E SUE S IS S RIS THI NES ERP I T BUSFOR EN DES GUI
$5.99 MARCH 2015
THE
STATE OF OIL 9 AMAZING TRUTHS ABOUT THE OIL SANDS OIL PRICES/SERVICE & SUPPLY PRICES CANADIAN OIL AND GAS AWARDS TO DRILL OR NOT TO DRILL? OBAMA IS FULL OF IT
HEALTHY LIVING THE THERMOVAULT SOCIAL MARKETING MANAGING YOUR MONEY SOLUTIONS, NOT PRODUCTS COLLABORATION TO BENEFIT ALL MANAGEMENT AS A SKILLED TRADE
5 TOP SPOTS
FOR AFTER WORK BEERS
OPERATIONS REPORT MANAGER
WEB BASED ACCESS TO YOUR CRITICAL WELL DATA
STAY CURRENT WITH REAL TIME BROWSER ACCESS TO MONITOR & REPORT DRILLING, COMPLETIONS, & CONSTRUCTION PROJECTS THROUGHOUT THEIR OPERATIONS LIFE CYCLE
BENEFIT
#9
HEAD OFFICE
THE FIELD
SERVICE & SUPPLY
OPERATIONS REPORT MANAGER
OPERATIONS REPORT MANAGER
FIELD COST MANAGER
FIELD COST MANAGER
Oilfield HUB is now offering a better way to organize your well operations reporting and a revolutionary field cost manager module to control project expenses. There is no question about the need for greater control over and reduction of field expenses. For a live presentation of our Operations Report Manager module and the powerful Field Cost Manager call us toll free at 1-866-883-8848 or click the link to schedule a demo.
CLICK HERE TO SCHEDULE A DEMO
WHERE THE ENERGY INDUSTRY GETS ITS RESOURCES
BENEFACTOR
Energy Service Companies require a bank that responds to their needs, understands market conditions, sector cycles and seasonality. With over 25 years of expertise and strong industry knowledge, the National Bank Energy Services Group has tailored its products to meet the needs of this unique industry. Your partner in business Calgary: 403-770-1095 Edmonton: 780-409-3563 Toll Free: 1-877-BANKNAT (1-877-226-5628)
energyservices@nbc.ca
MARCH 2015
contents FEATURES
12 18
The Canadian Oil and Gas Awards
20 40
First time in Canada - first time in Calgary
Amazing Truths About the Oil Sands
12
Aimed at correcting some of the misinformation out there, there is a never-ending stream of fiction
20 40
Market Matters Oil prices vs service & supply prices
Obama is Wrong About Keystone
If Canadian producers keep investing in new
42
technology, Keystone XL could lower GHG intensity of heavy crudes refined on Gulf Coast
Guide for Enterprise Finding a good business advisor can take your company to new heights
46 52
Insider Management is a skilled trade
Food Journaling
Keeping track of those calories, plus some cottage cheese and oatmeal recipies
42 46
52 58 ABOUT THE COVER
32
Self Help How to achieve your goals by tricking your brain
Giving you the rundown on some of the big issues facing oil today Cover By Kyle K. Fujita
4
OilfieldPULSE | MARCH 2015
28
YOUR GLOBAL
ADVOCATE
OILFIELD STAFFING SOLUTION
WELLSITE SUPERVISION Pajak maintains a certification database that allows us to ensure that a supervisor’s tickets are always current before they go out on any job. Pajak senior technical staff are available on a 24 hour/day back-up to all supervisors and engineers.
PROJECT MANAGEMENT We provide experienced, dependable project management staff to oil & gas sites around the globe. Our team knows how to get the job done, and is insured, certified, and be IRP (industry recommended practices) #7 and IRP #16 compliant.
Contact Us
Contact Us
WORK FOR US We are constantly searching for highly qualified, safety conscious individuals to expand and maintain the company’s high standards. We provide the very best in field supervision and project management to the oil and gas industry. Apply With Pajak PAJAKENG.COM | 403-264-1197(24HOURS)
MARCH 2015
contents DEPARTMENTS
10 22 30
10
CEO Message To drill or not to drill, that is the question!
Liquor Lane 5 great after work drink spots
Technology The thermovault - a cost-effective, environmentally
34 36 38
responsible method of oil demulsification
Calgary Women in Energy
22
Social marketing
Money Management
Maximizing returns on cash
Solutions, Not Problems
A focus on solutions is critical in the new
50 54
economic reality in oil and gas
Plains Perspective
30 36
Collaboration to benefit all
Healthy Living
Starting fresh this spring
56
Alternative
Health
6
Herbal teas/tisane Part 2 - a look at cleansing teas
OilfieldPULSE | MARCH 2015
38 54
ADVOCATE
STABILIZE
PROBLEM SHALES
AND REDUCE
COSTS
PRODUCT DELIVERY AVAILABLE FROM 13 WAREHOUSES AROUND CANADA An independent Canadian drilling & completion fluid Company providing quality of service and experience.
1 403 233 2500 | pinnaclefluids.com
Subscriptions@OilfieldPULSE.com TELEPHONE 1-403-537-6560 TOLL FREE 1-866-883-8848 For advertising inquiries or editorial submissions please contact: Production@LeadstoneGroup.com
CEO KEVIN TURKO | Kevin.Turko@LeadstoneGroup.com
PUBLISHER/V.P. SALES DAVE O’CONNOR | Dave.OConnor@LeadstoneGroup.com CREATIVE DIRECTOR KYLE K. FUJITA | Kyle.Fujita@LeadstoneGroup.com
MANAGING EDITOR ANDREA TURKO | Andrea.Turko@LeadstoneGroup.com
CONTRIBUTING EDITOR AMANDA LEE | Amanda.Lee@LeadstoneGroup.com
CONTRIBUTING EDITOR BARB LEE | Barb.Lee@LeadstoneGroup.com
NATIONAL ACCOUNT MANAGER CHAD CARBNO | Chad.Carbno@LeadstoneGroup.com
DIRECTOR - CLIENT RELATIONS KAREN KEITH | Karen.Keith@LeadstoneGroup.com FINANCE & ADMIN JEANNIE YIP | Finance_Admin@LeadstoneGroup.com
OILFIELD PULSE
ADVERTISING INDEX 2 OPERATIONS REPORT MANAGER
25 SIDELINE GRILL & SPORTS LOUNGE
59 ARIZONA VACATION RENTALS INC.
3 NATIONAL BANK OF CANADA
27 CATCH RESOURCES INC.
60 AIRDRIE OILMENS ASSOCIATION
5 PAJAK ENGINEERING LTD.
29 AGAPI MARKETING & CONSULTING LTD.
61 PLAINS FABRICATION
7 PINNACLE DRILLING FLUIDS LTD.
29 ECOQUIP PUMP JACKS
9 EVOLUTION OIL TOOLS INC.
29 RESOURCE MANAGEMENT SOLUTIONS
15 BLACK BETTY BURGER & WINEBAR
31 OILFIELD HUB
19 MILLENNIUM DIRECTIONAL SERVICE LTD.
49 BLACK BETTY BURGER & WINE BAR
© 2015 by Leadstone Group Inc.
For advertising inquiries or editorial submissions please contact: Production@LeadstoneGroup.com
SPONSORED BY
PUBLISHED BY
OILFIELDHUB.COM
LEADSTONEGROUP.COM
The entire contents of this publication are copyrighted. Any unauthorized reprint or use of this publication is prohibited. No part of this publication may be reproduced in whole or in part without the written permission of the publisher. Disclaimer: The messages expressed in this publication do not represent the views of Oilfield PULSE, Leadstone Group or affiliated companies. Publication Number: 42420518
ADVOCATE
CEO MESSAGE
TO DRILL
OR NOT
TO DRILL
T H AT IS T H E QU E ST ION!
M
an it’s quite the world of diverse opinion out there right now! Every time you turn around, whether you like it or not, the streets are awash with industry insider and public opinion on the current state of the oil and gas industry. Several of our service companies are saying all they’re hearing right now is crickets from many of their current Operator customers. At the other end of the spectrum, we’re hearing from some Operators that they are still insisting on forging ahead with their drilling programs for 2015. It goes without saying, this all centers around the current price of oil, and everyone and their prognosticating dog is weighing in on how long it will last and how soon prices will recover to a level more amenable for those that control the activity in the industry. But let’s face it, all our fortunes are much more tied directly to the decisions, in good times and bad, that are being made in downtown boardrooms, not by the markets and oil and gas traders. Whenever there is a downturn in the economy, or in individual market segments, you inevitably run into the comment …… the rich get richer, and the poor get poorer. The same holds true for all of our fates in this new reality of lower oil prices. Those oil and gas companies that are well capitalized or have worked hard in the good times to create a lean organization are taking advantage of this temporary situation. They are actively deploying strategies to
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OilfieldPULSE | MARCH 2015
grow their company by acquiring new production volumes through distressed asset sales and are continuing their drilling and completion programs at a substantially reduced cost than a mere 3 to 6 months ago. They have the luxury to position their companies for positive, and potentially exponential growth as oil prices recover. Which we all know will happen sooner than later! The view on the street is that many publically traded companies are perhaps making knee-jerk
Bottom line, the moment your company stops growing is the minute it starts dying! capex and staff reduction decisions which are way too focused on their next quarter earnings and shareholder value than on short and mid-term activity to work their way through this unfortunate dip in income streams. Many privately held intermediates and juniors are following suit, but it is encouraging in each of these cases to see there are many examples where well-healed companies are bucking this trend and are taking on more risk to bolster their prospects for growth during this period of reduced operating costs and lower priced asset deals.
ADVOCATE
T
his month, I would like to give a special shout out to Mickey Sutherland, Chris Lassu, and the rest of the team at Pajak Engineering Ltd. Leadstone Group has been working with
Pajak over many months to develop a new operations reporting tool for projects Pajak is managing on behalf of their exploration and production clients. A quantum leap forward in oilfield reporting and controlling field costs! We are also launching the Operations Report Manager plug-in to our Oilfield HUB clients, with the help of our VIP HUB Advocate client, Pajak Engineering, leading the way!
Bottom line, the moment your company stops growing is the minute it starts dying! Every Operator faces this challenge each and every day. If you are not drilling to find more oil, or purchasing new production to replace your depleting reserves your company is at risk. Even in uncertain economic times, this has to be on everyone’s mind as decisions are being made in those downtown boardrooms. If your company is over leveraged and cash strapped at the present time, you are forced to reluctantly play cards which immediately improve cash flow, but at the same time negatively impact your operations, staff, contractors and preferred vendors today, and potentially in the future, as prices recover. Regardless of what side of this fence you’re straddling, every company is now being forced to do some navel gazing to re-evaluate their operations and to find new ways to operate in a leaner, meaner and more cost effective manner. Today, the prevalent trend and most expedient means to overcome lower prices is to slash capex budgets, reduce staff and request across the board cost reductions from suppliers. But is this too narrow minded? Some Operators think so. Those that have access to capital, and can afford to do so, are still bullish on the future and are capitalizing on bargain basement asset deals and current reduced operating costs. Those that can’t afford to do so, unfortunately are the ones
that are on the poor, get poorer side of the equation. Regardless of the outcome and duration of this new reality, every Operator who survives, along with their suppliers, will have a lower cost base for operations when drilling activity picks back up. The trick will be how to maintain this newfound cost structure as volumes increase, rather than simply returning to a cost base that needs to be supported by $90 to $100 dollar oil. Take time now, with the lull in activity to look at your operations, from head office to the field, in part to shore up how you’re managing your preferred vendors, organizing your projects, sourcing your services, supplies and rentals, reporting on wellsite activity and reconciling and approving field costs. It may seem strange to do it now in the absence of a full line up of projects, but it will pay off in spades when you’re running flat out in the future. After all, we never seem to have the time to focus on these productivity improvements during the good times. Now is the time to truly embed a lean operations and cost structure into our organizations as we are waiting for prices to recover. Which again, we all know will happen sooner than later!
Kevin Turko CEO LEADSTONE GROUP 403.537.6561
OilfieldPULSE | MARCH 2015
11
CANADA OIL & GAS AWARDS
12
OilfieldPULSE | MARCH 2015
1ST ANNUAL
OIL&GAS
AWARDS CANADA
CELEBRATING CANADA’S RESPONSIBLE ENERGY INDUSTRY Extracting and delivering the nations energy in the upstream and midstream sector of the oil and gas industry under ever increasing regulation means getting the job done right is as important now as it has ever been. After three successful years operating in the United States, the Oil & Gas Awards are coming to Canada to acknowledge the superior work of leading companies in the industry across the nation and will be celebrated at the First Annual Oil & Gas Awards in Calgary, AB. The Oil & Gas Awards showcases and celebrates innovation, technological development, and the many contributions to the community responsible organizations make in the development of energy resources, whilst always working to mitigate environmental impacts. The focus of the Oil & Gas Awards is to promote and celebrate companies and individuals for their contributions to the energy industry each year with the Industry Summit and Awards Gala Dinner. Having established itself as the pre-eminent awards program in the United States, the Oil & Gas Awards initiative brings a vehicle of recognition to the Canadian energy industry that provides valuable exposure of companies’ commitments to these core values.
OilfieldPULSE | MARCH 2015
13
CANADA OIL & GAS AWARDS
C
ompanies participating in the Oil & Gas Awards not only gain recognition from their peers through the Oil & Gas Awards senior executive panel of judges, the Oil & Gas Awards program brings a multi-tiered approach to marketing responsible firms through the Industry Summit, strategic partnerships with leading media publications and associations, and the digital and hardcopy output of the Oil & Gas Awards. The initiative effectively markets participants. It supports best practices and share these achievements with the market via the trade and non-trade press. BENEFITS OF ENTERING THE AWARDS • The Oil & Gas Awards are free to enter
With the plethora of operators, suppliers, and service providers making incredible contributions to the whole industry every year, the Oil & Gas Awards initiative helps reward those companies making positive contributions to the development of the industry. Both the day and evening events will be live streamed over the Internet to promote participants successes and to share best practice with the rest of the industry. The Industry Summit focuses on matters of importance to the region. The Gala Dinner in the evening will see each finalist company recognized for their contribution to the energy industry before each award winner will be invited on stage to collect their awards in front of the attending media.
• Gain recognition for successfully implemented projects and initiatives • Attend Industry Summit for free simply by entering the awards • Finalists are announced through strategic partnerships • Exposure of brand both digitally and in print • Associate company achievements with excellence and best practice • Face to face networking • Attend Gala Dinner
14
OilfieldPULSE | MARCH 2015
The Oil & Gas Awards
CORE VALUES
Health & Safety Environmental Stewardship Corporate Social Responsibility CONTINUED
CANADA OIL & GAS AWARDS THE OIL & GAS AWARDS CATEGORIES: 1 Award for Drilling Excellence
13 Industry Supplier of the Year
2 Award for Excellence in Corporate Social Responsibility
14 Law Firm of the Year
3 Award for Excellence in Environmental Stewardship
16 Midstream Company of the Year
4 Award for Excellence in Health & Safety 5 Award for Excellence in Well Completion 6 Award for Geophysical Excellence 7 Construction Company of the Year 8 Corporate Consultancy of the Year
15 Manufacturer of the Year
17 New Technology Development of the Year 18 Oilfield Services Company of the Year 19 Operational Consultancy of the Year 20 Recruitment Agency of the Year 21 Risk Management Company of the Year
9 Engineering Company of the Year
22 The Oil & Gas Financial Journal Transaction of the Year
10 Future Industry Leader
23 The E&P Company of the Year
11 General Industry Service Award
24 Trucking Company of the Year
12 Industry Leader
25 Water Management Company of the Year
EVENT DETAILS: 1st Annual Oil & Gas Awards Industry Summit and Gala Dinner Wednesday June, 24th, 2015 Venue: The Westin Calgary, 320 4th Avenue SW, Calgary, Alberta T2P 2S6 Industry Summit Opening Time: 8am – 4pm Awards Gala Dinner Begins: 6pm till late Nominations are being accepted for the Oil & Gas Awards until April 16, 2015. Please use the enclosed form and scan and send back to info@enter@ oilandgasawards.com or contact us at +1-210-591-8471 More information can be found at: www.oilandgasawards.com
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OilfieldPULSE | MARCH 2015
MILLENNIUM DIRECTIONAL DRILLING IS OPEN FOR BUSINESS ON THE HUB
M
illennium Directional Service is pleased to reintroduce their HUB Advocate standing within the Oilfield HUB online business community. Based in Carlyle, Saskatchewan, Millennium is a directional drilling company, providing cost effective and reliable drilling to some of the largest and fastest growing oil and gas companies in North America. In business since 2005, Millennium focuses on professional performance, while increasing well-site productivity and reducing downtime, thus creating optimum results for the client. As a welcome addition to the HUB’s extensive company listings and product / service database, Millennium specializes in directional drilling and quality personal service. Serving Western Canada and North Dakota, Millennium is committed to developing longterm business relationships by providing reliable performance and services, experienced field and operations personnel and cutting edge tools and
technology. Taking great care in making sure their equipment is state-of–the-art, designed for specific environments and serviced on a regular basis, Millennium’s clients benefit from their unique expertise. Staying on top of evolving industry trends, Millennium employs some of the most experienced and skilled directional drillers and MWD (Measurement While Drilling) technicians in the industry. Constant upgrading and educational seminars allow the company to keep current with new processes and technology. Professional perfor mance, personal service and reliability are Millennium’s proven combination for delivering dependable and cost effective results to clients. To learn more about how Millennium can maximize performance of your next drilling project call 403264-8206 or visit their HUB microsite at: https:// hub.oilfieldhub.com/p/Millennium
OilfieldPULSE | MARCH 2015
17
DID YOU KNOW? TRUTH #2 The oil sands industry measures its success on the “triple bottom line”, which is people, the environment, and financial metrics.
AMAZING OIL SANDS TRUTHS ABOUT THE
T
his article is aimed at correcting some of the misinformation out there. There is a never-ending stream of fiction that the oil sands is this environmental monster of never seen before proportions, and I am here to present another side of the argument. Energy literacy is the missing key ingredient in the debate, and the facts below present a different view of oil sands development. I present this following statement. If you read this and disagree or want to debate it, please sent me a tweet @CodyinCalgary. The Canadian oil sands are the worlds most monitored, most regulated, and most environ mentally conscious major oil reserve within the world’s top 10 reserve countries. No man-made development or industry is perfect, yet the oil sands and Canadian energy industry is making amazing strides and is always in a state of perpetual improvement on all fronts. TRUTH #1 The oil sands does have environmental side affects, as does every single thing human beings do on this planet, like living in a city for example. Industry is tirelessly working on technological improvements to lower its environmental impact and on improving its footprint. Great innovations have been made, and with the billions of dollars being invested for environmental purposes, more innovation is yet to come.
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OilfieldPULSE | MARCH 2015
TRUTH #3 The oil sands industry constantly analyzes, records, and tracks environmental performance. TRUTH #4 Canada’s oil sands accounts for 0.15% of world green house gas emissions. TRUTH #5 The oilsands has reduced its green house gas emissions intensity per barrel by 26% in the last 20 years. TRUTH #6 Only 3% of the oil sands area can or ever will be mined. While 97% of the total land area will never be mined. TRUTH #7 In the last 40 years of oil sands development, only 0.02% of the Canadian forest has been disturbed. All land disturbed must also be reclaimed back to a naturally vegetative state as defined by strict environmental regulations and laws in place from the Alberta government. This process takes decades and is extremely onerous to ensure the proper techniques and reclamation is done. TRUTH #8 Oil sands operations recycle between 80-97% of the water used. Some oil sands companies even use no fresh water. The water used in operations is brackish and is unfit for human or agricultural use. TRUTH #9 The oil sands are the world’s largest demo cratically controlled and investable oil reserve, and it is the largest reserve outside of opec member countries. Cody Battershill REMAX HALL OF FAME TOP 100 REMAX AGENTS IN CANADA 2013 & 2014 @CALGARYISM TWITTER/INSTAGRAM @CODYINCALGARY TWITTER FACEBOOK.COM/CALGARYISM WHYCALGARY.COM THEBESTINCALGARY.COM BESTCALGARYHOMES.COM
YOUR
DIRECTIONAL DRILLING
ADVOCATE
SERVICES EXPERT
Serving Western Canada and North Dakota Personal service, professional performance Highly skilled, experienced personnel State-of-the-art technology and equipment Positive Pulse & Electro-Magnetic (EM) MWD High performance drilling motors Committed to your success
P A TO
0 0 1 N HEWAW C A K SAS Y NO PAN COM LBERTA IN A
Calgary, AB 403.264.8206 #900, 2303 4th St SW T2S 2S7
Leduc, AB 780.986.3309 102-6527 Sparrow Dr. T9E7C7
Carlyle, SK 306.453.2533 11 4th St. E S0C 0R0
Denver, CO 600 17th St Suite 2800 S 80202
OVER 1800 HORIZONTAL WELLS DRILLED MILLENNIUMDIRECTIONAL.COM
MARKET MATTERS
OIL PRICE IS DOWN TIME TO BEAT UP ON OUR SUPPLIERS
There is a long-standing belief held by many executives and staff in oil companies that oilfield services companies make too much money. This belief, coupled with the desire to try and commoditize products and services to obtain the lowest possible price, has led to a supplier-consumer relationship in the sector which is conflictive, and at times, can even resort to being somewhat hostile.
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OilfieldPULSE | MARCH 2015
A
ny simple analysis of the sector will show you this belief is incorrect, and the way services are contracted over the short and long term are mostly inefficient. On average, oil companies are normally many times larger than the suppliers that deliver products and services to them. Even the best service companies produce returns on investment over the long term, which averages out in the low double digits. E&P companies would rarely, if ever, contemplate an investment that was going to return 8-10% a year. That means the commercial power in the relationship lays firmly on the side of the oil companies. Any one of the 10 largest oil companies in the world are larger than the 10 biggest service companies combined. When times are good, there is a perception service companies price gouge. The converse is often the case. When activity strengthens, the oilfield services companies invest, and invest heavily, to try and capture the increased market. This has historically led in almost every up turn to the offer moving beyond the market demand into an oversupply situation. The real window of time when the service companies are in the driver’s seat is almost always a very small percentage of the boom cycle. In a downturn, like we are facing today, oil companies nearly universally require discounts, even to long term committed contracts, that supposedly have fixed pricing. The way this is almost always presented is, “Give us this discount or your contract will be cancelled.” This type of hostile tactic results in service companies capitulating and then doing everything possible to bill more and find ways to recover as much of the lost profitability as possible. The focus is on billing and costing and not on efficiency. It is time for the industry to change its tactics, and there is no better time than tough times to realize a collaborative, creative approach is the way for both sides to win. What E&P companies really need is for service companies to perform efficiently, safely, and with a focus on delivery of a quality product and service. Service companies need a measure of stability and confidence to continue to invest, particularly in human capital. Much of the innovation in the industry comes from the service companies.
Imagine how much more innovation would come if service companies could provide stability for their staff and their investors during down turns. Everyone understands during tough times, profitability will suffer, and during good times, it should flourish. But how much more effective is a conversation based around, “We need to get the same amount of oil out of the ground for 15% less cost every month. How can you help us achieve this?” then the one mentioned above? Major technological advances have often come during down markets. Horizontal drilling, high resolution 3D seismic, and even fracking all were developed during times when oil prices were low and when the necessity to squeeze more oil out of the
Imagine how much more innovation would come if service companies could provide stability for their staff, and their investors during down turns. ground with the same lower levels of investment. So why do oil company purchasing departments so often only focus on price, and why do service companies only focus on maximizing the amount of money billed under a contract? Technology can drive major improvements in efficiency, but so can collaborative approaches to contracting and working together in partnerships between suppliers and consumers. Collaboration is hard work. It takes communication and commitment. But, I would argue with the price of oil at less than 50% of what it was only six months ago, it is an investment that will pay the best return for both the E&P and service companies. Warren Levy MANAGING DIRECTOR FOR RAINMAKER SOUTH AMERICA DIRECTOR AND FOUNDER ESTRELLA INTERNATIONAL ENERGY SERVICES
OilfieldPULSE | MARCH 2015
21
5
LIQUOR LANE
AFTER WORK
HOT
SPOTS There is nothing like finishing a grueling day at the office with a frosty beer or full-bodied wine. As Calgarians, our selection is limited, because our downtown core is smaller than other metropolitan cities in comparison. However, there are still many lively selections to choose from when you’re craving some decompression and trendy atmosphere. Here are some after work bars you should stop into the next time you’re wondering where to go.
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OilfieldPULSE | MARCH 2015
THE BANK & BARON PUB This redesigned gem resides in the historical Bank of Nova Scotia building on Stephen Ave. The upscale, British style pub offers convenience with its location accompanied by a laid back vibe. Upon entering the bar, you’re struck by the size, which is undoubtedly caused by the scaling ceiling that provides a larger than life sensation. The bar itself is centered directly in the middle of the room. Multiple staircases will take you to the second floor where more restaurant style tables allow for people to enjoy lunch or weekend brunches. There are 26 beers on tap, while many of their signature cocktails are inspired from the financial history of the location, such as the Bourbon Sour and the Mex Currency to name a couple. Bank and Baron opened just over a year ago and is definitely an after work hot spot to check out. If not for the convenient location, it’s a must see for the design and the building alone. OilfieldPULSE | MARCH 2015
23
LIQUOR LANE
DOUBLE ZERO A common misconception suggests Double Zero only offers wicked pizza. However, it’s actually a hidden spot to grab a bevy. In the base of the Core Shopping Centre on 8th Ave, this place offers great wine and beer. Descending down the winding stairs, you’ll be greeted by a hostess ready to seat you. The front area offers more of a lounge atmosphere whereas the back has lower tables more fitting for people who’d like to enjoy a meal. There is a vast drink menu offering beer, wine, spirits, and cocktails of your choosing. Between the hours of 3:00 and 6:00 pm, you can enjoy happy hour prices on a selection of appetizers, wine, and beer, both bottles and draught. Since opening in 2011, Double Zero has picked up steam making it a go-to place for the after work crowd.
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OilfieldPULSE | MARCH 2015
TUESDAY $2.99 PINTS & $4.50 Drink Specials 9 - 12PM
WEDNESDAY $2 A POUND WINGS
4-9 PM WITH DRINK PURCHASE
LIVE JAM 7-10PM
HOST: RALPH BOYDE JOHNSON
THURSDAY
KARAOKE STARTS AT 8PM
& IT’S LADIES NIGHT WOMEN’S COCKTAILS FROM 8PM-12AM
Drink Specials
4-9pm
FRIDAY LIVE MUSIC
COUNTRY/BLUES/ROCK/ ROCKABILLY/ & MANY MORE!
SATURDAY LIVE MUSIC
COUNTRY/BLUES/ROCK/ ROCKABILLY/ & MANY MORE!
SUNDAY FREE POOL ALL DAY
MONDAY $2/LB WINGS & PIZZA SPECIALS 4PM - 9PM (WITH DRINK PURCHASE)
DEER FOOT
26th St SE
TRAI
L
DOVER RIDGE DR. SE
FOOT DEER
SE
THERE’S ALWAYS SOMETHING GOING ON
26th St SE
TRAI
L
DOVER PO INT
4036 26 ST SE CALGARY, AB HAPPY HOUR MON-FRI 4 TO 7PM
PEIGAN TRAIL SE
PEIGAN TRAIL SE
LIQUOR LANE BRIGGS KITCHEN + BAR Initially aiming to be the hot new restaurant for lunch and dinner, it is not to be overlooked as a popular place to stop in for after work drinks. Located on 10th Ave, it’s in the heart of the downtown core. The chef, Xavier Lacaze, a former Top Chef Canada competitor, opened this restaurant with partner Brad Taylor in 2013 and seems to be gaining popularity by the day. The large wood warehouse with exposed brick and a shinny bar and kitchen aims to provide a rustic feel. Briggs offers 10 specialty cocktails, along with a selection of beer, wine, and spirits. While many will go for the rustic comfort food and the general energy, it is the trendy décor that will draw you in for a beer after a long day’s work.
ROOSEVELT If you feel like venturing away from the downtown core, 17th Ave has a growing number of hip hot spots to check out. Roosevelt took over what used to be the extremely popular Classic Jacks. The size and layout hasn’t changed much. Small differences can be noticed in the upgrades of the tables and décor and more noticeably with the bar shifting towards the back of the space, which allows for a larger front area to accommodate weekly performances. Because of the location, Roosevelt attracts a slightly younger crowd where you’ll find a mix of an after work crowd and trendy locals. With daily specials and live entertainment, this is one not to miss.
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OilfieldPULSE | MARCH 2015
LIQUOR LANE
LOCAL 522 Formerly the Pied Pickle, this spot has been given a trendy upgrade. This location is only open MondayFriday and caters strictly to the downtown crowd. You’ll find a slightly skewed ratio of men to women. Men seem to migrate to Local 522 undoubtedly because of the laid-back, pub vibe. Having only four types of red and white wine and about 30 kinds of beer, this would be a great spot to relax with the guys while enjoying the energetic environment. The space itself offers both high and low tables seating roughly 100, while in the summer opening its patio which overlooks 6th Ave. If you’re looking for a laid-back, fun, and carefree bar where no one will judge you for wearing a brown belt with black pants, this is your spot.
If you haven’t been to any one of these wicked places, you have to check them out. Try venturing into a new one every week instead of going back to your usual where the bartender has your drink made before you walk in.
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OilfieldPULSE | MARCH 2015
GROWING THE
FROM WITHIN
AGAPI IS NOT YOUR TYPICAL MARKETING AND CONSULTING COMPANY! Nancy Boisvert President & Marketing Director AGAPI MARKETING & CONSULTING LTD. (403) 897-4297 WORK (403) 472-8641 MOBILE NANCYB@AGAPIMARKETING.COM WWW.AGAPIMARKETING.COM
AGENCY
PARTNER
GROWING THE
FROM WITHIN
A PUMP JACK THAT IS BETTER
THE ECOQUIP SERIES 9000 HYDRAULIC PUMP JACK IS A VERSATILE ARTIFICIAL LIFT SYSTEM WHICH COVERS THE NEEDS OF OUR CUSTOMERS FROM WELL TESTING TO PERMANENT LIFTING SOLUTIONS.
Tim Beals | General Manager ECOQUIP RENTALS AND SALES LTD. (403) 255-5207 WORK (403) 808-4870 MOBILE TBEALS@ECOQUIP.CA 6235A - 86TH AVE SE CALGARY, AB T2C 2S4 WWW.ECOQUIP.CA
GROWING THE
FROM WITHIN
WE WORK WITH YOU TO DEFINE YOUR OBJECTIVES THEN WE BUILD SUSTAINABLE AND RENEWABLE STRATEGIES TO ACHIEVE THEM.
Rick Kneeshaw | President RESOURCE MANAGEMENT INNOVATIONS (403) 990-6797 MOBILE RICK@RMINNOVATIONS.CA #14 - 900 VILLAGE LANE, SUITE 315 OKOTOKES AB T1S 1Z6 WWW.RMINNOVAITONS.CA
By Jessica Bartsch #TAKEITORLEAVEIT
OilfieldPULSE | MARCH 2015
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TECHNOLOGY
THE
THERMOVAULT A COST-EFFECTIVE, ENVIRONMENTALLY RESPONSIBLE METHOD OF OIL DEMULSIFICATION
Oil demulsification and challenges for Alberta producers
ThermoVault is most effective for 25° to 45° API oil.
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Efficiently separating water from crude oil – oil demulsification – can be a significant issue for producers. In principal, the operator has three main options: allow enough time for gravity to settle out the free water, add chemical demulsifiers, or apply heat. Usually, a combination of these methods is used. From a practical standpoint, today’s production engineer often has to choose a treating strategy that balances CAPEX and OPEX: The most capitalintensive approach is to build a multi-million dollar central oil treatment battery with glycol heaters or heater treaters, as well as pipeline tie-in to each satellite well pad. The opposite approach is to construct a basic tank battery and truck fluid to a third party processor for a fee. However, trucking fluid full of water is inherently wasteful. Central batteries often operate at less than full capacity and may not be an option for smaller operators, especially today when capital budgets are being cut back. Canadian producers looking to increase efficiency and improve the quality of their crude to pipeline grade often apply heat. Heavy oil producers generally opt to tank treat on-site by heating the oil in the tank with a fire tube. But until recently this option has not been available to light oil producers. “Fire-tube heater treaters that have a flame mounted inside the tank are not safe to use with the more volatile compounds ”, says Kevin Heal, Director of Business Development for Calgary-based EnviroVault, makers of the ThermoVault, a safe and efficient light oil on-site tank treating system that raises and maintains fluid temperature.
“A heater treater requires a burner management system that is expensive to maintain and now, with new regulations coming into effect, has to be certified annually, at considerable cost,” said Heal. “Most importantly, the system is a realistic alternative to investing in a central battery and pays itself many times over in decreased treating fees and water trucking.” The ThermoVault incorporates large catalytic heaters – instead of fire tubes – that use a chemical reaction to crack the gas and produce heat evenly, allowing the operator to maintain a steady temperature with the least amount of fuel. The system uses a super-sized EnviroVault recessed chamber design: The storage chamber is placed inside an outer shell that provides excellent insulation, protecting the tank from the elements and minimizing heat loss.“Because the heaters sit on the inside of the tank directly adjacent to the emulsion interval you get an incredibly effective transfer of heat to the fluid,” said Heal. “A very efficient use of heat, which saves money.”
Heal also points out that too much heat will burn off the light ends of the crude, reducing the value of the product. “It’s like burning money,” he said. The ThermoVault is most effective for 25° to 45° API oil. The standard ThermoVault uses three six-feet by two-feet Cata-Dyne® heaters with a combined input heat of 180,000 Btus per hour - and provide 36 square feet of surface contact with the wall of the tank. An operator can set the heaters to achieve exactly the temperature and heat distribution he wants. Currently the company is developing new Thermo Vault designs that can double or triple the input heat. “Our customers are asking for larger tanks and more throughput capacity without taking up more space on the lease,” said Heal.
By Markham Hislop PUBLISHER BEACON NEWS AND BEACON ENERGY NEWS
LEANER, MEANER AND MORE COST EFFECTIVE • Centralize Preferred Vendor Management • Supply Chain Order Processing • Source Projects Faster • Eliminate Non-Productive Time • Improve Accountability and Control • Increase Profitability & Cost Efficiencies
Better manage and reduce expenses surrounding the sourcing and life cycle management of your services, supplies, and rentals. Improve the collaboration and communication within your company and between you and your suppliers. Oilfield HUB addresses your productivity challenges as a strategic component of your operations, all within a single web based tool.
WWW.OILFIELDHUB.COM
CONTACT US TO ARRANGE A DEMO
403.537.6560/TOLL-FREE 1.866.883.8848 | SALES@LEADSTONEGROUP.COM
OilfieldPULSE | MARCH 2015
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SELF HELP
HOW TO ACHIEVE YOUR GOALS BY
TRICKING YOUR BRAIN Y
our brain can be an enemy or an ally in achieving your goals, but because of the way we talk about our goals we often turn our brain against us. The average human brain is about 2 percent of our total body weight, yet it consumes 20 percent of the energy we burn daily. Because our brain is such an energy pig, it guards against threats that could reduce the amount of energy available to it. At the same time our brain is wired like an animal. It lives in the moment and can only draw from past experiences to predict the future. As Mark Twain said, “If a cat sits on a hot stove, that cat won’t sit on a hot stove again. It won’t sit on a cold stove either.” This creates a “want/will” paradox when we talk about our goals. Ask a group of friends what their goals are and they’ll likely start off with “I want to…” or “I’d like to…” We come by the want/will paradox naturally. Think back to when you were a child, were you asked, “What will you be when you grow up?” or “what do you want to be when you grow up?” When your brain hears “want” as in “I want to lose 10 pounds” or “I want to double my client base” it does a quick calculation and decides that a want means “we don’t have it and it sounds like we’d need to burn a lot of energy to do that; energy that won’t be available to me so we’ll pass on that idea.” What happens next is you may start with good intentions such as following your exercise program for a few weeks, but your brain will eventually override
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your willpower, convincing you to “take a rest day” (aka task avoidance), which will cause you to fall short of your goal. By using more powerful words your brain will respond differently. For example, if you tell your brain you will lose 10 pounds or you will double your client base, your brain does the same calculation and decides a path to achieve those goals. By willing yourself toward a goal you recruit your brain’s energy into task achievement instead of task avoidance. On the other hand, the most terrifying word for your brain is “need.” By making a statement like,“I NEED to hire a new assistant” or “I NEED to exercise,” your brain is triggered to respond in a severe way, like “I need to move from the path of that oncoming car.” To your brain “need’ means—I have to give up the energy I want to ensure survival. Because your brain has no history on an assistant being necessary for your survival it shifts you from task completion to task avoidance by creating a shiny object for you to chase that doesn’t require much energy (e.g. have you ever rearranged your desk instead of working towards completing a task?) The next time you set a goal be sure to trick your brain by writing your goals as “I will” instead of “I want.”
By Hamish Knox SANDLER TRAINER CALGARY, ALBERTA.
NORM SURVEY OF CANADA IS OPEN FOR BUSINESS ON THE HUB
D
elivering waste and contamination solutions, NORM Survey of Canada is excited to be able to provide their services to the Oilfield HUB online business community as a HUB Preferred Vendor. Located in Red Deer, Alberta, NORM Survey, with innovation for contamination, helps remove client liability with respect to Naturally Occurring Radioactive Materials (NORM) waste. Since 2007, NORM Survey has been the cost effective alternative for companies seeking high quality reports and NORM targeted training. Bringing even more value to the HUB’s extensive company listings and product / service database, NORM Survey specializes in decontamination, surveys, waste management and training for field and office personnel. No company is too small or too large to employ NORM Survey’s services. Built around the desire of safety for employees and the public, and for protection
of the environment, NORM Survey believes in keeping it simple with high quality solutions at a reasonable price. With experienced radiation safety officers and quality reports, NORM Survey’s goal goes beyond excellent customer care. They ensure that company operators and office personnel have a comprehensive understanding of NORM, a well-founded education for the benefit of the whole industry. Through cost efficiency, quality solutions, training and an emphasis on customer care, NORM Survey is a strong choice in addressing your NORM decontamination needs. To learn more or request a quote call 403-348-3279 or visit their HUB microsite at https://hub.oilfieldhub.com/p/ NORMSurvey.
OilfieldPULSE | MARCH 2015
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S
ocial Media Marketing (SMM) is a form of internet marketing that implements various social media networks in order to achieve marketing communication and branding goals. SMM primarily covers activities involving social sharing of videos, content, and images for marketing services. When using Social Media Marketing, you can develop and define your goals. SMM can help with a number of goals, such as: • Website traffic • Brand awareness • Creating a brand identity and positive association • Conversations • Communication and interaction with key audiences There are many different platforms for getting your name and business seen and noticed out in the internet world. Here are a few different compar able ways: Facebook’s casual and friendly atmosphere requires an active social media presence that
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begins with creating a Facebook Business Fan Page. You want to pay careful attention to your layout, as the visual component is the key aspect of getting people to see your business and pay attention. A Facebook Business Fan Page allows you to keep a conversation going with your audience by posting industry-related articles, images, videos, and much more. Google +1 is the new Facebook competitor, and it promotes the same fun and casual atmosphere. On Google +1, you can upload pictures and share your photos, videos, links, and view all your +1’s. The circles option allows you to take advantage of segmenting your followers into smaller groups, which enables you to share information with a select group of followers and barring others. Google +1 also has a video conference ability called Hangouts, which lets you experiment in hosting new fun and creative ways of showcasing your business. Twitter is the social media tool that gives you a voice to broadcast your updates across the web. By following different Tweeters in your industry or related fields, you should gain a steady stream of
followers in return. Mix up your business related Tweets about specials, discounts, and work related news updates with some fun and cheeky Tweets in between. Always Retweet when a customer or company has something nice to say about you, and answer people’s questions whenever possible. Using
Twitter is the social media tool that gives you a voice to broadcast your updates across the web. Twitter as a social media marketing tool requires dialog and communication, so make sure you are interacting with your audience as much as possible. LinkedIn is a social network with over 53 million users, and it enables you to make better use of your professional network and help the people you trust in return. LinkedIn is a great place to network
professionally, post and find jobs, and answer questions. It is an easy way to identify influential individuals at specific organizations. Using Groups is a great venue for entering into a professional dialog with people in similar industries and provides a place to share content with people with similar interests. Encourage customers to give your business a recommendation on your profile. This makes your business appear more credible and reliable for new customers. LinkedIn is a great tool to leverage your existing contacts to connect with people and find potential customers online. Despite the notion one can communicate by email, Twitter, or all these other platforms, face-toface is still what seals the deal. Jennifer Grose JENNIFER GROSE IS DIRECTOR AT LARGE FOR CALGARY WOMEN IN ENERGY. HER PRIMARY DISCIPLINE WITH THE GROUP IS CONTROLLING SOCIAL MEDIA MARKETING (SMM). FOR MORE INFORMATION ABOUT CALGARY WOMEN IN ENERGY, PLEASE VISIT WWW.CWIE.ORG
OilfieldPULSE | MARCH 2015
35
MONEY MANAGEMENT
MAXIMIZING
RETURNS
ON CASH As a business owner, you’ve heard the phrases “cash is king” and “cash management” from financial gurus and business commentators. A diligent review of your monthly cash balances, existing banking arrangements, and product mix is important. With some focus, you can eliminate ‘dead cash’ and compensate yourself with interest. A cashflow forecast is an essential tool to maximize your cash returns and minimize costs. A few important questions to ask when completing the forecast:
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BENEFACTOR
WHAT IS MY CURRENT CASH MANAGEMENT STRATEGY? If you have one, great! Review and optimize based on your current situation. If there was never a defined goal or strategy in place, here is your chance to review and understand your options.
WHAT ARE YOUR DAILY, WEEKLY, AND MONTHLY CASH NEEDS? Every business has its own unique sales and payments cycle. Even clients within energy services have varied philosophies of when items are to be paid or invoiced and on what terms. If there is always a significant balance in your transactional account(s), it would be prudent to either set aside the money in a liquid business investment account (BIA) or short-term GIC. With a BIA, funds can be transferred online the same day into your transactional account. This makes it accessible on short notice if required.
DO YOU HAVE ANY PROJECTS OR REMITTANCES DUE IN THE NEAR-FUTURE? Looking at segmenting the cash necessary for future equipment purchases or known government remittances can enable you to set aside funds into short-term investments. This way you won’t run into a cash crunch when the item is due, and you earn income prior to payment.
CASH RESERVE FOR SEASONALITY? The energy service sector is noted for being seasonal. Segmenting a portion of your cash in an interest-bearing account can offer a buffer for the spring. If you have a term-loan credit structure that requires principal payments through the months of April to June, an account to allocate the expected payments and earn interest in the interim is beneficial.
WHAT ARE YOUR EXPECTED TRANSACTIONAL NEEDS? If you require your cash balance and can’t benefit from short-term GIC’s or a BIA, there are transactional accounts that can offer interest. A client recently asked about what to do with higher than normal balances in their transactional account. They didn’t want to sacrifice liquidity but wanted some benefit of the higher balance(s). By entering into a tiered deposit account agreement, the client benefited from interest income on their fluctuating balance.
WHAT RESOURCES ARE DEDICATED TO BANKING AND DEPOSITS? Consider the time and effort to manage your dayto-day banking. Electronic banking offers many features that increase efficiency and allow you to closely monitor your account. National Bank’s online platform offers a user-friendly environment to manage your accounts, loans, foreign exchange (including hedging), and international trade needs at very competitive pricing. Streamline your payment process by considering electronic payments, which are more efficient, less costly, and reduce your exposure to cheque fraud, which is becoming an area of increasing concern for businesses. We assist you in selecting the right solution from a range of deposit products to fit your needs and thereby adding to your bottom line and the success of your business. Make your cash work for you! Kit Richmond
MANAGER | NATIONAL BANK OF CANADA The Energy Services Group was Created in 2001 to respond to the needs of this niche market. Aside from his banking experience, KIT is a former elite athlete and received his B.Sc Finance from the University of Colorado. He can be reached at energyservices@nbc.ca
OilfieldPULSE | MARCH 2015
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PERSPECTIVES
SOLUTIONS
NOT PRODUCTS足
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More than just a marketing pitch, a focus on solutions is critical in the new economic reality in oil and gas
As the price of oil continues to lag, companies are struggling to realign with the new environment. New environments mean those businesses that are adaptable will have the best chance to navigate the changes and come out ahead. With many analysts predicting prices will not return to peak levels for some time, what is the best way forward? The standard way most organizations deal with leaner times is to make cost-cutting moves, such as layoffs and slashing marketing and R&D budgets. As Kevin Turko pointed out in the February issue of Oilfield PULSE, passing the cost-cutting ball to vendors is also an important strategy in the industry. At Evolution Oil Tools, our focus has always been customer-based, and the current economic situation has not changed that at all. Even when times are tough, and you might argue even more so, customers have specific needs to be addressed and meeting them is critical to both organizations’ success. We listen to our customers and pay attention to where the market is headed. A key element for our success is to focus on overall solutions and not individual products. Keying in on the broad requirements of artificial lift, flow control, and downhole completions in the environment of tighter oil prices has focused our efforts on providing a more inclusive offering to our customers, and they have been responding. Solutions are answers to problems. For instance, we are aiming on delivering new larger-sized tools to meet the needs of the overall move to bigger well designs in the industry and to find solutions for new well completions, existing well work‐overs, and abandonments that enhance production levels. A solutions-based approach is not just about the sales pitch. It is an across the board strategy. In fact, as a B2B business, solutions-based selling may not be appropriate for sophisticated customers. In periods like these, customers don’t necessarily need you like they used to.
What we are talking ADVOCATE about here is an internal process. This may seem like a simple idea, but implementing it across an organization takes a big effort and requires a buy in from the entire group. Once established though, the habits of the solutions-based organization bring in multiple benefits. Our solutions-based focus also means we are doubling-down in providing comprehensive support documentation, running instructions, and more across traditional and digital platforms. Customers don’t just get a tool. They’ll get the technical and operational knowledge that lets them use that tool in the most optimal way. This means greater efficiency for the end-user, which is so critical today. Increasing our solutions focus and engagement with the customer has really paid dividends in terms of helping direct our research efforts. Listening to
A solutions-based approach is not just about the sales pitch. It is an across the board strategy. and acting on our customers’ issues have been a major factor in our success. Extending social media action, constantly adding to our product knowledge library, and talking with our customers and end users helps us get there. Success in a company is seldom defined by one dimension, but the overall experience of the customer is where the value is and delivering on value added solutions is how to get there, especially during some uncertainty in this current market. Shaun Wold GENERAL MANAGER EVOLUTION OIL TOOLS 403.243.1442
OilfieldPULSE | MARCH 2015
39
OPINION
OBAMA ARGUMENTS AGAINST KEYSTONE XL PIPELINE ARE FLAWED If Canadian producers keep investing in new technology, Keystone XL could lower GHG intensity of heavy crudes refined on Gulf Coast
P
resident Barack Obama vetoed a Congres sional bill supporting the Keystone XL pipeline Tuesday, falling back on his oftrepeated arguments the TransCanada project is bad for the environment. But does his argument stand up to scrutiny? Each side in the debate can point to a heavy weight American government ally to support their position. President Obama is buttressed by the Environmental Protection Agency, which in a Feb. 2 letter criticized Keystone XL on a variety of issues, including higher incremental greenhouse gas emissions than average crude refined in the USA. But the State Dept. argues that Canadian oil sands crude will find its way to market with or without Keystone XL, including by rail – which costs more, creates higher GHG emissions, and is less safe.
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There are two reasons why State is right and the EPA is wrong. One, the destination for oil sands crude is an important part of the Keystone XL story. Market analysts IHS argue that 2.7 million bbls/ day of refining capacity on the Gulf Coast has been optimized for heavy crude oil. Venezuela has long been a heavy crude supplier to those refineries, but is now shifting exports to the Chinese market. Alberta oil sands crude is filling the supply gap left by Venezuela. And that means comparing oil sands GHG intensity to conventional crude, as the EPA does, is misleading. The more accurate comparison is to the Venezuela crude it is displacing, which has a similar GHG intensity. The prospects are good that the GHG intensity
of Alberta oil sands crude will shrink over time. The Canadian Assoc. of Petroleum Producers claims oil sands crude is nine per cent higher on a well-towheels basis, while the EPA claims it is 17 per cent. But there are new oil sands plants coming on stream in Canada whose product has the same or slightly higher GHG intensity compared to conventional crude oil. Imperial Oil’s Kearl Plant, for instance, uses a patented Paraffinic Froth Treatment Process, which eliminates the need for an upgrader and produces a higher grade of crude oil. “With the addition of electrical co-generation, a barrel of Kearl bitumen will have about the same greenhouse-gas footprint as other oils refined in North America,” said Pius Rolheiser, Imperial spokesperson. Long-term, the United States is far better off to get its heavy crude from Canada, where producers are investing in leading-edge technology to reduce GHG intensity of oil sands crude. Two, President Obama is mistaken if he believes oil sands crude delivered by Keystone XL will simply be exported to other countries, leaving America with all the risk of spills and little of the economic benefit. As the IHS report made clear, the biggest market for heavy crudes is the Gulf Oil refineries and they need Canadian feedstock. “The reality is that the U.S. Gulf Coast is the world’s largest single refining market for heavy
crudes such as oil sands, making it unlikely these barrels would be exported offshore,” said Aaron Brady, senior director for IHS Energy. “And, the overwhelming majority of refined products produced in the Gulf are consumed in the United States, regardless of the crude source.” IHS estimates that 70 per cent of the gasoline refined from oil sands crude would remain in the American market. President Obama’s argument against Keystone XL is flat out wrong-headed. The pipeline would not increase GHG emissions compared to the crudes Gulf Coast refineries currently use and if Canadian producers continue to reduce the GHG footprint of their crude oils, could actually lower GHG intensity compared to Latin America heavy oil. The oil sands crude would also stay in America and most of the refined product would be consumed there. The President should stare down his eco-activist allies – who thus far haven’t prevented one drop of oil sands crude from reaching American markets – and do the right thing, approve Keystone XL.
By Markham Hislop PUBLISHER BEACON NEWS AND BEACON ENERGY NEWS
Russ Girling - President and Chief Executive Officer of TransCanada Corporation and was previously Chief Operating Officer and President, Pipelines OilfieldPULSE | MARCH 2015
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BUSINESS SENSE
GUIDE ENTERPRISE FOR
As a small business owner, you work hard at your craft and put plenty of blood, sweat and tears into your company. However regardless of your investment of time, your talent or your ambition, there will inevitably come a time in your business when you hit an obstacle and realize that what you really need is some sound advice. Who you gonna call? A business advisor, of course! Good business advice can help you effectively and efficiently meet your business objectives, save you money, give you a competitive advantage and help you avoid disaster. But advisor is a broad term. How do you know what kind of advisor you need? You can’t just walk into Advisors R Us and pick one off the shelf. Finding an advisor you like and trust is just as important as finding one with the required expertise. Think of yourself as an airline pilot, and the advisor as the air traffic controller. You might be the one flying the plane, but there are key times when your success is completely dependent on a competent,
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A GOOD ADVISOR CAN TAKE YOUR BUSINESS TO NEW HEIGHTS
trustworthy air traffic controller. They can see things you can’t. They have big picture knowledge you don’t have. Their entire success as advisors is to help you successfully taxi, take off and land. That’s what a business advisor does for your business. Here are eight tips to help you choose well and get the most of your advisory experience:
1
IDENTIFY YOUR OBJECTIVES Some of the reasons or seasons when you may require the services of a business advisor may include market research and opportunity assessments, getting through a growth hump, attracting investment or securing financing, exploring new markets or preparing for sale or succession.
2
GET A REFERRAL Everyone in business already has advisors in positions of trust. Your banker, your accountant and your lawyer no doubt have people in their networks – or sometimes even within their organization – who can help. Since he/she comes recommended by people already in your confidence, really pre-qualifies that advisor.
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BUSINESS SENSE
3
DO YOUR HOMEWORK Once you’ve narrowed the field to a few top choices, it’s time to dig in and do the background checks (yes, even if they were referred). Visiting an advisor’s website is a good place to start, but don’t stop there. Check out his or her full profile on Linkedin, including recommendations and endorsements. Do a Google search; read online reviews. Call references.
The global business community is dynamic, filled with opportunity and challenge, changing rapidly and fraught with risk. As your lifeblood, your business deserves your careful planning and due diligence. It’s your advisor’s job, as your air traffic controller, to help you successfully navigate all the obstacles and to partner with you for a clean take-off, safe journey and happy landings.
4
PLAN FOR A LONG-TERM RELATIONSHIP Choose your advisor well, for competence, character and chemistry, because you are trusting this person with sensitive information about your business. There are only so many people on the planet you want in that inner circle. Once your advisor has earned your trust, stay in the relationship. That relationship can be of tremendous benefit to you throughout the life of your business.
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while the consultant gets on with it. Remember the air traffic controller analogy; you and the advisors are partners in landing the plane. For full, longlasting value, you need to be fully informed and have a solid understanding of the process at every step.
6
CONDUCT AN INTERVIEW You are hiring this person. You are entering into a legal contract for services, and as such, you have a right, and a responsibility, to engage your potential advisor in an in-depth dialogue to determine fit before you sign on the dotted line. Some things to discuss: • Your business objectives • Your expectations of the advisor • The advisor’s expectations of you • The advisor’s related experience and expertise • Timeframe and deadline requirements • The scope of the engagement • The advisor’s personal and professional values and priorities
7
TRUST YOUR INSTINCTS Often, business people do what they do because it is a passion, and extension of who they are. While you should never disregard or dismiss the counsel of your advisor, it should mesh with your core values and corporate culture and fit with your leadership style. In a phrase, the plan you and your advisor develop should feel right. If it doesn’t, it’s likely it will never be implemented.
8
PAY THE MONEY It’s not about how much it costs; it’s about the return on investment. A good advisor works diligently to mitigate risk and maximize value for your business; a practice that will ensure that the money you spend comes back to you with interest as your business is propelled forward.
Rick Kneeshaw | President NEVER STOP ASKING QUESTIONS Once the engagement commences, it’s a mistake to think you can just go back to work
OilfieldPULSE | MARCH 2015
RESOURCE MANAGEMENT INNOVATIONS (403) 990-6797 MOBILE RICK@RMINNOVATIONS.CA WWW.RMINNOVAITONS.CA
VIRNET FORENSICS IS OPEN FOR BUSINESS ON THE HUB
V
irnet Forensics, a Calgary based company, is committed to bringing a new level of security to oil and gas companies. This spurred their decision to become one of the newest Preferred Vendors in the Oilfield HUB online business community. With specialized software and leading edge technology, Virnet provides clients with security solutions on which they can depend. Virnet’s services include electronic forensics and discovery, access control, network security, general security, litigation support, workplace investigation and background screening, making them a welcome addition to the HUB’s extensive company listings and product / service database. Manager and Director, Olusola Agbi, recognizes the need for solid and technically sound security in the oil and gas sector. It is
this need that sees his company bringing the technology to meet any organizations specific requirements. Agbi believes in prompt service and dependability and that through cutting edge technology, Virnet can help companies confidently run their business in a safe and secure environment. Sophisticated technology, dependable service and ongoing support makes Virnet the secure choice for company protection. To learn more about how Virnet’s specialized solutions can benefit your organization or to inquire about services call Olusola Agbi at 403-473-3105 or visit their HUB microsite at: https://hub.oilfieldhub.com/p/Virnet
OilfieldPULSE | MARCH 2015
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INSIDER
MANAGEMENT IS A SKILLED
TRADE
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I often get asked what makes a good manager. Truly great managers have many characteristics in common, because they have honed their trade and understand their role. A great manager is a person who understands they are the least important person in the group. A great manager is the first one to take the bullet and the last one to accept the praise. In my opinion, industry needs to re-evaluate their leadership roles and realize being a manager or a supervisor is a trade. It takes a skillset, which is learned and is honed by practice. It is a skillset that is not markedly enhanced by technical expertise. My suggestion is to stop treating a management role as a position to promote staff and start viewing the role of manager as a trade that requires technical training. Before we move on, let’s clarify something. Manager, Lead Hand, Supervisor, Team Lead, Director, and President – it doesn’t matter what the title on your business card says. You are responsible for your team. Many companies I work for have had management issues and try to diminish the position by changing the title. Change the title of “manager” to that of “supervisor” and “supervisor” to “lead hand”. It doesn’t matter. The role doesn’t change, so the result will not change either. If you are responsible for people and their actions, then you are a manager. Management Function = what you are responsible to accomplish day to day. Management Role = you are responsible for the people under you. If you make cardboard boxes, design bridges, or handle tax returns, the job of manager is the same. PEOPLE! It doesn’t matter if it is one person or 10,000. The way you lead people is the same. Their expectations are the same (coloured only by personal experience), and your ability to win or lose the game is the same. Once you get into a supervisory role, regardless of your title, you need to know people. Whatever technical skill you possess is almost irrelevant. Some will say subject matter expertise will earn you the respect of your people, and technical people love to fall back on that. The fact of the matter is technical expertise will garner some respect initially, but your technical expertise holds no value if you don’t understand what your people need from you. The most difficult place in any company to be a manager/supervisor is from the middle. Presidents and General Managers assert influence far more easily and have a lot more say in how things operate. I think they have many challenges, but the true heroes in any company are the middle managers. They need to not only be great leaders, but they also OilfieldPULSE | MARCH 2015
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need to be great influencers. They need to adhere to upper management guidelines, and they have to lead people to get the job done. If it were up to me, I would put more emphasis on this level of management in any company. We tend to spend lots of time, energy, and money on executive recruiting when the real focus should be on middle management. I am not a big fan of sports references, because they are not universal, but would you put your quarterback on the field with a bunch of 130 pound offensive linemen? The average lineman in the NFL is 6’ 5” and weighs 310 pounds. In other words, why would you allow your team to be mismatched? The players need to be strong. They need to work as a team. They need to understand their roles, and they need the right set of skills to pull their weight. When companies are hiring for middle management positions, they often hire from within. I personally think
You need to invest in people. You can’t just give them promotions. this is a great practice under the right circumstances. If you have an internal or external management training program the prospective candidates within your company have taken, then I think it makes total sense to hire within. If you hired within and the person has undergone zero training and your motivation is simple career advancement without management training, then you have done your company and the employee a disservice. Perhaps you are overvaluing technical expertise for the management role you are filling. Either way, these are the wrong reasons to promote into management/supervisory roles. We need to steer away from viewing promotions and career advancement by management tiers. We need to have technical expertise valued in one stream and management expertise viewed in another. Promote to technical lead; DO NOT promote to management. Management is not a promotion. It is a technical skill.
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You need to invest in people. You can’t just give them promotions. If you have ever given a promotion because you felt it was the next logical step in that person’s career, then you are not investing. You are underselling. You are underselling the role of manager and underselling the technical skill required to handle the role. You are also taking technical expertise away from where it is needed most. Why would you take your best welder and make him a plumber? You wouldn’t. Then why make him/her a manager? Management failures happen when you put the wrong person in the wrong position. You wouldn’t hire an engineer without a university degree. Why would you hire a middle manager with an engineering degree and absolutely no management training? Why would you undervalue management in your company? If you are responsible for people, you are a manager. If you believe managing people doesn’t take a certain skillset and you view middle man agers by production achievements, you are fooling yourself. You may be the problem. Actually, let me put that more bluntly: you are more than likely the problem. Please feel free to attribute your problems to yourself and stop blaming those around you. Besides if you are a manager, you should be doing this anyway. You are the first one to take the bullet and the last one to get praise, remember? Have you ever engaged with employees on an individual basis to find out what they want to do? Have you asked them what they like to do or where they see themselves in five years without being mandated by the company policy to do it? If you haven’t, you need to. If you don’t know the exact intentions, wants, and needs of all your direct reports, then you are not managing properly. Managing people is about motivating. If you don’t know your employees’ motivations, you are missing the most important step. You can’t be a good manager until you put the people equation ahead of whatever it is you sell. Stay tuned for the basics of the people equation. T.J. Ross TIHEM CONSULTING TIHEM.INFO@GMAIL.COM
NEW
BLACK BETTY
H
ailing from a small patch of land in central Spain, the Toro DO (region) produces a delicious wine called Tinto Del Toro.
Synonymous with Tempranillo, the region’s chalky soil imparts some characteristics resulting in richness not normally experi enced by other Tempranillos. Toro reds must contain a minimum of 75% Tempranillo, and use other blending grapes such as Garnacha. The wine is often aged in American oak for varying lengths of time. Considered the “Noble Grape of Spain,” Tempranillo has beautiful notes of plum, berries, cherries, and tomato on the nose and palate. One will also taste notes of tobacco, vanilla, herb, and leather resulting from oak aging. This wine typically throws medium plus tannins, lower acid, with relatively medium alcohol. Pair this wine with red sauce pastas, polenta, pizza, Mexican food and of course burgers. Reasonably priced, this wine is one to be enjoyed frequently.
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PLAINS PERSPECTIVE
I
know what collaboration means to Plains Fabrication, and according to the dictionary, it is the action of working with someone to produce or create something. I believe in terms of manufacturing, you couldn’t find a more accurate definition. When I read articles about teams and leadership, the idea of collaboration is almost always focused on the internal workings of a company. This is logical, as most managers would naturally have an inward focus. They most likely leave the external work to the purchasing group or the sales group. Anyone who has been involved in true project management knows collaboration takes place both internally and externally in your company. Most business leaders understand that as well, but external problems inevitably are far more disruptive than they should be, because we forget to focus sufficiently on the concept that our team must collaborate with customers, vendors, and service providers. There is an entire symbiotic system in your business that can flourish or flounder depending upon your company’s ability to collaborate and share information. The more your supply network works in harmony the better the productivity. The better the productivity the lower the cost. It is through open relationships and working closely with your customers, vendors, and even your competition you will see the greatest
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results. The old adage of the “dog-eat-dog” world of business no longer holds true in my experience. I believe the success of our Albertan and Canadian companies depends upon collaboration. We need to work together, to learn from each other, and to share as many “best practices” as we can. In this global market, we are competing with state-owned entities and foreign companies that operate in environments where safety, environmental regulation, and cost of labour are often minimal. If we don’t learn from each
The more your supply network works in harmony, the better the productivity. other and find ways of working together to support our inherent strengths and weaknesses, we will struggle to compete and lose market share. I have learned a great deal from companies that are willing to share. Our current plant operations and layout were heavily influenced by companies that allowed us access in terms of touring plants and in speaking with the business owners and employees within those plants. It is something I pass on now by helping companies through sharing
ADVOCATE
information as well as giving plant tours to any company willing to come and see our operation. The underlying premise is we can tour their facility and learn from each other. Our customers are global companies, and they are responsible stewards of their own enterprises as well as major players in our local and national economies. They understand their impact on our industry, and they also recognize they have a part to play in helping the local economy. It is up to us to present the best option possible to those customers. Many companies have recognized this and have participated in initiatives to help build a model for working together. I have been involved with a group of companies in the energy supply network that have shown leadership and come together to work towards solutions to common problems. It is work like this that sets most companies in Alberta apart. Rather than masking issues, we get together and work on solutions. It has been a great process, and we are privileged to be involved with it. I believe in today’s business environment, increasing market share comes from making informed decisions and being open to change. Staying ahead of the curve will require more than just a few individual leaders from one company. It will require a group of companies changing and adapting together. It will require a collaborative
system in which Albertan and Canadian companies seek to protect each others’ interests and look to grow together. It is true there may have been a time when a company could operate in a vacuum and find success, but that was before the global economy took hold. We must face the fact that our society wants safe, environmentally responsible, and community minded companies. Not all of our competitors have to operate within that mandate. Our costs are inherently higher because of those imposed standards. If we want to operate unilaterally and allow those constraints to guide us, we cannot compete long term. If we work together as a community and build relationships with our customers whom all have the same standards to uphold and recognize our value proposition, we can be successful. If your company continues to operate using antiquated business methods, then you should be prepared for what may ensue. If you want to do business in the new era, success awaits you. First, you have to come to the table and join the conversation.
Chester Nagy PRESIDENT PLAINS FABRICATION
OilfieldPULSE | MARCH 2015
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WEIGHT LOSS
FOOD
JOURNALING K
eeping a food journal has always been an important part of my weight loss journey. I have tracked faithfully going on 15 years now and it truly is a habit for me now. It is one of the biggest parts of the Weight Watchers program. Most times, we have no clue what we’re eating. When I first started with Weight Watchers in 2000, if you had asked me what I’d eaten at the end of any given day, I couldn’t have told you. Not everything, anyway. Tracking your intake of food, including what you are eating and how much you are eating, is such an eye opener. There is an accountability that comes from having to write down what you are putting in your mouth. If you don’t, it’s like it never really happened. Of course, I track my points daily. But even if you are not counting points, there are simple things you can track to evaluate what you’re doing and where improvements can be made. If you are writing down when you are eating, maybe you’ll see you’re not eating often enough, and that’s why you end up overeating when you do sit down for a meal. Maybe, you’re eating constantly, so then you could take a look at what you are eating. Maybe you’re eating all the time, because you are not getting in all the food groups. Are you getting a protein, a complex carb, veggies, and fruit at every meal? If you are having a cup of coffee for breakfast in the morning, that might be why you eat your face off at lunch or later that afternoon. What are you drinking throughout the day? We can consume a day’s worth of calories in liquids. All those fancy coffees, juices, alcohol, etc. They all add up. Tracking what we’re putting in our mouths can be a powerful learning experience. Try it for one week, and see what you learn. It really works. Here are a couple more delicious recipes. The Baked Oatmeal is a quick go to breakfast or snack, and the Cottage Cheese Pancakes are easy to make and delicious. You don’t have to like cottage cheese to like these. Enjoy.
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OAT & COTTAGE CHEESE PANCAKES Whole recipe is 13 PointsPlus Makes approx. 8 – 3” pancakes • 1 cup uncooked rolled oats • 6 egg whites • 1 cup fat free cottage cheese • ¼ tsp vanilla extract • ½ tsp cinnamon • 2 packets Splenda Combine all ingredients in blender. Blend 1 minute on medium speed. Cook in a non-stick pan. COTTAGE CHEESE PANCAKES 1 Serving | 4 PointsPlus per serving • 1 egg • 2 tbsp flour • 1/3 cup fat free cottage cheese • 1 tsp baking powder Combine all ingredients. Cook in a non-stick pan. BAKED OATMEAL 6 Servings | 4 PointsPlus per serving • 2 cups quick cooking oats • 1 ½ tsp baking powder • 1 cup skim milk • 1 egg • 1 egg white • ½ cup unsweetened applesauce • ¼ cup sugar substitute • 1 cup blueberries • 1 tsp cinnamon • 1 tsp vanilla Mix oats and baking powder. Add remaining ingredients. Mix well & pour into sprayed pie plate. Bake at 350° for 45 minutes.
Dianna Kerek WORDSTODIFOR.BLOGSPOT.COM
OilfieldPULSE | MARCH 2015
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HEALTHY LIVING
START FRESH
THIS SPRING By this time of year, many people’s New Year’s resolutions have been thoroughly abandoned. It’s time to kick your motivation back into gear with a new outlook on eating! Eating good foods for your body instead of dieting will invigorate your mind and body without leaving you hungry or hating mealtime. Here are some steps to keep you on track for the rest of 2015!
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STEP 1: PLAN Take the time to write down a meal plan for the week ahead. Think of what fruits and vegetables are in season. They’ll taste their best and should be at a good price. Don’t forget to work your favourites into your meal plan as well! It will be easier to stick to a strict meal today knowing you have a more delectable meal tomorrow. Planning each meal of the week will give you less wiggle room to get off track during mealtime. STEP 2: PICK Choosing your meal’s ingre dients will get you in the right mindset for eating healthier and get you excited for the journey ahead! Before you begin stockpiling health bars, take a step back and look at what you have at home. The best recipes are often those that need the fewest ingredients. Look for recipes requiring simple, fresh ingredients. Creating your grocery list from items found in nature is a great guideline for 2015. Protein rich foods, such as meat, lentils, and nuts, will satisfy your hunger. Ask your butcher which cut of meat works best for your recipe. Don’t be afraid to speak to other experts at your local market. Produce workers are well educated on the freshness of their fruits and vegetables and can probably tell you which ones came in that day! Aim to pick up smaller amounts of groceries every few days so you are eating foods at their peak freshness and avoiding spoilage. STEP 3: PREPARE Now that you have your meals planned and your ingredients picked, it’s time to really set yourself up to succeed. Preparing meals in advance can save you time and stress during your busy week. Crockpot and casserole meals are easy to package and quick to reheat at the office or school. Don’t forget to include snacks in your meal plan. Prepare
options for yourself like roasted chickpeas, apples with cinnamon, or kale chips for when you’re feeling peckish so you aren’t tempted to reach for potato chips or leftover Valentine’s chocolate. While you’re prepping your meals, consider the shelf life of your
Plan to eat meals containing quick-to-spoil items early in your week to enjoy them at their optimal freshness.
ingredients. Plan to eat meals containing quick-tospoil items early in your week to enjoy them at their optimal freshness. Avocados, berries, broccoli, and cheese, for example, will spoil more quickly than bell peppers, potatoes, and grapefruit will. Advance prep work will make it easy to whip your meals together each day. STEP 3: PROCEED “I’ll start tomorrow.” It’s a phrase we’ve all told ourselves, likely, multiple times. Once you’ve done your planning and preparation, get started right away! Approaching your new lifestyle one meal at a time is a good way to avoid being intimidated by the changes you’ll be making. A smart snack decision or lighter lunch will keep your body and mind happy, but don’t overlook the need for treats now and then. There are only so many vegetables we can eat before we need something indulgent. So keep your nutrition goals rolling or get back on track by taking these small steps for a longterm gain!
By Kendra Keating SUNTERRA CATERING MANAGER
OilfieldPULSE | MARCH 2015
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ALTERNATIVE HEALTH
TEAS - TISANES DO THERAPEUTIC HERBAL TEAS/EXPECTORANT TISANES HAVE A PLACE IN HEALTH CARE? PART 2 – A LOOK AT CLEANSING TEAS
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T
here is a well known herbal and naturo pathic therapy called detoxification. Detoxification, or cleansing, is based on the concept the human body can heal itself and all the body requires is assistance in removing ‘waste and toxins’. The body has systems to eliminate these wastes through the liver, the bile, intestines, and kidneys. Other wastes are exhaled through the lungs and some go through the skin via sweat. Eating fatty foods, a lot of meat, and drinking alcohol frequently can overload the body’s cleansing systems. It is in these types of circumstances a herbal tea might help the body detoxify itself. Some health conditions and disease are associated with a higher level of ‘waste and toxins’, and cleansing helps the body recover and heal.
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Teas (tisanes) are a safe approach to cleansing because of the relatively lower doses given to the body.
Herbalists and naturopathic practitioners often use herbs to help the overall elimination process or specifically target one pathway, such as the liver. It is more common to provide support for the whole process of ‘waste and toxins’ elimination while specifically helping one pathway associated with the person’s health condition (e.g., liver). Some cultures used to take remedies on a quarterly basis, for example, to cleanse the entire elimination system. This was viewed as a way of helping the body rejuvenate and stay healthy. The properties of some herbs make them optimal for use in an elimination tisane. The specific choice of herbs is based on the practitioner’s experience and availability of quality remedies or teas. Tisane products are commercially available for cleansing. Some consist of blends of herbs
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OilfieldPULSE | MARCH 2015
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ALTERNATIVE HEALTH
designed to eliminate waste from the whole body and others are single agents that act on a specific elimination pathway. In fact, some herbs act on two or more systems. Teas (tisanes) are a safe approach to cleansing because of the relatively lower doses given to the body. This is important, because the practitioner wants a gentle remedy so the system is not drained of its energy. The use of a more aggressive remedy (dose) will not only drain the system of its energy but it will also be very unpleasant and uncomfortable for the person (e.g. diarrhea). The following are examples of some of these herbs and their cleansing use. Laxative herbs (Senna: Senna alexandrina and Licorice: Glycyrrhiza glabra) are used for the digestive system (including colon), diuretics (Birch: Betula alba, Horsetail: Equisetum arvense, and Sapwood of Linden: Tilia cordata) for the kidneys, hepatic (Milk Thistle: Silybum marianum and Artichoke: Cynara scolymus) and alterative herbs for the liver and blood, alterative (Figwort: Scrophularia nodosa and Stinging Nettle: Urtica dioica) and lymphatic (Calendula: Calendula officinalis and Figwort: Scrophularia nodosa) tonics for the lymphatic system, diaphoretic (Sapwood of Linden: Tilia cordata) and alterative herbs (Figwort: Scrophularia nodosa) for the skin, expectorant (Licorice: Glycyrrhiza glabra) and anticatarrhal (Senna: Senna alexandrina) herbs for the respiratory system (lungs) and tonic, bitter, alterative, antimicrobial (Rosemary: Rosmarinus officinalis) and adaptogen (Licorice: Glycyrrhiza glabra) herbs for the whole body.
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Scientific evidence to prove these herbs can cleanse the body is not always easy to find. In the case of Senna, its laxative and constipation relief effects in humans have been well established. The liver protective and gastrointestinal benefits of Licorice were demonstrated in clinical trials. The liver protective and benefits in cases of liver disease of Milk Thistle have been demonstrated in numerous clinical trials. The scientific evidence supporting the use of these three herbs is solid. In other cases, the claimed benefit is based on centuries of traditional use. Many of these herbs are safe for use in teas or in capsuletablet remedies. Always look for the NPN number that identifies it was approved by Health Canada. Consult a health care practitioner prior to using an elimination tisane, because some of these herbs may aggravate electrolyte imbalance in some people taking medications, such as those for hypertension, heart conditions, and constipation. Bottom line, herbal tisanes have a long history of use and have proven their effectiveness over the centuries in cleansing the human body. This type of remedy (tisane) is a very good choice for a gentle elimination of the body’s ‘waste and toxins’. Talk to an herbalist or naturopathic practitioner if you want to know if cleansing is a good therapy for you and your condition. As with all herbal remedies, consult your pharmacist about any potential drug-herb interactions prior to taking any herbal remedies. Also, let your health care professional know what products you are taking, so they can adequately monitor your health condition and any potential risks associated with the remedies. By Guy Chamberland, M.SC., PH.D., MASTER HERBALIST, HEALTH PRODUCT CONSULTANT CONTACT HIM AT GUYCHAMBERLANDMASTERHERBALIST@LIVE.CA.
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OUR PRODUCTS & SERVICES: • Skid Packages • Structural Steel Fabrication • Stainless Steel Welding • Instrument Tubing
• Flare Stacks • Indirect Fired Heaters • Hydro testing & Pressure vessels • Pressure piping
PLAINS FABRICATION & SUPPLY (ABSA & ASME CERTIFIED) New 90,000 square-foot facility featuring state-of-the-art technologies 8700 Venture Avenue SE Calgary, Alberta T3S 0A2 Tel: (403) 269-1870 Fax: (403) 269-2050 www.plainsfabrication.com
• Blasting & painting • Internal and external coating of piping, tanks and vessels • Other custom fabrication