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Ten years later it expanded its range of operations to southeast Asia, where it drilled its first deepwater well. In , the company became a wholly owned subsidiary of SNG, which had greatly increased its emphasis on offshore drilling and exploration operations. As a result, Offshore developed one of the largest U. During the s new "floaters" were developed to accomplish deepwater drilling. Semisubmersible rigs were partially submerged below water and usually moored to the ocean floor for stability.
Drill ships, able to reach depths of 3, feet and particularly useful in exploring remote areas, were also introduced as a cost-effective option during this period. By the late s a large number of companies began to build and operate floaters, leading to a highly fragmented industry.
Many service companies went bankrupt or were swallowed up by stronger rivals. During this decade-long lean period, offshore drilling rigs in operation declined precipitously, from more than 1, in the early s to around In this way the parent company hoped to transform itself from a diversified pipeline company into an exploration and production company.
The newly independent Sonat Offshore, as a result of the offering, had a clean balance sheet and money in the bank, and was well positioned to weather an ensuing decline in gas prices. Moreover, the company's emphasis on deepwater oil drilling also would prove to be a wise strategy. It was recognized that the most desirable energy plays that remained in the world resided under great depths of ocean.
Although the technology existed to tap these deposits, only until oil prices reached a certain level would it become economical for a company like Sonat Offshore to invest in a new generation of drill ships. The cost of such rigs was so high that only large companies were able to afford them. Consolidation Among Offshore Drilling Contractors in the s There were other reasons why consolidation among offshore drilling contractors became desirable in the mids.
It would likely bring pricing discipline to a highly fragmented industry, in which the top three companies served just 27 percent of the market. A small drop in the price of gas or oil could result in a major decrease in day rates. Clearly, companies could not expect to achieve long-term health by simply building more rigs to expand their business. Growth had to come by acquiring existing rigs, to gain some leverage with producers. With fewer but larger contractors in the industry, the addition of new rigs would hopefully become more of a rational and systematic process.
In addition, larger players could operate more efficiently around the world, with rigs strategically positioned to save on moving charges while building a more diversified customer base. Transocean ASA had been created in the mids when a Norwegian whaling company entered the semisubmersible business, then later consolidated with a number of other companies.
Because of its large North Sea operations, Transocean ASA was considered a prize catch, one that would automatically make the buyer into the unquestioned leader in deepwater drilling. The deal became effective in September , and Sonat Offshore changed its name to Transocean Offshore. Rising oil prices, in the meantime, benefited offshore drilling contractors. The chairman of Transocean Offshore, J.
Michael Talbot, concluded that the trend could continue for as long as 20 years and made a commitment to expand on the company's fleet. With long-term contracts with oil companies in hand, Transocean Offshore began the development of a new generation of massive drill ships, featuring the latest in technological advances, and designed to drill to 10, feet, as opposed to the 3,foot capacity of the drill ships built in the mids.
The first ship, the Discoverer Enterprise, would be feet in length with a derrick that stood feet high. It could sleep and carry , barrels of oil and gas. Because it featured two drilling systems in one derrick, the ship could reduce the time to drill a development well by up to 40 percent and could drill and lay pipeline without the need of a pipelay barge.
Moreover, the Enterprise would essentially serve as a floating research and development project for two additional high-tech ships. Paris-based Schlumberger had been involved in offshore drilling for many years. Forex teamed with Languedocienne to create a company called Neptune to engage in offshore drilling.
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