NWO Website Exposes Official List of Companies Involved

The World Economic Forum


  • is an International Institution committed to improving the state of the world through public-private cooperation.
  • engages political, business, academic and other leaders of society in collaborative efforts to shape global, regional and industry agendas.  Together with other stakeholders, it works to define challenges, solutions and actions, always in the spirit of global citizenship.
  • serves and builds sustained communities through an integrated concept of high-level meetings, research networks, task forces and digital collaboration.
  • delivers unique value to its Partners, Members and Constituents through its Annual and Regional Meetings, its Centres dedicated to global, regional, and industry issues, its future-oriented communities of New Champions, its expert networks of Global Agenda Councils, its TopLink knowledge and interaction platform and the Forum Academy.
  • was established in 1971 as a not-for-profit Foundation and is headquartered in Geneva, Switzerland. It is independent, impartial and not tied to any special interests, working in close cooperation with all major international organisations.
  • strives in all its efforts to demonstrate entrepreneurship in the global public interest while upholding the highest standards of governance. Moral and intellectual integrity is at the heart of everything it does.
  • Read the Annual Report 2013 – 14 here.
Professor Klaus Schwab
Professor Klaus Schwab, Founder and Executive Chairman

From our Founder 

“We live in a fast-moving, highly interconnected world, and our existing systems, structures and formal institutions no longer suffice. Pressing global problems can arise quickly and without warning. At the same time, new and unprecedented opportunities for global growth and positive change are emerging and must be harnessed for the future of humanity.

Barriers between political, economic and social issues have dissolved. The new reality of our networked society is that global, regional and industry developments are completely intertwined. Technological revolutions are changing the context for decision-making and disrupting our conventional decision-making processes.

Today, to address these issues, the world needs a level of global cooperation that is increasingly difficult to attain, precisely due to the growing complexities and interdependencies in the world.

The Forum’s experience since its foundation in 1971 shows there are few issues that cannot be adequately progressed by convening the most relevant actors from all sectors – business, government and civil society – in a high-level, informal environment of trust. Among international institutions, the Forum is an impartial platform for transforming dialogue into insights, insights into agendas, and agendas into action. This provides the practical basis for our mission: to improve the state of the world by serving as a trusted partner of all the stakeholders of global society as they embark upon transformation processes in response to the profound economic, social and political changes sweeping our world.

I encourage you to download our Institutional brochure, which explains in greater depth how we are organized as a community of communities to generate interaction, insight and impact from our activities.”

Leadership and Governance

The World Economic Forum is governed by its Foundation Board. The Foundation Board is the guardian of our mission, values and brand. It is responsible for inspiring business and public confidence in the Forum through an exemplary standard of governance. Individuals with unique leadership experience – from business, politics, academia and civil society – participate for three years in the Board’s activities. The Board’s role includes: managing the statutes of the World Economic Forum and its institutions; appointing new members; reviewing fund applications; determining and monitoring the execution of the World Economic Forum’s strategies; and defining the roles of the Managing Board and committees, including the review of strategies and activities in light of the Forum’s mission.

Foundation Board Members

  • Patrick Aebischer photo
  • Mukesh D. Ambani photo
  • Peter Brabeck-Letmathe photo
  • Mark J. Carney photo
  • Victor L. L. Chu photo
  • Orit Gadiesh photo
  • Carlos Ghosn photo
  • Herman Gref photo
  • Angel Gurría photo
  • Jim Hagemann Snabe photo
  • Susan Hockfield photo
  • Donald Kaberuka photo
  • Klaus Kleinfeld photo
  • Christine Lagarde photo
  • Peter Maurer photo
  • Luis Alberto Moreno photo
  • Indra Nooyi photo
  • H.M. Queen Rania Al Abdullah of the Hashemite Kingdom of Jordan photo
  • Peter Sands photo
  • Joe Schoendorf photo
  • Klaus Schwab photo
  • Heizo Takenaka photo
  • George Yeo photo
  • Jack Ma Yun photo
  •  Min Zhu photo


The Forum’s activities are managed by its executive leadership. Led by Founder and Executive Chairman Professor Klaus Schwab, the leadership and staff of the Forum comprise exceptional individuals from all walks of life and over 60 nationalities. This global depth and experience ensures our ability to fully support our global membership and their engagement on global issues.


Klaus Schwab photo

Klaus Schwab

Founder, Executive Chairman

Management Committee

David Aikman photoDavid Aikman Head of New Champions
Jennifer Blanke photoJennifer Blanke Chief Economist
Espen Barth Eide photoEspen Barth Eide Head of the Centre for Global Strategies, Member of the Managing Board
Paolo Gallo photoPaolo Gallo Chief Human Resources Officer
Julien Gattoni photoJulien Gattoni Chief Financial Officer
W. Lee Howell photoW. Lee Howell Head of Global Programming, Member of the Managing Board
Jeremy Jurgens photoJeremy Jurgens Chief Information and Interaction Officer
Helena Leurent photoHelena Leurent Head of Business Engagement
Adrian Monck photoAdrian Monck Head of Public Engagement
Gilbert J. B. Probst photoGilbert J. B. Probst Dean, Leadership Office and Academic Affairs
Philipp Rösler photoPhilipp Rösler Head of the Centre for Regional Strategies, Member of the Managing Board
Richard Samans photoRichard Samans Head of the Centre for the Global Agenda,
Member of the Managing Board
Jim Hagemann Snabe photoJim Hagemann Snabe Chairman, Centre for Global Industries
Murat Sonmez photoMurat Sonmez Chief Business Officer, Member of the Managing Board
Jean-Luc Vez photoJean-Luc Vez Head of Security Policy and Security Affairs
Dominic Kailash Nath Waughray photoDominic Kailash Nath Waughray Head of Public-Private Partnerships
Alois Zwinggi photoAlois Zwinggi Head of Operations and Resources, Member of the Managing Board


Strategic Partners




Industry Partner Groups


Regional Partners


  • Abdul Latif Jameel Co.,
  • Aflac Japan,
  • African Development Bank Group,
  • African Rainbow Minerals,
  • AirAsia,
  • Al Dabbagh Group,
  • Al Dahra Holding,
  • Alghanim Industries,
  • Alshaya Group,
  • Apollo Tyres Ltd,
  • averda,
  • Axiata Group Berhad,


  • Bajaj Auto,
  • Bank Mandiri,
  • Barclays Africa Group Limited,
  • BNP Paribas,
  • Burgan Bank,


  • Capital Bank,
  • Comision Federal de Electricidad,
  • Crescent Enterprises,
  • Crescent Petroleum,


  • Dana Gas,
  • Development Bank of Southern Africa,


  • Ecobank Transnational,
  • Emirates NBD,
  • European Bank for Reconstruction and Development,
  • European Investment Bank,


  • First Bank of Nigeria,
  • FirstRand,
  • Flour Mills of Nigeria,


  • Gentera,
  • GMR Group,
  • Goldcorp Inc.,
  • Greenberg Traurig,
  • Grupa Azoty,
  • Grupo Lauman,


  • Habboush Group,
  • Habib Bank,
  • Hikma Pharmaceuticals,
  • Hindustan Powerprojects Pvt.,


  • Industrial Development Corporation of South Africa,
  • Intercorp,
  • Interprotección,
  • Investec,


  • KIO Networks,
  • Kirin Holdings,


  • Lippo Group,
  • Lulu Group International,


  • Majid Al Futtaim Holding,
  • Mitsubishi Heavy Industries,
  • Mizuho Financial Group,
  • MMI Holdings Limited,


  • Naspers,
  • Nigeria LNG Limited,


  • Oando,
  • OAO Tatneft,
  • OHL México, S.A.B. DE C.V.,
  • OJSC “Bank Otrkritie Financial Corporation,
  • OJSC Mining&Metallurgical Company “Norilsk Nickel,
  • The Olayan Group,
  • Omnilife-Angelíssima Group,
  • Ooredoo Group,
  • Orrick, Herrington & Sutcliffe,
  • Overseas Infrastructure Alliance,


  • Palestine Telecommunications Company,
  • PPF a.s.,


  • Qalaa Holdings


  • Rajesh Wadhawan Group,
  • RDIF Management Company ,
  • RGE Pte Ltd,
  • RMZ Corp.,


  • Samruk-Kazyna,
  • San Miguel Corporation,
  • SapuraKencana Petroleum Berhad,
  • Sasol,
  • Saudi Telecom,
  • SBI Holdings,
  • Seplat Petroleum Development Company,
  • SICPA Holding,
  • Sinar Mas, Agribusiness & Food,
  • SM Investments Corporation,
  • SMFG,
  • The Standard Bank Group Limited,


  • Telkom,
  • Tokio Marine Holdings,
  • Transnet SOC Ltd,


  • United Phosphorus


  • Vision 3,
  • Visy Industries Pty ,
  • VPS Healthcare,


  • Wilmar International Limited


  • YTL Corporation Berhard

Saudi Aramco

From Wikipedia, the free encyclopedia
Saudi Arabian Oil Company
Type State-owned enterprise
Industry Oil and gas
Founded 1933 (as California-Arabian Standard Oil Co.)
1944 (as Aramco)
1988 (as Saudi Aramco)
Headquarters Dhahran, Saudi Arabia
Area served Worldwide
Key people Khalid A. Al-Falih[1]
(President & CEO)
Ali bin Ibrahim Al-Naimi[2]
(Minister of Petroleum
and Mineral resources)
Products Petroleum, natural gas and other petrochemicals
Revenue Increase US$ 356 billion (2012)[3]
Total assets Increase US$ 30 trillion (2012)[4]
Owners Saudi Arabian government
Employees 57,283 (2013)[5]
Website www.saudiaramco.com

Saudi Aramco (Arabic: أرامكو السعوديةʾArāmkō s-Saʿūdiyyah), officially the Saudi Arabian Oil Company, most popularly known just as Aramco (formerly Arabian-American Oil Company) is a Saudi Arabian national petroleum and natural gascompany based in Dhahran, Saudi Arabia.[6][7] Saudi Aramco’s value has been estimated at up to US$10 trillion in theFinancial Times, making it the world’s most valuable company.[8][9][10] Saudi Aramco has total assets estimated at US$30 trillion, which includes the company’s natural gas and oil reserves.[11]

Saudi Aramco has both the world’s largest proven crude oil reserves, at more than 260 billion barrels (4.1×1010 m3),[5]and largest daily oil production.[12]

Headquartered in Dhahran, Saudi Arabia,[13] Saudi Aramco operates the world’s largest single hydrocarbon network, the Master Gas System. Its 2013 crude oil production total was 3.4 billion barrels (540,000,000 m3),[5] and it manages over 100 oil and gas fields in Saudi Arabia, including 288.4 trillion standard cubic feet (scf) of natural gas reserves.[5]Saudi Aramco operates the Ghawar Field, the world’s largest onshore oil field, and the Safaniya Field, the world’s largest offshore oil field.[14]


Saudi Aramco’s origins trace to the oil shortages of World War I and the exclusion of American companies from Mesopotamia by the San Remo Petroleum Agreement of 1920. The US Republican administration had popular support for an Open Door policy, which Herbert Hoover, secretary of commerce, initiated in 1921. Standard Oil of California (SoCal) was among those US companies seeking new sources of oil from abroad.[15]

SoCal through its subsidiary company, the Bahrain Petroleum Co. (BAPCO), struck oil on Bahrain in May 1932. This event heightened interest in the oil prospects of the Arabian mainland. On 29 May 1933, the Saudi Arabian government granted a concession to SoCal in preference to a rival bid from the Iraq Petroleum Co..[16]The concession allowed Socal to explore for oil in Saudi Arabia. SoCal assigned this concession to a wholly owned subsidiary, CASOC. In 1936, with the company having had no success at locating oil, the Texas Oil Co. (Texaco) purchased a 50% stake of the concession.[17]

After four years of fruitless exploration, the first success came with the seventh drill site in Dhahran in 1938, a well referred to as Dammam No. 7. This well immediately produced over 1,500 barrels per day (240 m3/d), giving the company confidence to continue. On 31 January 1944, the company name was changed from California-Arabian Standard Oil Co. to Arabian American Oil Co. (or Aramco).[18] In 1948, Standard Oil of New Jersey (later known as Exxon) purchased 30% and Socony Vacuum (later Mobil) purchased 10% of the company, with Socal and Texaco retaining 30% each.[19] The newcomers were also shareholders in the Iraq Petroleum Co. and had to get the restrictions of the Red Line Agreement lifted in order to be free to enter into this arrangement.[20]

In 1950, King Abdulaziz threatened to nationalize his country’s oil facilities, thus pressuring Aramco to agree to share profits 50/50.[21]

A similar process had taken place with American oil companies in Venezuela a few years earlier. The American government granted US Aramco member companies a tax break known as the golden gimmick equivalent to the profits given to King Abdulaziz. In the wake of the new arrangement, the company’s headquarters were moved from New York to Dhahran.[22] In 1951, the company discovered theSafaniya Oil Field, the world’s largest offshore field.In 1957, the discovery of smaller connected oil fields confirmed the Ghawar Field as the world’s largest onshore field.[14]

In 1973, following US support for Israel during the Yom Kippur War, the Saudi Arabian government acquired a 25% stake in Aramco. It increased its shareholding to 60% by 1974, and finally took full control of Aramco by 1980,[23] by acquiring a 100% percent stake in the company. Aramco partners continued to operate and manage Saudi Arabia’s oil fields.[24] In November 1988, a royal decree changed its name from Arabian American Oil Co. to Saudi Arabian Oil Co. (or Saudi Aramco)[23] and took the management and operations control of Saudi Arabia’s oil and gas fields from Aramco and its partners. In 1989–90, high-quality oil and gas was discovered in three areas south of Riyadh—the Raghib area about 77 miles southeast of the capital.[25]

In 2005, Saudi Aramco was the world’s largest company with an estimated market value of $781 billion.[26] In 2011, Saudi Aramco started production from the Karan Gas Field, with an output of more than 400 million scf per day.[27]


Headquarters of Aramco Services Co. in Houston

Saudi Aramco is headquartered in Dhahran; and its operations span the globe which include exploration, producing, refining, chemicals, distribution and marketing. All these activities of the company are monitored by the Ministry of Petroleum and Mineral Resources together with the Supreme Council for Petroleum and Minerals.[28] However, the ministry has much more responsibility in this regard than the council.[28]


A significant portion of the Saudi Aramco workforce consists of geophysicists and geologists. Saudi Aramco has been exploring for oil and gas reservoirs since 1982. Most of this process takes place at the Exploration and Petroleum Engineering Center (EXPEC). Originally, Saudi Aramco used Cray Supercomputers (CRAY-1M) in its EXPEC Computer Center (ECC)[29] to assist in processing the colossal quantity of data obtained during exploration and in 2001, ECC decided to use Linux clusters as a replacement for the decommissioned Cray systems. ECC installed a new supercomputing system in late 2009 with a disk storage capacity of 1,050 terabytes (i.e, exceeding one petabyte), the largest storage installation in Saudi Aramco’s history to support its exploration in the frontier areas and the Red Sea.[30]

Refining and Chemicals

While the company did not originally plan on refining oil, the Saudi government wished to have only one company dealing with oil production. Therefore, on 1 July 1993, the government issued a royal decree merging Saudi Aramco with Samarec, the country’s oil refining company. The following year, a Saudi Aramco subsidiary acquired a 40% equity interest in Petron Corp., the largest crude oil refiner and marketer in the Philippines. Since then, Saudi Aramco has taken on the responsibility of refining oil and distributing it in the country.[14]

Currently, Saudi Aramco’s refining capacity is more than 4 million barrels per day (640,000 m3/d) (International joint and equity ventures: 2,060 Mbbl/d (328,000,000 m3/d), domestic joint ventures: 1,108 mpbd, and wholly owned domestic operations: 995 Mbbl/d (158,200,000 m3/d).) This figure is set to increase as more projects go online.[31]

Saudi Aramco’s downstream operations are shifting its emphasis to integrate refineries with petrochemical facilities. Their first venture into it is with Petro Rabigh, which is a joint venture with Sumitomo Chemical Co. that began in 2005 on the coast of the Red Sea.[14]

List of refineries

List of domestic refineries:[31]

List of domestic refining ventures:[31]

List of international refining ventures:[31]


Saudi Aramco has employed several tankers to ship crude oil, refined oil and gas to various countries. It has created a subsidiary company, Vela International Marine, to handle shipping to North America, Europe and Asia.[33]

Environmental record

The company has an “Environmental Master Plan” to reduce the emissions provided by Capital Programs, some of which has already been completed.[citation needed]Saudi Aramco is a leading company in the region in reducing sulfur emissions, CO2, and flaring.[citation needed] Also, a CEO Dashboard complemented by an annual Environmental Report shows the exact Environmental statistics and Key Performance Indicators in terms of air and sea water pollutions.

Financial data

The “FT’s Non-Public 150” by the Financial Times and McKinsey – the study of the world’s largest unlisted companies — 2006).[34][35]

Financial data (2011):[36]

  • Fiscal Year End: December
  • Revenue: $182 billion est. (2010)[37]
  • Employees: 55,441
  • Employee Growth (1 yr): 4.50%
  • Oil reserves: 259.9 billion barrels (4.132×1010 m3)
  • Production: 12.0 million barrels per day (1,910,000 m3/d)

Cyber attack

Aramco computers were attacked by a virus on 15 August 2012.[38][39] The following day Aramco announced that none of the infected computers were part of the network directly tied to oil production, and that the company would soo resume full operations.[40] Hackers claimed responsibility for the spread of the computer virus.[41] The virus hit companies within the oil and energy sectors.[42][43] A group named “Cutting Sword of Justice” claimed responsibility for an attack on 30,000 Saudi Aramco workstations, causing the company to spend a week restoring their services.[38] The group later indicated that the Shamoon virus had been used in the attack.[44] Due to this attack, the main site of Aramco went down and a message came to the home page apologizing to customers.[45] Computer security specialists said that “The attack, known as Shamoon, is said to have hit “at least one organization” in the sector. Shamoon is capable of wiping files and rendering several computers on a network unusable.”[43]

List of oil fields

An oil refinery in Mina-Al-Ahmadi,Kuwait

This list of oil fields includes some major oil fields of the past and present.

The list is incomplete; there are more than 65,000 oil and gas fields of all sizes in the world.[1] However, 94% of known oil is concentrated in fewer than 1500 giant and major fields.[2] Most of the world’s largest oilfields are located in the Middle East, but there are also supergiant (>10 billion bbls) oilfields in India, Brazil, Mexico, Venezuela, Kazakhstan, and Russia.

Amounts listed below, in billions of barrels, are the estimated ultimate recoverable petroleum resources (proved reserves plus cumulative production), given historical production and current extraction technology. Oil shale reserves (perhaps 3 trillion barrels (4.8×1011 m3)) and Coal reserves, both of which can be converted to liquid petroleum, are not included in this chart. Other non-conventional liquid fuel sources are similarly excluded in this list.

Oil fields greater than 1 billion barrels (160 million cubic metres)[edit]

Field Location Discovered Started Production Peaked Recoverable Oil, Past and Future (Billion Barrels) Production (Million Barrels/day) Rate of Decline
Ghawar Field Saudi Arabia 1948[3] 1951[3] 2005,[4]disputed[5] 75-83[6][7] 5[8] 8% per year[citation needed]
Burgan Field Kuwait 1937 1948 2005[9] 66-72[6][7] 1.7[10] 14% per year[citation needed]
Ferdows/Mound/Zagheh Field Iran 2003 7-9 (38 Gb resource)[11]
Sugar Loaf field Brazil 2007 ~ 25-40[12] Not yet developed
Cantarell Field Mexico 1976 1981 2004[13] 35,[7] 18 billion recoverable .340 [14] peaked in 2004 at 2.14 million barrels per day (340,000 m3/d)[14]
Bolivar Coastal Field Venezuela 1917 1922 30-32[7] 2.6-3[7]
Azadegan field Iran 2004 26 (9 recoverable)[15]
Lula Field Brazil, Santos Basin 2007 5-8
Safaniya Oil Field Saudi Arabia/Neutral Zone 1951 30
Esfandiar Field Iran 30
Rumaila Field Iraq 1953 17[16] 1.3[16]
Tengiz Field Kazakhstan 1979 1993 2010 26-40[7] .53[7] Expanding from 285k to 1.3 m bpd [1]
Ahwaz Field Iran 1958 1970s[17] 10.1 .700[18] Expected to surpass original peak due to new gas injection.[2]
Kirkuk Field Iraq 1927 1934 8.5 0.480
Shaybah Field Saudi Arabia 15
Agha Jari Field Iran 1937 8.7 .200
Majnoon Field Iraq 1975 11-20[16] 0.5[16]
Samotlor Field Russia, WestSiberia 1965 1969 1980[19] 14-16 0.844 [20] (depletion: 73%) [20]
Romashkino Field Russia Volga-Ural 1948 1949 in decline 16-17 .301 (2006) [20] depletion: 85% [20]
Prudhoe Bay United States,Alaska 1967-68 1977 1988 [21] 25 (~13 recoverable) 0.66 11% per year[citation needed]
Sarir Field Libya 1961 1961 12 (6.5 billion recoverable)
Priobskoye field Russia, WestSiberia 1982 2000 13 0.680 (2008) 14% depleted, Production rapidly expanding.[22]
Lyantorskoye field Russia, WestSiberia 1966 1979 13 0.168 (2004) [20] depletion: 81% [20]
Abqaiq Field Saudi Arabia 12 0.43[23]
Chicontepec Field Mexico 1926 6.5 [14] (19 certified)[24]
Berri Field Saudi Arabia 12
Zakum Field Abu Dhabi,UAE 1965[25] 1967 12
West Qurna Field Iraq 1973 15-21 [16] 0.18-0.25 (pot.)*civil war[16]
Manifa Field Saudi Arabia 11
Fyodorovskoye Field Russia, WestSiberia 1971 1974 11 1.9 (197x)
East Baghdad Field Iraq 1976 8 [16] 0-0.05 (pot.)*civil war [16]
Faroozan-Marjan Field Saudi Arabia/Iran 10
Marlim Field Brazil, Campos Basin in decline 10-14 8% per year[26]
Awali Bahrain 1
Aghajari Field Iran 14
Azadegan Field Iran 1999 5.2
Gachsaran Field Iran 1927 15
Marun Field Iran 16
Mesopotamian Foredeep Basin Kuwait 66-72
Minagish Kuwait 2
Raudhatain Kuwait 11
Sabriya Kuwait 3.8-4
Yibal Oman 1
Mukhaizna Oil Field Oman 1
Dukhan Field Qatar 2.2
Halfaya Field Iraq 4.1
Az Zubayr Field Iraq 6
Nahr Umr Field Iraq 6
Abu-Sa’fah field Saudi Arabia 6.1
Hassi Messaoud Algeria 9
Kizomba Complex Angola 2
Dalia (oil field) Angola 1
Belayim Angola >1
Zafiro Angola 1
Zelten oil field Libya 2.5
Agbami Field Nigeria 0.8-1.2
Bonga Field Nigeria 1.4
Azeri-Chirag-Guneshli Azerbaijan 1985 1997 5.4
Karachaganak Field Kazakhstan 1972 2.5
Kashagan Field Kazakhstan 2000 30 [27]
Kurmangazy Field Kazakhstan 6-7
Darkhan Field Kazakhstan 9.5
Zhanazhol Field Kazakhstan 3
Uzen Field Kazakhstan 7
Kalamkas Field Kazakhstan 3.2
Zhetybay Field Kazakhstan 2.1
Nursultan Field Kazakhstan 4.5
Ekofisk oil field Norway 1969 3.3
Troll Vest Norway 1.4
Statfjord Norway 1974 3.4
Gullfaks Norway 1978 2.1
Oseberg Norway 1979 1988 2.2 3.78
Snorre Norway 1.5
Mamontovskoye Field Russia 8
Russkoye Field Russia 2.5
Kamennoe Field Russia 1.9
Vankor Field Russia 1983 2009 3.8[28]
Vatyeganskoye Field Russia 1.4
Tevlinsko-Russkinskoye Field Russia 1.3
Sutorminskoye Field Russia 1.3
Urengoy group Russia 1
Ust-Balykskoe Field Russia >1
Tuymazinskoe Field Russia 3
Arlanskoye Field Russia >2
South-Hilchuy Field Russia 3.1
North-Dolginskoye Field Russia 2.2
Nizhne-Chutinskoe Field Russia 1.7
South-Dolginskoye Field Russia 1.6
Prirazlomnoye Field Russia 1.4
West-Matveevskoye Field Russia 1.1
Sakhalin Islands Russia 14
Odoptu Russia 1
Arukutun-Dagi Russia 1
Piltun-Astokhskoye Field Russia 1
Ayash Field East-Odoptu Field Russia 4.5
Verhne-Chonskoye Field Russia 1.3
Talakan Field Russia 1.3
North-Caucasus Basin Russia 1.7
Clair oilfield United Kingdom 1977 5 (1.75 recoverable)
Forties oilfield United Kingdom 1970 5
Jupiter field Brazil 7
Cupiagua/Cusiana Colombia 1
Boscán Field, Venezuela Venezuela 1.6
Pembina Canada 1953 1953
Swan Hills Canada
Rainbow Lake Canada
Hibernia Canada 1979 1997 3
Terra Nova Field Canada 1984 2002 1.0
Kelly-Snyder / SACROC United States,Texas 1.5
Bakken Oil Field United States,North Dakota 1951 .862
Yates Oil Field United States,Texas 1926 1926 1929 3.0 (2.0 billion recovered; 1.0 reserve remaining)[29][30]
Kuparuk oil field United States,Alaska 1969 6
Alpine United States,Alaska 0.4-1
East Texas Oil Field United States,Texas 1930 6
Spraberry Trend United States,Texas 1943 10[31]
Wilmington Oil Field United States,California 1932 3
South Belridge Oil Field United States,California 1911 2[32]
Coalinga Oil Field United States,California 1887 1
Elk Hills United States,California 1911 1.5[32]
Kern River United States,California 1899 2.5[32]
Midway-Sunset Field United States,California 1894 3.4[32]
Thunder Horse Oil Field United States,Gulf of Mexico >1
Kingfish Australia 1.2
Halibut Australia 1
Daqing Field China 1959 1960 16 depletion: 90%
Jidong Field China 2.2
Tahe Field China 8
Nanpu Oil Field China 7.35

See also

The Secret of the Seven Sisters

all 4 video of the secret of the seven sister are there in the link below


On August 28, 1928, in the Scottish highlands, began the secret story of oil.

Three men had an appointment at Achnacarry Castle – a Dutchman, an American and an Englishman.

The Dutchman was Henry Deterding, a man nicknamed the Napoleon of Oil, having exploited a find in Sumatra. He joined forces with a rich ship owner and painted Shell salesman and together the two men founded Royal Dutch Shell.

The American was Walter C. Teagle and he represents the Standard Oil Company, founded by John D. Rockefeller at the age of 31 – the future Exxon. Oil wells, transport, refining and distribution of oil – everything is controlled by Standard oil.

The Englishman, Sir John Cadman, was the director of the Anglo-Persian oil Company, soon to become BP. On the initiative of a young Winston Churchill, the British government had taken a stake in BP and the Royal Navy switched its fuel from coal to oil. With fuel-hungry ships, planes and tanks, oil became “the blood of every battle”.

The new automobile industry was developing fast, and the Ford T was selling by the million. The world was thirsty for oil, and companies were waging a merciless contest but the competition was making the market unstable.

That August night, the three men decided to stop fighting and to start sharing out the world’s oil. Their vision was that production zones, transport costs, sales prices – everything would be agreed and shared. And so began a great cartel, whose purpose was to dominate the world, by controlling its oil.

Four others soon joined them, and they came to be known as the Seven Sisters – the biggest oil companies in the world.

In the first episode, we travel across the Middle East, through both time and space.

We waged the Iran-Iraq war and I say we waged it, because one country had to be used to destroy the other. As they already benefit from the oil bonanza, and they’re building up financal reserves, from time to time they have to be bled.”– Xavier Houzel, an oil trader

Throughout the region’s modern history, since the discovery of oil, the Seven Sisters have sought to control the balance of power.

They have supported monarchies in Iran and Saudi Arabia, opposed the creation of OPEC, profiting from the Iran-Iraq war, leading to the ultimate destruction of Saddam Hussein and Iraq.

The Seven Sisters were always present, and almost always came out on top.

Since that notorious meeting at Achnacarry Castle on August 28, 1928, they have never ceased to plot, to plan and to scheme.

At the end of the 1960s, the Seven Sisters, the major oil companies, controlled 85 percent of the world’s oil reserves. Today, they control just 10 percent.

New hunting grounds are therefore required, and the Sisters have turned their gaze towards Africa. With peak oil, wars in the Middle East, and the rise in crude prices, Africa is the oil companies’ new battleground.

“Everybody thought there could be oil in Sudan but nobody knew anything. It was revealed through exploration by the American company Chevron, towards the end of the 70s. And that was the beginning of the second civil war, which went on until 2002. It lasted for 19 years and cost a million and a half lives and the oil business was at the heart of it.– Gerard Prunier, a historian

But the real story, the secret story of oil, begins far from Africa.

In their bid to dominate Africa, the Sisters installed a king in Libya, a dictator in Gabon, fought the nationalisation of oil resources in Algeria, and through corruption, war and assassinations, brought Nigeria to its knees.

Oil may be flowing into the holds of huge tankers, but in Lagos, petrol shortages are chronic.

The country’s four refineries are obsolete and the continent’s main oil exporter is forced to import refined petrol – a paradox that reaps fortunes for a handful of oil companies.

Encouraged by the companies, corruption has become a system of government – some $50bn are estimated to have ‘disappeared’ out of the $350bn received since independence.

But new players have now joined the great oil game.

China, with its growing appetite for energy, has found new friends in Sudan, and the Chinese builders have moved in. Sudan’s President Omar al-Bashir is proud of his co-operation with China – a dam on the Nile, roads, and stadiums.

In order to export 500,000 barrels of oil a day from the oil fields in the South – China financed and built the Heglig pipeline connected to Port Sudan – now South Sudan’s precious oil is shipped through North Sudan to Chinese ports.

In a bid to secure oil supplies out of Libya, the US, the UK and the Seven Sisters made peace with the once shunned Colonel Muammar Gaddafi, until he was killed during the Libyan uprising of 2011, but the flow of Libyan oil remains uninterrupted.

In need of funds for rebuilding, Libya is now back to pumping more than a million barrels of oil per day. And the Sisters are happy to oblige.

In the Caucasus, the US and Russia are vying for control of the region. The great oil game is in full swing. Whoever controls the Caucasus and its roads, controls the transport of oil from the Caspian Sea.

Tbilisi, Erevan and Baku – the three capitals of the Caucasus. The oil from Baku in Azerbaijan is a strategic priority
for all the major companies.

From the fortunes of the Nobel family to the Russian revolution, to World War II, oil from the Caucasus and the Caspian has played a central role. Lenin fixated on conquering the Azeri capital Baku for its oil, as did Stalin and Hitler.

On his birthday in 1941, Adolf Hitler received a chocolate and cream birthday cake, representing a map. He chose the slice with Baku on it.

On June 22nd 1941, the armies of the Third Reich invaded Russia. The crucial battle of Stalingrad was the key to the road to the Caucasus and Baku’s oil, and would decide the outcome of the war.

Stalin told his troops: “Fighting for one’s oil is fighting for one’s freedom.”

After World War II, President Nikita Krushchev would build the Soviet empire and its Red Army with revenues from the USSR’s new-found oil reserves.

Decades later, oil would bring that empire to its knees, when Saudi Arabia and the US would conspire to open up the oil taps, flood the markets, and bring the price of oil down to $13 per barrel. Russian oligarchs would take up the oil mantle, only to be put in their place by their president, Vladimir Putin, who knows that oil is power.

The US and Putin‘s Russia would prop up despots, and exploit regional conflicts to maintain a grip on the oil fields of the Caucusus and the Caspian.

But they would not have counted on the rise of a new, strong and hungry China, with an almost limitless appetite for oil and energy. Today, the US, Russia and China contest the control of the former USSR’s fossil fuel reserves, and the supply routes. A three-handed match, with the world as spectators, between three ferocious beasts – The American eagle, the Russian bear, and the Chinese dragon.

Peak oil – the point in time at which the highest rate of oil extraction has been reached, and after which world production will start decline. Many geologists and the International Energy Agency say the world’s crude oil output reached its peak in 2006.

But while there may be less oil coming out of the ground, the demand for it is definitely on the rise.

The final episode of this series explores what happens when oil becomes more and more inaccessible, while at the same time, new powers like China and India try to fulfill their growing energy needs.

And countries like Iran, while suffering international sanctions, have welcomed these new oil buyers, who put business ahead of lectures on human rights and nuclear ambitions.

At the same time, oil-producing countries have had enough with the Seven Sisters controlling their oil assets. Nationalisation of oil reserves around the world has ushered in a new generation of oil companies all vying for a slice of the oil pie.

These are the new Seven Sisters.

Saudi Arabia’s Saudi Aramco, the largest and most sophisticated oil company in the world;

Russia’s Gazprom, a company that Russia’s President Vladimir Putin wrested away from the oligarchs;

The China National Petroleum Corporation (CNPC), which, along with its subsidiary, Petrochina, is the world’s secnd largest company in terms of market value;

The National Iranian Oil Company, which has a monopoly on exploration, extraction, transportation and exportation of crude oil in Iran – OPEC’s second largest oil producer after Saudi Arabia;

Venezuela’s PDVSA, a company the late president Hugo Chavez dismantled and rebuilt into his country’s economic engine and part of his diplomatic arsenal;

Brazil’s Petrobras, a leader in deep water oil production, that pumps out 2 million barrels of crude oil a day;

Malaysia’s Petronas – Asia’s most profitable company in 2012.

Mainly state-owned, the new Seven Sisters control a third of the world’s oil and gas production, and more than a third of the world’s reserves. The old Seven Sisters, by comparison, produce a tenth of the world’s oil, and control only three percent of the reserves.

The balance has shifted.