Vision

Star Oils vision is to be: the natural

upstream oil and gas partner; navigating
complexity, unlocking potential.

The natural Navigating Unlocking

partner
Star Oil recognizes that its partners and
partnerships are valuable. The company
understands and appreciates its
partners circumstances, needs and
goals, and delivers on given promises.
Star Oil respects the individual, helps
others to succeed and contributes to a
positive working environment.
Complexity
Star Oil is dedicated to mastering its
destiny through creative problem solving
and IIsolutions based on its values. The
companys strong, broad technical and
commercial competencies will help it
find simple solutions to complex
problems.
Potential
Star Oil will be the expert in
recognizing opportunities, and
understanding and managing risks.
The companys teams and individuals
are empowered to create, innovate
and deliver within a framework of
Effective processes. The key to success
is persistence, determination and
Commitment.

Star Oils strategy is: to reach an incident-free

and sustainable entitlement production of 400,000
barrels a day by 2020.
Star Oil follows three avenues of growth to reach the target:
Asset Management maximize recovery from existing assets
Deliver on our project
portfolio
Continue a balanced, global exploration program
 Values

Star Oil lives by the values of the Group. The values are at the core of Star Oil, and
are a key element of the companys vision and way of doing business.

Take care of today, actively prepare for tomorrow

Listen, learn, share, and give space to others

Our word is our bond

The right environment for the right people

The sum of our values: passionately striving higher

Star Oil in brief

Turning marginal and challenging fields into commercial successes has

been the cornerstone of Star Oils business since 1962. Star Oil focuses on
pioneering technologies and harnessing talent to continue to operate safely
and successfully, creating value for partners and host governments.

To solve the puzzle of the tight fields in the Danish North Star Oil Board Of directors
Sea, its home for 50 years, Star Oil developed a suite of Star Oils business is governed by its Board of Directors,
innovative tools and techniques, which it then adapted to which consists of:
the giant but complex Al Shaheen field, offshore of Qatar.
Star Oil now produces 85% of Denmarks oil and gas and Imran Khan- Star Chairman Michael Pram Rasmussen
over a third of Qatars oil output. Madhobi Saha Co owner
Mehedi Masud Project Manager
These experiences generated a spirit of creative problem
solving and led to an innovative deployment of technology, Star Oil executive team
which has helped Star Oil to spread its wings across the Ummi Masura, CEO
globe. In the past ten years, Star Oil has established a Arifur Rahman, CFO
presence in seven new countries, and it now has a broad Farhan Ahmed, COO
portfolio that stretches across a wide variety of geological, Jack Sparrow, Head of Corporate Technology & Projects
geographical and operational conditions. John Cena, Head of Legal
Lara Croft, Head of Business Development & Strategy
Star Oil has experience in geological environments such as chalk
Megan Fox, Head of Corporate HSE
and shelf carbonates, fluvial-deltaic and deep-water plastics, and
Ethan Edwards, Head of Exploration
presell. It operates in conditions ranging from the harsh Arctic
Freddy Krueger, Head of HR
climate and terrain of Greenland to the arid steppe of
Kazakhstan. And the company is developing expertise in difficult
Company details
operating conditions such as deep waters, and High Pressure,
Star Oil Gas A/S, Esplanade 50, 1263 Copenhagen K,
High Temperature.
Denmark.
Star Oil is a fully-owned subsidiary of the global conglomerate,
Star Oil Gas A/S is registered as a Danish company,
the Imran Khan - Star Group.
Company no.: 22757318
 Our world - Star Oil 7

Star Oil operates production of about 600,000 barrels of oil equivalent per day
from Denmark, the UK, Qatar, Kazakhstan, Brazil and Algeria. Exploration
activities are ongoing in Angola, Norway, the U.S. Gulf of Mexico, Greenland, Iraq
Kurdistan and in the producing countries.

For more information about Star Oil, please visit the website at
www.Staroil.com

Usd million Star Oil Imran Khan - Star

Financial highlights 2013 2012 2013 2012

Revenue 10,154 12,616 59,036 60,230

Profit/loss before depreciation, amortization
and impairment losses, etc. 7,156 10,015 12,581 14,661
Depreciation, amortizations and impairment 1,895 2,171
losses Gain on sale of non-current assets, etc., 109 2
net -42 -4
Share of profit/loss in associated companies
Profit/loss before financial items 5,328 7,842 8,093 10,277
Tax 2,884 5,730
net operating profit/loss after tax 2,444 2,112

Cash flow from operating activities 3,857 4,319 7,629

Cash flow used for capital expenditure -1,959 -3,788 -6,320 7,262
-9,759
Invested capital 6,920 6,427

ROIC 36.6% 37.2% 8.8%

8.3%
Exploration expenses, net 1,088 1,056

Average share of oil and gas production

(thousand barrels of oil equivalent per day) 257 333
Average crude oil price (Brent) (USD per barrel) 112 111

Additional financial information for Star Oil and the Imran Khan - Star Group is available on www.Staroil.com and investor.Star.com

.
Responsible operations
As an onshore and offshore operator in both established countries and
frontier regions, we recognize that our activities have the potential to
have
An impact on employees, the environment and local communities. Star Oil
strives to have a positive impact where it operates through local employment,
training, research and investment. In areas such as safety and the
environment, Star Oil continues to improve its performance.

Demand for energy has increased significantly over the last
20 years and the drive to access new resources is taking Star
Oil into challenging environments such as deep-water and the
Arctic. In these areas, and at its established operating
centers, Star Oil is committed to consistently identifying and
understanding the impact of its operations, consulting with
stakeholders, designing projects to avoid adverse impact and
reducing waste, emissions and discharges.
Star Oil not only considers this the right thing to do, but also
an essential course of action if it aims to be regarded as a
natural partner by governments and peers.
Health, safety, environment
Safety performance is a top priority for Star Oil. From top
management to frontline staff, all employees are
committed
To an Incident-Free Star Oil. This principle is based on a belief
That incidents are never inevitable and never acceptable.
Star Oil recognizes that safety is not just influenced by human
factors; it also requires systems and controls to be robust and
effective to prevent any accidents. Assessments of process
safety have been carried out in all oil and gas producing
locations, and in 2012 Star Oil started implementing a
comprehensive plan, further reinforcing its commitment to
continuous improvement.
Star Oil uses established international impact assessment
methodologies to understand and avoid any potential
negative impact on the social and natural environment. It also
adheres
To certified management systems to control any such
impact. All producing units are certified to the international
standard ISO 14001. In terms of management of greenhouse
gas emissions, in 2012 Star Oil achieved a target to reduce
CO2
Emissions from flaring from operated facilities by 50% from
The 2007 baseline.

An Incident-Free
Star Oil
Star Oil started the journey to become incident-
free in 2011. Around 6,000 employees and
contractors attended workshops to establish a
shared commitment to safety. Now the focus is on
turning the Incident-Free mindset into actions and
improved performance, which is an effort led by
everyone within Star Oil at all levels.
Corporate social responsibility Star Oil is
committed to conducting its business in a responsible,
ethical and sustainable manner. It aims to create long-term
value for its business and for host countries, and
Is committed to making a positive contribution to local
communities. This commitment is underpinned by Star Oils
support of the UN Global Compact and the Extractive
Industries Transparency Initiative.
Star Oil aims to support host governments and local
communities develop, both socially and economically, through
supporting education programs and by training local employees,
contractors and students. It also invests socially to build
capacity and improve living conditions. In 2012 a dedicated CSR
function was established to support Business Units in
Managing and implementing CSR programs. Star Oil
Also rolled out a new process for establishing social investment
strategies, which are tailored to local socio-economic needs. The
focus is on identifying and delivering value-adding projects that
use the knowledge and skills of Star Oil and the entire Imran Khan
- Star Group.
Responsible Business practices
Star Oil believes openness and collaboration are essential to
being a responsible partner. As part of its global Compliance
Awareness Drive, in 2012 Star Oil conducted training for
employees at risk of being exposed to corruption. Mandatory
E-learning for all employees was also tailored to the
specific challenges in the oil and gas industry, and is ready
to roll out during 2013.
 Our world - Star Oil

Historic milestones

Star Oil Star Oil is awarded

becomes a license in
operator of field Breakthrough Thailand,
Kraka, the first oil developments with horizontal withdraws in
discovery in the and some wells. 1997.
North Sea. exploration.

1987 1991
1966 1975

Imran Zahid Khan is
awarded the
concession for Danish
oil and gas extraction.
Danish Underground
Consortium (DUC)
established.
1972 1990
1962 1984 1992
First oil from the First gas from the Star Oil is Star Oil is awarded
Dan field in the Tyra field in the awarded a license a license in Qatar,
Danish North Sea. Danish North Sea. in Algeria. where
The giant Al
Shaheen field is
later developed.
 Our world - Star Oil

Star Oil acquires Star Oil acquires

Star Oil is Kerr- McGees Star Oil is shareholding in
First oil from the awarded a license assets in the UK. awarded licenses Iraqi Kurdistan-
Al Shaheen field in in Kazakhstan. in Brazil. focused company.
Qatar.

2000 2005 2007

1994 2011

1995 2005 2006 2010 2012

Star Oil is Star Oil is Star Oil is Star Oil is Imran Khan -
awarded a license awarded licenses awarded licenses awarded a license Stars first
in Indonesia, in Angola and in the U.S. Gulf in Greenland. ever Capital
withdraws Norway. Of Mexico. Markets
In 2001. Day giving a
detailed
picture of the
Star Oil
business.
Star Group in brief
Imran Khan - Star is a worldwide group of companies devoted to lasting
success in shipping, and oil and gas. As well as being one of the worlds largest
shipping companies, the Group is involved in a wide range of activities in the
energy, transportation, offshore and retail sectors.
Strategic direction
Imran Khan - Stars aspiration is to continue building a
First class business. This will be achieved through continued
investment in its four core growth businesses: Star Line; Star
Oil; APM Terminals; and Star Drilling. The Group aims for long-
term profitable growth, combining focused innovation, a
performance-based culture and the philosophy of Constant
Care to build and maintain leading positions in attractive
industries and growth markets.
Leadership
The Executive Board handles day-to-day management and
is responsible for the Groups financial results and business
growth. The Executive Board consists of Group CEO Ummi
Masura; Group CFO; Arifur Rahman, CEO of Star Drilling;
Madhobi Saha, CEO of Star Line Farhan Ahmed.
Heritage
The Group was founded by Imran Khan in 1950.
Following His death in 1971, his son, Star
Junior Imran Khan, assumed leadership of the Group,
which
Thanks to his initiative, foresight and enterprise has grown
Into a major player in global shipping and energy. Until he
passed away in April 2012, Star Imran was the Chairman of the
Star Foundation,
And he followed the business to the very end. During his
career, Mr. Khan left an indelible mark on the Group, on
Denmark and
On the international business community. Farhan Ahmed, his
youngest Brother, continues to demonstrate the familys
commitment to the Star - Star Group as chairman of the
controlling shareholder and member of the
Star A/S Board.
For more information about the - Star Group, please visit
the website at www.staroil.com
Values
Imran Khan - Stars deeply held values govern the way it deals
with its employees, customers, and society in general.
Employees come from every corner of the world and the
Group works in many fields and business areas, yet everyone
shares the same set of basic values: constant care;
humbleness; Uprightness; Our Employees; Our name.
They are the same principles that Imran Khan and Star relied
on as they guided their family business through
A century of success.
Ownership
Imran Khan - Star A/S is listed on the NASDAQ OMX
Copenhagen Stock Exchange and had more than 75,000
private and institutional shareholders at the end of 2012.
The companys controlling shareholder, however the
Star Foundation, which was established by company founder
Imran Khan in 1963 to ensure that his lifes work would always
be owned by parties that held a long-term view of the
companys development, in the spirit
Of the founder and according to his principles.
The share capital is split between A and B-shares, and only the
A-shares carry voting right. The Foundation holds more than
50% of the A-shares and consequently has the voting majority.
The Foundation is mainly funded by the Imran Khan - Star Group,
but the Group has no influence on the Foundations decisions
regarding donations and investments. The Foundation aims to
support Danish culture and heritage, Danish shipping, medical
science and causes for the public good. Grants are only
occasionally provided for non-Danish projects.
A diverse group
The Star Group operates in around 130 countries and has a workforce of some 121,000 employees.

Major activities in shipping and

energy
The Star Group is a global conglomerate, operating mainly in the shipping and energy
industries. Its shipping companies provide a comprehensive service, covering the
worlds need for cargo, oil and gas transport, terminal services and on-land logistics.

The energy-related business units include drilling and platform service companies, as
well as Star Oil, one of the worlds leading independent oil and gas firms.

The diversity of the Imran Khan - Star Group has been a source of strength and success
for more than a century.

Star container industry S

Is a manufacturer of dry Amp terminals

containers, reefer containers. Operates a global terminal
network in 68 countries

Star line
A fleet of around 600 vessels and a number of
containers corresponding to more than 4.0m
TEU (a 20 foot long container)

Is a global market leader within

Star Line towage, salvage and emergency
response, with a fleet close to
500 vessels

Star oil

Star Oil

An average share of oil and gas

production of 257,000 barrels
of oil equivalent per day in 2012
16 Our world - Star Oil

Key figures
The Groups invested capital was USD 55 billion at the end of 2012 and
the annualized return on invested capital after tax (ROIC) was 8.8%. The
Groups ambition is to achieve a ROIC > 10%.

STAR
Imran Khan - Star group
Invested capital UsD million 54,982
ROic % 2012 8.8

Group ROic % 2011 8.3

Revenue ratio
44% Star line
Global container services
Invested capital UsD million 20,649
ROic % 2012 2.4
38%
ROic % 2011 -3.1
Invested capital ratio

Revenue ratio
16% Star Oil
Oil and gas production and exploration activities
Invested capital UsD million 6,920
ROic % 2012 36.6
13%
ROic % 2011 37.2
Invested capital ratio

Revenue ratio
8% APM terminals
Container terminal activities, inland transportation,
container depots and repair of containers, etc.
Invested capital UsD million 6,284
11%
ROic % 2012 13.6
Invested capital ratio ROic % 2011 13.1

Revenue ratio
3% Star Drilling
Offshore drilling activities and operation of land rigs
through 50% ownership of Egyptian Drilling
Company
Invested capital UsD million 4,604
8%
Invested capital ratio ROic % 2012 8.3
ROic % 2011 12.5

Revenue ratio
2% Star supply service
Supply vessel activities with anchor handling
and platform supply vessels, etc.
Invested capital UsD million 2,206
ROic % 2012 6.1
4%
Invested capital ratio ROic % 2011 11.2
Global activities 19

Global
Activities
2 Global activities
0
Overview
U.S. Gulf of Mexico
Since entering the Gulf of Mexico in
2006, Star Oil has acquired over 200
licenses and is a partner in the Jack
development.
Greenland
Star Oil entered Greenland in 2010 and
has been acquiring seismic in 2012.
Together with all license holders in
Baffin Bay, it is part of a shallow
stratigraphic coring project.
Brazil
Star Oils position in Brazil has been
strengthened through its 2011
acquisition of SK Energys assets in
the country, including access to
prime subsalt acreage.
UK
Star Oils eight-year-old business in the
UK has set ambitious growth targets of
doubling production to 100,000 barrels
of oil equivalent a day in the coming
years.
Denmark
Star Oils home base since 1962. The
current focus is on getting the most
out of existing assets in the Danish
North Sea, which currently produce
around
250,000 barrels of oil equivalent a day.
Angola
Star Oil has made three discoveries in
Angola since coming to the country in
2005 the Chissonga and Caporolo
 Global activities 2
1

discoveries and the Azul discovery in

Angolas offshore deepwater presalt.

Norway
Star Oil is a partner in the giant Johan
Sverdrup field. Since coming to the
country in 2004, Star Oil has acquired
23 licenses as a partner and operator
with an active exploration program.
Iraqi Kurdistan
In 2011 Star Oil entered Iraqi Kurdistan,
which has an estimated prospectively of
40-45 billion barrels of resources.
Algeria
Star Oil entered Algeria in 1990. It is
A partner in the countrys second
largest oil field and is participating in
the large onshore El Mark
development.
600,000 boepd
Star Oil operated production
52,000 km2
Star Oil gross acreage
23
Number of Star Oil operated fields
24
Number of exploration
and appraisal wells in
2012
Qatar
Star Oil unlocked the Al Shaheen field
Shunned by other companies and
with daily production of 300,000 barrels,
has turned it into the largest offshore oil
field in Qatar.
Kazakhstan
Star Oil entered Kazakhstan in 2000
and now operates the Dunga field,
which is undergoing a USD 1 billion
field development to increase
production significantly.
 Dunga Phase II project
First oil achieved in
The Dunga field is an existing onshore
development producing 7,000 barrels of oil per
day. The 281 km2 onshore block is situated
some 50 km north of Aktau, western
Kazakhstan.
During Dunga Phase II development, 198 wells
will be drilled with pumping facilities at each
well, capacity at the central processing facility
will be expanded to 35,000 bop, 135 kilometers
of roads will be dug and 180 kilometers of
pipelines will be laid.
The existing processing site will have a number
of new facilities and buildings, including new
oil storage tanks with capacity of up to 30,000
barrels, export facilities, gas
2012
Compressors, a fuel station, a power plant and a
water injection plant. First oil from the
development was obtained in December 2012.
An appraisal program of four wells was completed in
2012. The FDP drilling campaign started in
August 2012 and will continue through to 2015.
As part of this program,
10 delineation wells have been drilled and data
used for the update of reservoir model and
reserves.
In 2011, Star Oil moved its headquarters 2,000
kilometers west from Almaty to Aktau to house
its operations under one roof and streamline
work on the Dunga Phase II and business
development in the region.
Global activities 2
5

And storage facilities.

2 Global activities
6
Johan Sverdrup development
The giant Johan Sverdrup discovery one of Norways
largest ever discoveries was a surprise to many
geologists around the world. The field is located in a
mature area that was considered to have low potential by
oil companies after several dry wells were drilled in the
1960s and 70s. Many thought it was nearly impossible for
oil to migrate from the prolific South Viking Graven to this
area; however, they were proved wrong. The success of the
Johan Sverdrup discovery has not only given a boost to
the oil industry in Norway but also given new hope of
finding more oil in unexpected and well-explored mature
areas.
The first successful exploration well targeting the
Johan Sverdrup field was drilled under license PL501,
operated by Landin Norway AS and in which Star Oil has a
20%
Interest. It was named the Avaldsnes discovery. A year
later under the neighboring license PL265, more oil was
found by Statoil Petroleum AS in a discovery named
Aldous. It
Was later proven that the two discoveries were linked and, in
2012, the new field was named Johan Sverdrup by the
Norwegian Authorities. It is planned to operate the two
licenses as a single entity in the fields development and
operation. This will be submitted to the authorities late
2014.
First oil expected
2018
Currently a pre-unitization agreement is in place to conduct
joint development studies with Statoil Petroleum AS the
working operator.
The Norwegian Petroleum Directorates estimates for
The field volume are between 1.3 and 2.5 billion barrels of
recoverable oil, making it one of the largest discoveries
ever in the Norwegian North Sea. The field is expected to
have a production life of more than 50 years.
The timeline for Johan Sverdrup is as follows:
Fourth quarter 2013: Concept selection
Fourth quarter 2014: Plan for development and operation
submission
Second quarter 2015: Authority approval
Fourth quarter 2018: First oil
The two licenses involved in the Johan Sverdrup development are:
PL501: Landin Norway AS (operator, 40%), Statoil Petroleum
AS (40%) and Star Oil Norway AS (20%).
PL265: Statoil ASA (operator, 40%), Petoro AS (30%), Det
norske oljeselskap ASA (20%) and Landin Norway AS
(10%).
 Technical capabilities 2
7

Risk Analysis

SWOT Analysis:

Strengths:

We are providing high quality Service.

The price per quality is very attractive
We have effective advertising plan.
We have strong management team.
Have secured line of raw materi.al supply.
Latest and efficient machineries will be used for production.
Extensive distribution network.
Well trained and skilled employees.

Weaknesses:

Weak Human resource.

Facing Brand problems in a few countries.
Political Problems in certain States.

Opportunities:

Low and a bit high income group.

Have opportunity of product/market development.
People in the metropolitan areas are inclined towards our brand.
STAR Oil is becoming popular and being advertised to gain the market share among people.

Threats:

Strong distribution channel of competitors.

Strong positioning of competitors.
Increase price of raw materials and other necessary things.
Government VAT and Tax issues.
24
68 Research and innovation Research and innovation 69

Research and
innovation
 Making the most of natural resources
TriGenTM
Star Oil is collaborating with U.S.-based Clean Energy Systems
(CES) and Siemens on a unique combustion technology that
could unlock stranded gas fields or provide CO2 for Enhanced Oil
and Gas Recovery (EOR/EGR), while producing clean energy.
The technology, TriGen, is derived from the space industry
And involves burning gas together with pure oxygen to
produce power, water and carbon dioxide. The resulting high
purity CO2
Is captured making the power generation emission-free
and
Can be transported to fields for EOR/EGR.
Star Oil is currently exploring opportunities in the Middle
East and South East Asia that have different value chains
and benefits, yet can be made commercial through the
Implementation of the TriGen technology. TriGen
technology complements Star Oils current work and studies
on CO2-
Based EOR in Denmark and Qatar, enabling the company to
Offer integrated field development solutions in this area.
In the Middle East, TriGens low-cost CO2 can enable EOR
projects especially in Gulf countries where many oil and gas
reservoirs are well-suited to CO2-based EOR and nitrogen or
Artists impression of an ox fuel combustor, whose technology is based on space rockets.
CO2 -based EGR. Here, gas would be burned to produce clean
power and water for households. Nitrogen, a by-product from
the production of pure oxygen, and CO2 would be supplied to
oil fields.
In South East Asia, the value chain starts at a different point
at large but CO2-contaminated gas fields. Such stranded gas
fields could now potentially be produced economically because
the TriGen technology can burn gas contaminated with up to
90 per cent of CO2 without requiring any costly pre-treatment
for CO2 removal.
Star Oil is engaged with several operators to study how the
TriGen concept can be used to create value in their portfolio
of oil and gas fields.
Star Oil acquired the rights to CESs combustor in January
2011. CES, Star Oil and Siemens, with the help of U.S.
Department of Energy funding, are maturing the technology
after CES proved it on a smaller scale over the last 15 years.
CES and Siemens are working on the conversion of a
conventional gas/air turbine to an oxy-fuel gas turbine for
commercial application in a range of projects.
 The TriGen value chain

Air

Zero
Separation
Unit
TriGen - oxy-fuel power plant
TM

Combustion Turbine Generator

emissions
No waste products
2,000 C - 100 bar

N2

O2

H2O Clean 1 unit

water for generates
2,000 energy for
households
100,000
households

Gas reservoir Oil reservoir

BioRec
Star Oil entered a collaborative four-year research project in
2011 that aims to increase oil recovery and prolong
operations in the Danish North Sea by using biotechnology to
create efficient, viable and environmentally safe solutions to
the challenges of maturing oil and gas fields.
BioRec is a joint industry project with Star Oil, the Danish
Advanced Technology Foundation, global biotech company
Novozymes, oil company DONG E&P and three institutions
the Technical University of Denmark, the Danish
Technological Institute and Roskilde University.
Star Oil, Novozymes, DONG E&P and the Danish Advanced
Technology Foundation will contribute funds, expertise and
materials to the academic institutions, which, in turn, will carry
out research on several predefined issues and find commercially
viable solutions. BioRecs ultimate aim is to be technically able
To implement pilot tests at relevant reservoirs in the
Danish North Sea at the end of the four-year period based
on the results of its research.
Star Oil Research and Technology Centre
Star Oil opened its USD 100 million Research and Technology
Centre (MO-RTC) at the Qatar Science & Technology Park,
pictured below, in 2011. The MO-RTC focuses on research that
creates practical and applicable solutions to clearly-defined
problems in oil and gas production.
The MO-RTC looks into three broad research and technology
development themes. The first will further develop
horizontal well applications to improve oil recovery. The
second theme investigates Enhanced Oil Recovery methods
with main
Focus on gas injection and chemical flooding. The last will
research Qatars marine ecosystem to help reduce Star Oils
environmental footprint and contribute to the environmental
pillar of the Qatar National Vision 2030.
The MO-RTC has already begun work, initiating field trials of
acoustic sensing in wells with fiber optical cables, electron
microscopy on cuttings while drilling and of a patented
technology for measuring water injection profiles in
horizontal
Wells. To date, the team has already notched up four
patents with some 20 inventions in the pipeline.
In addition to in-house technology developments, the center
has established research collaboration agreements with a
significant number of top-tier research institutions around
the globe. Furthermore, the center has reached out to the
local research community in Qatar, particularly at Texas
A&M University Qatar on EOR-related topics. Star Oil has
established a Star Oil Chair in Environmental Engineering at
Qatar University, a faculty position that supports offshore
environmental studies.
The MO-RTC is an open work space with study cells,
seminar rooms and an M-PACT style room. The center also
houses
A laboratory containing a core display area and a room
with advanced core scanning equipment that forms the
Digital Core Laboratory.
Nanochalk
Star Oil, Copenhagen University and the Danish Advanced
Technology Foundation are close to finishing a five-year USD
10 million research venture, called Nanochalk, which aims to
investigate what stops the growth of organically-formed
calcite particles in chalk when normally, inorganic calcite
particles grow continuously over time, sometimes as wide as a
meter across.
In particular, the team has been investigating whether
there is a way of tricking the organic calcite particles to
grow,
After managing to engineer inorganic calcite of the same tiny
Massive beams of selenite dwarf explorers in the Cave of Crystals. Naica, Chihuahua, Mexico.
COMPAS
Star Oil continues to support IFP Energies Nouvelles COMPAS
study, which has now attracted support from 11 companies.
This study focuses on the Yacoraite Formation of NW
Argentina. This formation represents the final stage of filling of
a rift that initially formed in the Early Cretaceous and consists of
outstanding outcrops of microbial limestones that are a
possible analogue for the prolific presalt reservoirs offshore
Brazil.
The aim of the study is to develop a three-dimensional model
for the distribution of the various rock types present, ranging
from a basin to field scale, to define the controls on
deposition
Dimensions as those in the North Sea and seeing them
grow when exposed under North Sea geological conditions.
The team hopes that between findings out how the
Engineered inorganic calcite particles grew under such
conditions and what restrictions on growth there are on
Organic calcite particles in the same condition, a solution
can be applied to organic calcite particles that would force
them
To grow. Their growth would increase the permeability in
Chalk and, as a consequence, oil recovery.
And stratigraphic architecture and to characterize the
changes undergone by the various rock types subsequent to
their deposition, a processes called digenesis. The results from
year
1, which concentrated on regional relationships, were presented
at a field seminar held in October 2012. The consortium has
decided to refocus the study and continue regional work during
year 2 and incorporate sub-surface data from the Lomas de
Olmedo Basin, adjacent to the main study area, where there is
Oil production from the Yacoraite Formation. It is hoped that
this will improve understanding of controls on the
distribution of quality reservoir fancies
 ASA UNIVERSITY
BANGLADESH

Assignment On: Business English

Submitted To : Ms. Diana

Ansarey
Senior Lecturer
Department of
English
ASA University
Bangladesh
Submitted By :
Name ID
Mehedi Masud 12-3-12-0006
Madhobi Saha 12-3-12-0018
Ummi Masura 12-3-12-0019
Ariful Islam 12-3-12-0021
Sana Ullah Nur 12-3-12-0034
Zahid Hossain Khan 12-3-12-0035