Drilling Deeper: Getting it Together

Getting it together—whether that means acquisition activity or life-work balance, is just one of the themes to be explored in this month’s miscellany of truncated articles. These are the full versions of the “Drilling Deeper” news items that appeared as abbreviated versions in the print edition of PBOG’s August 2015 issue.

Transactions Completed

Woodford, LLC (“AEW”), an affiliate of American Energy Partners, LP, announced June 25^th that it has completed a series of transactions that increased the equity invested in the company by $100 million, reduced its debt by approximately $152 million, and increased the company’s liquidity by approximately $171 million. These transactions include the settlement of AEW’s private offer to exchange (the “Exchange Offer”) any and all of its outstanding 9.00 percent Senior Notes due 2022 (the “Existing Notes”) for its new 12.00 percent Second Lien notes due 2020 (the “New Notes”). The Exchange Offer was conducted upon the terms and subject to the conditions set forth in an offering memorandum and consent solicitation statement, dated May 26, 2015, and the related letter of transmittal, and expired at 11:59 p.m. New York City time on June 22, 2015 (the “Expiration Date”). As of the Expiration Date, $339.7 million in aggregate principal amount of the Existing Notes, representing approximately 97.1 percent of the outstanding principal amount of the Existing Notes, were validly tendered (and not validly withdrawn) pursuant to the Exchange Offer.

On June 24, 2015 (the “Settlement Date”), AEW delivered an aggregate principal amount of approximately$237.6 million of New Notes, and a cash amount of approximately $8.4 million for accrued and unpaid interest on the Existing Notes accepted for exchange as well as for amounts payable in lieu of fractional New Notes otherwise issuable under the terms of the Exchange Offer. A total of $10.3 million in aggregate principal amount of the Existing Notes remains outstanding after settlement of the Exchange Offer (the “Remaining Notes”). As part of the Exchange Offer, AEW also received the requisite consents from eligible holders of the Existing Notes to amend the indenture under which the Existing Notes were issued (the “Existing Indenture”). On the Settlement Date, AEW entered into a new indenture for the Remaining Notes, which, among other things, eliminates or amends substantially all of the restrictive covenants and reporting requirements, and modifies certain events of default and various other provisions contained in the Existing Indenture.

The settlement of the Exchange Offer closed concurrently with the funding of $100 million of additional equity from AEW’s private equity sponsor, The Energy & Minerals Group (“EMG”), Aubrey K. McClendon and other parties affiliated with Mr. McClendon. AEW used a portion of this additional equity contribution to fully repay and terminate its existing revolving credit facility, and replace it with a new $500 million revolving credit facility with an initial and undrawn borrowing base of $140 million, fully underwritten by MUFG Union Bank, N.A. (the “New Credit Facility”). AEW anticipates using the liquidity provided by the additional equity contribution and the New Credit Facility to accelerate its 2015 drilling program through the addition of a second drilling rig on its acreage in July.

Mr. McClendon, AEW’s Chief Executive Officer and Chairman of the Board, stated, “The close of this exchange offer and consent solicitation marks what we believe will be the beginning of accelerated growth for AEW. With a strengthened balance sheet and approximately $200 million in liquidity, AEW is now able to play offense with a faster tempo through increased rig activity and an opportunistic approach to bolt-on acquisitions that will drive significant value creation. We appreciate the support that EMG, our noteholders and our commercial bankers showed for AEW throughout this transaction, and we look forward to delivering on our operating plan and creating enhanced value for all of our stakeholders.”

Jennifer M. Grigsby, AEW’s Chief Financial Officer, stated, “The combination of this successful exchange offer, the additional equity from EMG and Mr. McClendon, and the new credit facility significantly enhances the financial position of AEW and demonstrates market confidence in the quality and potential of our asset base. I am proud of the collective efforts of all of our capital providers to work together on this solution that gives the company a much stronger balance sheet and greatly enhanced liquidity to grow its production and proved reserves over the next several years.”

Mitsubishi UFJ Securities (USA), Inc., Credit Suisse Securities (USA) LLC and Morgan Stanley & Co LLC served as the joint dealer managers and solicitation agents for the Exchange Offer and Consent Solicitation. The information agent and exchange agent for the Exchange Offer and Consent Solicitation (the “Information Agent”) was Global Bondholder Services Corporation.

 

 

Cardinal Energy Group Moves Headquarters 

Cardinal Energy Group, Inc. (OTCQB: CEGX) (“Company”) is pleased to announce that the Company is closing its Dublin, Ohio, executive offices and moving them to Texas. The new corporate offices will be located in The Enterprise Tower at 500 Chestnut Street, Suite 1615 Abilene, Texas (see http://wikimapia.org/5390709/The-Enterprise-Building).

“The move is taking place during the course of this week [June 10]”, remarks Timothy Crawford, CEO of Cardinal. “Our Albany, Texas, regional field office continues to serve as the operations base for our fields in north-central Texas. We decided that since we have sold all of our California and Ohio oil and gas assets that our administration should be based in Abilene to facilitate improved communications and further buttress CEGX’s focus on oil and gas development opportunities in Texas.

Abilene is an historic oil town with a well-established oil culture and mature infrastructure. Also, there is a substantial selection of seasoned oil and gas executive candidates for our workforce as we continue to grow our operations in Texas. We are considering many opportunities in Texas that are becoming available to us due to the industry downturn. It will be much simpler to take advantage of these opportunities from our new Abilene headquarters.”

 

Overcoming Differences
A Shared Goal Can Be Achieved With The Right Outlook, Book Co-Authors Say

Good business partnerships can lead to great things, whether it’s Ben and Jerry dishing up ice cream or Penn and Teller dishing up magic. But sometimes partners aren’t well matched. Their personalities fail to mesh, their differing visions lead to a clash of wills, and what seemed like a good idea at the beginning disintegrates quickly in a flurry of angry words and ill will.

It doesn’t have to be that way, though. A business partnership—like any relationship—can thrive if the right ingredients are in place.

“You can be friends and business partners at the same time,” says writer Gail Harris, whose latest project involved a partnership that brought difficult, but not insurmountable, challenges.

Harris is co-author with Brandi Rarus of the book Finding Zoe: A Deaf Woman’s Story of Identity, Love and Adoption. The book tells the story of how Rarus, who became deaf at age 6, faced the challenges of her disability and later adopted a daughter who also is deaf.

Like many good partnerships, the one between Rarus and Harris began because each had something to contribute. Rarus had a story to tell, but she is not a writer.

“I decided to find someone who would work with me to write the book, so I advertised for a writer and Gail was one of the people who responded,” Rarus says.

Every moment was not smooth, and there were disagreements along the way, but eventually they made their shared dream a reality. Harris and Rarus offer a few tips on what makes a partnership work. 

• Communicate. Communication is paramount in any relationship. It’s what unites us. Communication was a challenge at times for Rarus and Harris because they couldn’t hash things out in a quick phone call the way many people might. “We needed a sign-language interpreter and one wasn’t always available,” Harris says. Video calls were much easier because Harris could see Rarus and the interpreter. They also were able to do some video calls without an interpreter since Rarus is a good lip reader and she can speak, though Harris said it took a while to get used to the way she talked. “We understood each other about 85 percent of the time. But there definitely were a couple of important miscommunications, once about the book’s front cover design,” Harris says.

• Be committed. Both people must be committed to the end goal. It doesn’t work if one person is passionate and the other lukewarm. The two co-authors of “Finding Zoe” early on had to work out some differences about just what the end goal was. Rarus saw the proposed book as strictly a story about Zoe’s adoption. But Harris convinced her that the book should be Rarus’ memoir and lead up to the adoption. It was through such give and take that the story, and the book, began to take shape.

• Avoid being judgmental. We all judge other people and other people judge us. You need to put yourself in the other persons’ shoes—in this case your partner’s—and try to understand what they are going through or where they are coming from. “We live in a world where people are quick to blame and judge others,” Rarus says. That’s actually a theme “Finding Zoe” touches on, showing the fruitlessness of assigning blame, she says. In a partnership, it’s important to try to understand and respect the other person’s point of view, the co-authors say. Having opposing ideas about how some things should be handled is inevitable, and can spark even better solutions. What’s important is to be respectful as you work through disputes.

Whether it’s a disability or personality trait, everyone is different in some way, but those differences need not become obstacles when two people work together for a common goal, Harris and Rarus say.

“Our differences are minuscule compared with how we are alike,” Harris says. “Just look at the way Brandi and I came together to write this book. Language was not a barrier. Different lifestyles were not a barrier. We became friends and worked together to produce something wonderful.”

About Brandi Rarus and Gail Harris

 

 

AZZ Increases Network

AZZ incorporated (NYSE: AZZ), a global provider of galvanizing services, welding solutions, specialty electrical equipment and highly engineered services, announced June 5th that it has acquired the assets of U.S. Galvanizing, LLC, a premier provider of steel corrosion coating services, and a wholly-owned subsidiary of Trinity Industries, Inc. (NYSE: TRN). With the purchase of these assets AZZ Galvanizing Services has increased its network of hot-dip galvanizing plants to 42 sites in the United States and Canada. U.S. Galvanizing, LLC generated revenue of approximately $34 million in sales on a trailing twelve-month basis as of March 31, 2015.

The acquisition of the U.S. Galvanizing, LLC, assets includes six galvanizing facilities located in Hurst, Texas; Kennedale, Texas; Big Spring, Texas; San Antonio, Texas; Morgan City, Louisiana; and Kosciusko, Mississippi. Additionally, the transaction includes Texas Welded Wire, a secondary business integrated within U.S. Galvanizing’s Hurst, Texas facility. As part of this acquisition, AZZ and Meyer Steel Structures, a leading manufacturer of steel structures for electricity transmission and distribution, and a wholly-owned subsidiary of Trinity Industries, have entered into a long-term supply and service agreement where AZZ will be the primary supplier of hot-dip galvanizing services for Meyer Steel Structures.

Tom Ferguson, president and chief executive officer of AZZ incorporated, commented, “This is an important strategic acquisition for AZZ, as we expand our network of galvanizing plants and solidify our relationship with Trinity. Additionally, this further expands our penetration in the states of Texas, Louisiana, and Mississippi and it further solidifies our position as the leading North American hot-dip galvanizing provider to the steel fabrication industry for corrosion protection.”

Mr. Ferguson continued, “The ability to acquire six galvanizing properties in one transaction represents a unique opportunity given the current dynamics of the industry. Closer proximity to our clients in the area of the acquired properties will enhance service and turnaround times and provides us the opportunity to develop and attract new clients with the increased capacity and capabilities that we have now added to our portfolio of services. We are also pleased to be the primary provider of galvanizing services to Meyer Steel Structures. While we have provided services to Meyer in the past, with this new agreement we will continue to generate additional efficiencies and value for both parties. We anticipate this acquisition to be accretive to the current fiscal year. We are excited with the opportunities ahead.”

 

American Energy—Permian Basin Completes Lien Note 

American Energy—Permian Basin, LLC (AEPB), an affiliate of American Energy Partners, LP, announced June 4th the completion of its offering of $295 million of 8.00 percent Senior Secured Second Lien Notes due 2020 (Notes) in an unregistered offering to institutional investors. The net proceeds from the offering of the Notes, which were approximately $290 million, will be used by AEPB to repay a portion of the borrowings currently outstanding under its revolving credit facility.

Jeffrey L. Mobley, AEPB’s Chief Financial Officer, commented, “We are pleased to announce the closing of another very successful transaction for our company. This transaction provides AEPB with enhanced liquidity at a very attractive cost and will enable us to continue executing our business plan while also maintaining flexibility to capitalize on opportunities and potentially accelerate drilling activity if oil and natural gas prices further improve. As we achieve anticipated growth in production and proved reserves in the quarters ahead, we expect the company’s liquidity to further increase through cash flow growth and positive borrowing base redeterminations under our revolving credit facility.”

Aubrey K. McClendon, AEPB’s Chief Executive Officer, commented, “This transaction enhances the financial strength of our company and demonstrates market confidence in the quality of our Permian Basin assets and operations. I am proud of the responsiveness of the AEPB management team to challenging market conditions during the last eight months and their success in preserving attractive profit margins and investment returns through improved operational efficiencies and significant capital and operating cost improvements. Since the fall of 2014, we have achieved an approximate 40 percent reduction in well costs and, during the 2015 first quarter, we generated production growth of 114 percent year over year and 16 percent sequentially. We are targeting to deliver average daily production of approximately of 21,000 to 24,000 barrels of oil equivalent for the 2015 full year, an increase of approximately 85 percent to 110 percent year over year. I look forward to watching this company continue to deliver strong performance in the months and years ahead.”

 

Hoppe “63” #1

Breitling Energy Corporation (OTCBB:BECC) (the “Company”) announced hydraulic fracturing of its Hoppe “63” #1 well in the Permian Basin of West Texas. The well was completed to a depth of approximately 8,600 feet, with four zones being fracked this week.

The zones that were perforated and frac’ed include the Strawn Lime and Cline at the deepest depths from approximately 8,200 – 8,500 feet; the Cisco sands and Credo from approximately 7,000 – 7250 feet; the Triple M Credo from approximately 6,600 – 6,900 feet and the Albaugh and Middle Wolfcamp from approximately 6,050 – 6,300 feet.

Fracking operations include multiple wellbore perforations within the zones to maximize the reservoir, then sending a mixture of water, sand and lubricant under high pressure to create small fissures in the formations.

“We are confident in the macro trend for oil and are bringing this well on-line now because the economics work at today’s prices. We continue to optimize efficiency so we can produce and sell oil and gas in the full spectrum of price environments,” says Chris Faulkner, Breitling Energy’s CEO and Chairman. “It’s not so much about price for us as it is optimization. Our lease in the Permian Basin allows us to be efficient, and we will continue developing the field without debt, which gives us the added confidence to move forward with the Company plan we outlined in our first year,” Faulkner added.

Following frac’ing, further completion operations will prepare the well for production, and then initial flowbacks will proceed.

 

 

How to Obtain Personal and Professional Balance

By Nathan Jamail

In business today, leaders and organizations have to be more aware than ever of how their employees balance their work demands and their personal demands. Organizations are constantly focusing on how to improve production, profits, and performance, while at the same time maintaining a high level of morale. The issue is the search for personal and professional balance. As there are no definitive parameters for measuring balance, the real goal should be personal and professional separation. In the search for this delicate balance, a leader must first understand why separation is key, and understand the consequences when personal and professional lives overlap.

Why separation is so important:

As technology has revolutionized the business landscape, many professionals no longer just leave their work at the office. This causes many people to feel that they spend all their time working or on call, regardless of location. At the same time, many parents are prioritizing attendance of their kids’ events and family lunch dates using the same technology within the same time frames of ‘normal business hours’. As a result, many people are doing two things at once—and doing neither one very well. How many times have you seen parents at lunch with their child and all of their attention is devoted to their smartphone? Or perhaps that is you? When your personal and professional lives overlap in this manner, both of them suffer.

Problems can make more problems: If an employee is experiencing personal issues, such as marital problems or the loss of a loved one, it can be extremely distracting to say the least. Personal issues can cause them to be withdrawn and less effective, costing the organization and also impacting other employees. When this happens no one wins. On the other side of the coin, if a leader is having a tough time at work and brings their pain, stress and frustration home they can potentially take it out on their family which negatively affects their home life.

The Facts

At the office: Jobs frequently require people to work late, to put in extra hours, and spend days on the road away from the family. This is because the job needs to get done, and a true professional understands that they may have to miss a child’s event or be away from home at inopportune times. To be great in business a person must make sacrifices.

At home: Most professionals today work to provide for their family and feel their family or personal life is the most important thing to them. Moms want to be moms, dads want to be dads, and people want to be who they are other than what their business card states.

Question: So how do you do both?

Be present at work: When a person is at work they need to be at work, no matter their family dynamics or problems—they must learn to leave them at home. The one thing that can make any family problem even more difficult is for that person to lose their job because their personal issues are affecting their performance.

Be present at home: When a person is home with their family they need to be present. Leave your phone and your uniform or suit jacket at the door. Just like the company that pays that employee deserves that employee’s very best, their families deserve their very best too.

Consequences

In many organizations, leaders may not deal with a struggling employee appropriately, which may result in turnover. A strong leader must sit down with that employee—and with empathy—share with them the consequences of their behaviors if they don’t change. They can also explore options available to the employee, if there are any, but the key is to directly deal with the issue. Some people may find this behavior harsh, but in reality it is the exact opposite. The leader needs to help the person up so they can get better or give them the personal time and space to go home and resolve their issues, but to allow a person to suffer and ultimately destroy their career is selfish. When people don’t have personal and professional separation then they feel overrun and in-effective in all things. This causes employee burnout and a difficult home life.

In leadership today a leader must be clear in their expectations to their team. To be successful a leader must have employees that are able and willing to do what it takes to achieve success. This only happens when all of the employees are at their best. Separating personal life and work does not eliminate the personal side of business—it actually strengthens it. The greatest achievement is when a person is doing a job they love and have a family that loves them. The goal is not to sacrifice one for the other, rather, it is to be the best at both, and the best way to do that is to separate them so neither is affected negatively by the other. Here are a few tips on ways to implement triggers for you to remember to be present:

Tips:

1. Never walk in the house on the phone.

2. Change your clothes from work clothes to home clothes immediately upon arriving home so you feel the part.

3. Make eye contact with those speaking with you, no matter if they are your co-worker, your boss, or your three year old.

4. Share the expectations with your company team and your family.

5. Be aware of your personal state of mind and change it if necessary.

Final thought: Be happy no matter where you are in your journey. Happiness is not a destination it is a mindset and a journey—ultimately it is a choice. Happy employees make great employees and happy people, make great people.

ABOUT THE AUTHOR

Nathan Jamail, president of the Jamail Development Group, and author of the best-selling Play-book Series, is a motivational speaker, entrepreneur and corporate coach. As a former Executive Director, life insurance sales professional and business owner of several small businesses, Nathan travels the country helping individuals and organizations achieve maximum success. Nathan has worked with thousands of leaders in creating a coaching culture. Get your copy of Nathan Jamail’s most recent book released by Penguin Publishers, “The Leadership Playbook” at www.NathanJamail.com.

 

Willbros Group to Sell Professional Services

Willbros Group, Inc. (NYSE: WG) announced June 9 that, upon the recommendation of management, its Board of Directors has authorized management to pursue the sale of its Professional Services segment to bolster the Company’s balance sheet and enhance the long-term success of its core infrastructure construction services. Management and the Board believe this transaction will create improved long-term value for Willbros customers and shareholders. Willbros will continue to provide the full suite of construction, maintenance and EPC services it currently offers through its Oil and Gas, Utility T&D, and Canada segments.

Willbros Chairman and CEO, John T. McNabb, II, emphasized, “We intend to focus on our position as a leading construction contractor in the North American energy infrastructure market and expect this focus to yield the greatest improvements in operating results and shareholder value. Completion of this transaction will strengthen our balance sheet, reduce the risk in our business model, and enhance our ability to win new work. We expect to effect this transaction and realize the benefits from our stronger financial position by the end of the third quarter. Additionally, we believe the revenue opportunities for Willbros going forward will be driven by construction services. We expect this transaction to enhance the Company’s financial position and, through alliances, strategic partnerships and joint ventures on a project specific basis, we expect to continue to provide the construction services, including EPC project solutions, we have traditionally offered. The Professional Services segment has been a contributor for many years and we are confident that the experience and capabilities of its professional staff and management team, led by industry veteran Ed Wiegele, will benefit from new ownership that will provide them additional opportunities for growth.”

Mr. Wiegele, Willbros Executive Vice President and President of Professional Services added, “This potential transaction will serve our employees and our customers well and allow us to continue to grow our services and customer base. The suite of Engineering, Integrity, Field, and Government Services offerings, built by our employees and focused on the energy market, is unparalleled in the industry. We also expect to continue a strong relationship with Willbros to maintain our upside opportunity for EPC/EPCM projects.”

The Company noted that there can be no assurance that the decision to offer the segment for sale will result in the Company pursuing a particular transaction or completing any such transaction. The Company has not set a definitive timetable for completion of the process and does not intend to disclose further developments until its Board of Directors approves a specific action.

 

Economic Promises and Unprecedented Risks

Mexico’s energy reforms provide an historic opportunity to revitalize its energy sector and bolster its overall economy, but a whole new crop of assets will have to be protected and attendant risks sensibly managed.

This advisory comes from Cooper Gay Mexico, part of one of the world’s largest independent reinsurance brokers and a leader in protecting energy assets.

Last year Mexico’s Congress gave final approval to energy reforms expected to open up the oil and gas sector to private investments offering unprecedented opportunities for major international oil companies and the reinsurance energy sector, as assets will have to be properly insured/reinsured,” said Francisco Martinez, CEO of Cooper Gay Mexico.

While current low level of oil prices would be expected to deter interest, actually the opposite is happening, as it seems difficult for private companies and interested parties to stay away from Mexico.

“We are seeing major players moving in as apparently they are comparing Mexico’s energy prospects more favorably to their other projects in war regions,” said Francisco Martinez.

Shale and deep-water opportunities are being considered, but most of the projects are related to shallow water exploration via shared production agreements. Mexico’s vast oil resources, including offshore and unconventional fields, will be opened to international companies, offering rewards, but requiring risk management processes.

As an integrated global broker, Cooper Gay will be able to negotiate required protections for investors such as well control, third party liability, contamination, vessels and platform damage, protection & indemnity, bonds, and tailor-made products depending on each company’s needs.

“Our presence in Mexico and our relationships with experts allows us to give guidance on risk management services and on registration processes that could be complicated to foreign companies,” said the CEO of Cooper Gay Mexico.

Working with CGSC’s well-respected London-based Lloyd’s insurance and reinsurance broker, a leader in the energy sector, will enable the fulfillment of requirements of companies coming to Mexico or are already investing in Mexico.

“The future belongs to those who evolve with new proposals,” said Martinez. “As the world changes, companies must adapt to change, seizing opportunities quickly to stay competitive. Energy reform is an opportunity also for Cooper Gay Mexico to show its experience and worldwide resources.”

 

Transparency Market Research Releases New Report

Transparency Market Research has released a new market report titled “Hydraulic Fracturing Market—Global Industry Analysis, Size, Share, Growth Trends, and Forecast, 2014–2022.” According to this report, the global hydraulic fracturing market stood at 21.34 MHHP in 2013 and is expected to reach 33.97 MHHP by 2022 at a CAGR of 5.30 percent from 2014 to 2022. In terms of revenue, the global hydraulic fracturing market was valued at USD 38,320.00 Million and is estimated to reach USD 66,059.42 Million at a CAGR of 6.12 percent from 2014 to 2022.

Hydraulic fracturing technique has emerged as one of the most preferred techniques for the extraction of crude oil and natural gas across the globe. With the first experiment carried out in 1940s and the first commercial usage of hydraulic fracturing being witnessed in 1949, it has been in use for reservoir stimulation and enhanced hydrocarbon recovery since a long time. It has become a widespread technique due to technological advances that allow for easier extraction of crude oil and natural gas from unconventional reserves (shale formations, coal bed methane, and tight sand). The hydraulic fracturing technique uses fracturing fluid to fracture the reservoir rocks. A hydraulic fracture is formed by injecting the fracturing fluid inside the wellbore at high pressure and high temperature sufficient enough to fracture the rock.

Full research report on Hydraulic Fracturing Market with detailed figures and segmentation at: http://www.transparencymarketresearch.com/hydraulic-fracturing-market.html

Fracturing fluid is an important component of hydraulic fracturing, not only due to the technical considerations, but also due to its environmental impact as well. Some of the major environmental concerns are linked with shale gas fracturing due to the high usage of water. Large quantity of water is used and is lost underground at the time of hydraulic fracturing. Fracturing fluid is made up of base fluid, additives and proppants. 

Get Sample Report Copy OR For further inquiries, click here: http://www.transparencymarketresearch.com/sample/sample.php?flag=s&rep_id=587

The majorly used hydraulic fracturing techniques are plug and perf and sliding sleeves. The plug and perf technique is most common and is widely used for the extraction of crude oil and natural gas across the globe. It is mainly used in cased hole wells and is very flexible in nature. Each stage can be easily perforated ‘n’ number of times through the application of plug and perf technique. Information obtained from previous stages can be easily utilized in the current stage to optimize the process, thereby resulting in high production rate. The plug and perf technique is primarily used for shale oil and shale gas completions. One of the major advantages of the plug and perf technique is the fact that it can be easily reworked in case of any problem or when production process comes to a halt. Sliding sleeves is a newer technique for carrying out hydraulic fracturing. It is basically used to speed up the process. It is an open hole technique through which multiple stages can be easily fractured in a single pumping session. Continuous downhole pressure is then utilized to decrease the completion time by cutting off the repeat process. High efficiency is achieved by performing multiple fractures in a single pumping session, thereby ensuring time and cost savings. 

Browse All Press Release of Hydraulic Fracturing Market: 

• Shale Gas Application in Hydraulic Fracturing Market is likely to grow at a rate of 6.46%, owing to increased natural gas demand with strong Governmental support: http://www.transparencymarketresearch.com/pressrelease/hydraulic-fracturing-market.htm
• The Global Hydraulic Fracturing Market Size was Worth USD 38,320 Million in 2013 and is projected to be USD 66,059.42 Million by 2022, Witnessing 6.12% Growth Rate: http://www.transparencymarketresearch.com/pressrelease/global-hydraulic-fracturing-industry.htm
• Hydraulic Fracturing Market, is Anticipated to Reach USD 30,936.29 Million by 2022, With Shale gas application segment accounting for a sizeable 32% market share: http://www.transparencymarketresearch.com/pressrelease/hydraulic-fracturing-market-country-analysis.htm
• Shale gas augmented the Hydraulic Fracturing Market driving the North American market to expand at a CAGR of 6.43%: http://www.transparencymarketresearch.com/pressrelease/hydraulic-fracturing-market-regional-analysis.htm 

The hydraulic fracturing technique is carried out on conventional and unconventional reserves. The presence of vast unconventional reserves, which include shale gas, shale oil, tight gas, tight oil, and coal bed methane boost the demand for hydraulic fracturing technique across the globe. Shale gas remains most dominant in the implementation of hydraulic fracturing technique owing to its vast reserves, especially in North America. The hydraulic fracturing technique also finds application in conventional reserves as large number of oilfields are depleting currently. In the present scenario, matured fields account for over 70% of the overall hydrocarbons production.

 

Browse the Article of this report, here: http://www.transparencymarketresearch.com/article/hydraulic-fracturing-market.htm

The Global Hydraulic Fracturing Industry has been segmented as follows:

Hydraulic Fracturing Market: Technology Analysis

• Plug and Perf
• Sliding Sleeves

Hydraulic Fracturing Market: Application Analysis

• Conventional
• Shale gas
• Others 

Hydraulic Fracturing Market: Regional Analysis

• North America
  • U.S.
  • Canada
  • Mexico
• Europe
  • Germany
  • Spain
  • Italy
  • France
  • U.K.
  • Rest of Europe
• Asia Pacific
  • China
  • Japan
  • India
  • Rest of Asia Pacific
• Rest of the World (RoW)

Other Published Reports by Transparency Market Research: 

• Biomass Boiler Market: http://www.transparencymarketresearch.com/biomass-boiler-market.html
• Marine Hybrid Propulsion Market: http://www.transparencymarketresearch.com/marine-hybrid-propulsion-market.html

 

About TMR

Transparency Market Research (TMR) is a global market intelligence company providing business information reports and services. The company’s exclusive blend of quantitative forecasting and trend analysis provides forward-looking insights for decision makers. TMR’s experienced team of analysts, researchers, and consultants use proprietary data sources and various tools and techniques to gather and analyze information.

TMR’s data repository is continuously updated and revised by a team of research experts so that it always reflects the latest trends and information. With extensive research and analysis capabilities, TMR employs rigorous primary and secondary research techniques to develop distinctive data sets and research material for business reports.