.com/privacy for privacy and opt-out information.

15.04.2019 Building Oil Pasts And Futures- The Norwegian Petroleum Museum Norway struck oil in 1969 with the discovery of the giant Ekofisk oil field in the North Sea, and during the last 50 years Norway has developed an advanced offshore oil and gas industry. The activities and income from the industry have made a big impact on Norwegian society. Since 1996 the state revenue has been transferred into the Government Pension Fund Global – to benefit future generations. The funds value today: 1.000.000.000.000 (one trillion) dollars! The Norwegian Petroleum Museum was inaugurated by His Majesty King Harald in 1999. The museum tells the unique story of how Norway has met the challenge of the new offshore industry, based on solid maritime experience. And maybe most important: Norway’s oil and gas has been developed within the framework of democratic institutions – with the strong political vision that the petroleum resources belong to the people. This talk delves into this topical scope in greater detail. Speakers Finn E. Krogh, Museum Director, Norwegian Petroleum Museum

** Norske menn som er lei av forholdet til sin utenlandske kjæreste, bruker krisesentrene som dumpingplass, forteller krisesentrene selv ** Det ble kaotisk da rundt 30 republikanere stormet inn i en lukket høring i forbindelse med riksrettsprosessen mot Donald Trump ** Politiet har fått flere enn 1600 nyansatte de siste årene, ifølge regjeringen - men hvor og hva jobber disse politibetjentene med? Det må justisministeren svare på i Stortinget i dag ** Akkurat nå gjør blant oljeministeren seg klar til å sette seg inn i et helikopter på vei ut til Ekofisk i Nordsjøen - det er nemlig 50 år siden det norske oljeeventyret startet - vi skal til direkte til flyplassen på Sola om noen minutter

15.04.2019 Building Oil Pasts And Futures- The Norwegian Petroleum Museum Norway struck oil in 1969 with the discovery of the giant Ekofisk oil field in the North Sea, and during the last 50 years Norway has developed an advanced offshore oil and gas industry. The activities and income from the industry have made a big impact on Norwegian society. Since 1996 the state revenue has been transferred into the Government Pension Fund Global – to benefit future generations. The funds value today: 1.000.000.000.000 (one trillion) dollars! The Norwegian Petroleum Museum was inaugurated by His Majesty King Harald in 1999. The museum tells the unique story of how Norway has met the challenge of the new offshore industry, based on solid maritime experience. And maybe most important: Norway’s oil and gas has been developed within the framework of democratic institutions – with the strong political vision that the petroleum resources belong to the people. This talk delves into this topical scope in greater detail. Speakers Finn E. Krogh, Museum Director, Norwegian Petroleum Museum

Den norske oljealderens første, famlende skritt ble tatt i Stavanger på tidlig 1960-tall. I NRKs TV-serie «Lykkeland» blir denne tiden fremstilt i dramatisert form, men på Oljemuseet i Stavanger ligger alle «rekvisittene» og hele den den historien som blir fortalt i TV-serien. Museum har flere ganger besøkt Oljemuseet og i denne ekstrautgaven får vi høre om mange av de «episodene» som skildres i TV-serien, men denne gang fortalt av ekte tidsvitner og historikere. – Jeg ble vist et bilde av et boredekk og spurt om jeg kunne tenke meg sånt arbeid, sier Nordal Torstensen, Norges første ”roughneck”, som drillet etter olje på ”Ocean Traveller” i 1966. – Alle kjente alle, sier Torstensen, som ble intervjuet av Museum i 2002. Da fortalte han blant annet om hvordan den første gassflammen ble tent manuelt av en mann som krøp utover bommen med en fille dynket i diesel, surret fast på et kosteskaft. Oljefeltet Torstensen arbeidet på var Ekofisk, hvor det funnet olje i petroleumsblokk 2/4 på lille julaften 1969. Dette var verdens første oljefunn til havs, og starten på det norske oljeeventyret. I oljealderen er dette så lenge siden at Riksantikvaren har erklært de første installasjonene som teknisk-industrielt kulturminne. Oljemuseet i Stavanger er nå i full gang med å dokumentere og registrere Torstensens første arbeidsplass som musealt verneverdig. Programleder Øyvind Arntsen.

Platts editors Joel Hanley and Robert Beaman discuss the possibility of new grades of crude oil joining Brent, Forties, Oseberg and Ekofisk in the vital Dated Brent benchmark. Is Norway’s Troll the strongest candidate?Related videoWatch managing editor Paula Vanlaningham and price group...

Mass starvation, rampant murder, and no electricity in an area that has more proven oil reserves than anywhere else in the world...Why? Socialism of course. Here is the truth about the Venezuelan Crisis. This is the second part of our series on free trade. Donate at www.libertarian-atheist.com/donate Music Xzibit https://www.youtube.com/watch?v=ClFehQCAFFA Big Theif - Masterpiece https://www.youtube.com/watch?v=oacUgWXrqwc New York Times, June 19: Venezuelans Ransack Stores as Hunger Grips the Nation “With delivery trucks under constant attack, the nation’s food is now transported under armed guard. Soldiers stand watch over bakeries. The police fire rubber bullets at desperate mobs storming grocery stores, pharmacies and butcher shops. A 4-year-old girl was shot to death as street gangs fought over food. Venezuela is convulsing from hunger... A staggering 87 percent of Venezuelans say they do not have money to buy enough food... About 72 percent of monthly wages are being spent just to buy food... A family would need the equivalent of 16 minimum-wage salaries to properly feed itself” CNN, August 17: Venezuela chaos: The biggest threat to cheap oil “Venezuela's oil production -- the country's sole lifeline for revenue -- has hit a 13-year low. As the situation worsens, Venezuela's oil output could plunge even lower...While the rest of OPEC is ramping up production, Venezuela is retreating, despite the fact that it has the largest proven oil reserves on the planet.” CRIME IN VENEZUELA While having some of the tightest gun restrictions in south America, it also has the highest gun related deaths. They went from 6,000 homicides a year in 2013 to 28,000 in 2015 – and that’s just the reported amount. Many security officials aren’t even allowed to carry weapons, but that doesn’t prevent people from getting and using them SUGAR Just a decade ago, Venezuela was producing nearly all of the sugar it needed. But this week, 30,000 tons of imported Guatemalan sugar is being offloaded at the port city of Puerto Cabello for delivery to government-run supermarkets across the country, where desperate shoppers typically line up for hours to buy basic foodstuffs. In some ways, the sacks of sugar being lowered on pallets to waiting trucks at Dock 10 symbolize the plight of a country that has seen the production of sugar and other products plummet. Venezuela now imports 80% of all the sugar it consumes, and many economists say 17 years of socialist policies are to blame. The Nation, August 17: Why Is Venezuela in Crisis? “Venezuela is not ‘in a state of total collapse,’ as per The New York Times and other mainstream media sources, the country is in the midst of a very severe crisis, which is getting worse. Venezuelans are not dying, or starving, or looting en masse. But many, far too many, are suffering... By absurdly declaring that Venezuela is an ‘unusual and extraordinary threat’ to US national security and pressuring investors and bankers to steer clear of the Maduro administration, the White House has prevented Venezuela from obtaining much-needed foreign financing and investment... While Venezuela has moved away from free-market capitalism, its economy is hardly socialist. The private sector, not the state (and still less the social economy), controls the overwhelming majority of economic activity. Between 1999 and 2011, the private sector’s share of economic activity increased, from 65 percent to 71 percent” New York Times, August 10: Middle Class and Hungry in Venezuela “’Luis Almagro is the O.A.S.’s secretary general. He has blamed Mr. Maduro for the crisis and has called on the O.A.S. to consider taking the steps necessary to ‘restore democratic institutions’ in Venezuela. ‘Yeah, it looks like they’ve invoked the Charter.’ Under the charter, the O.A.S. can suspend a member state that fails to preserve the democratic order. Mr. Almagro seems to be hoping this threat will convince the Maduro government to accept humanitarian aid from abroad, which it has pre-emptively ruled out.” New York Times, August 13: Venezuela-Colombia Border Begins Gradual Reopening “Presidents Nicolas Maduro of Venezuela and Juan Manuel Santos of Colombia agreed Thursday to the gradual reopening of their 1,380-mile (2,200-kilometer) border after the Venezuelan government nearly a year ago closed crossings to crack down on smuggling...Officials alleged that speculators were causing shortages in Venezuela by buying up subsidized food and gasoline and taking them to Colombia, where they could be sold for far higher prices... Hundreds of Venezuelans stormed a border checkpoint in July and illegally crossed into Colombia for the day to go grocery shopping. In the weeks after that, Venezuela temporarily opened the border for short periods to allow people to buy food and medicine. More than 100,000 Venezuelans crossed into Colombia during a temporary weekend border opening in July.” Economic History Association: The Economic History of Norway “In 1969 Philips Petroleum discovered petroleum resources at the Ekofisk field, which was defined as part of the Norwegian continental shelf. This enabled Norway to run a countercyclical financial policy during the stagflation period in the 1970s... Since the countercyclical policy focused on branch and company subsidies, Norwegian firms soon learned to adapt to policy makers rather than to the markets. Hence, both productivity and business structure did not have the incentives to keep pace with changes in international markets. Norway lost significant competitive power, and large-scale deindustrialization took place, despite efforts to save manufacturing industry. Another reason for deindustrialization was the huge growth in the profitable petroleum sector. Persistently high oil prices from the autumn 1973 to the end of 1985 pushed labor costs upward, through spillover effects from high wages in the petroleum sector. High labor costs made the Norwegian foreign sector less competitive. Thus, Norway saw deindustrialization at a more rapid pace than most of her largest trading partners.” Show Notes

Danes and Norwegians were part of the same country for hundreds of years, and they’re still family.  Written Danish and written Norwegian are very similar – so similar that I once tried to find a Danish-Norwegian dictionary and was told there was no such thing.  The spoken language is a little more different, but still Danes and Norwegians can understand what the other is saying.   Danes and Norwegians like each other.  They care about each other.  They even sometimes cheer for each other’s football teams. But like any family, there’s envy involved. Envy. For example, there’s envy of each other’s geographical pleasures.  Norway has beautiful mountains, great for skiing.  Denmark has windswept beaches, which the Norwegians seem to love. Lots of summer holidays in Denmark.   The real envy, of course, is about money. Norway has money, because of North Sea oil.  There is a feeling among some Danes that some of that oil should have been Danish oil. During a meeting to divide up the waters between the two countries in 1963, the Danish negotiator, Per Haakerup was photographed with a glass of whisky in his hand. The rumor is he was drunk during the meeting, and gave up the Ekofisk oilfield to Norway, which has earned billions of dollars from it.