Business Plan

Transcription

1 Business Plan

2 Table of Contents OERA Vision Mission Purpose... 2 Business Plan OERA Strategic Priorities Financial Strategic Priority... 9 Research Strategic Priority Relationships Strategic Priority Organization Strategic Priority Communications Strategic Priority Budget Appendix I Marine Sound and the Environment Research Priorities Appendix II Marine Renewables Energy Research Priorities Appendix III Geoscience Research Priorities... 21

3 Vision Mission Purpose Vision is to be a leading research organization, providing efficient, timely and strategic solutions to complex research challenges. Mission is to lead energy research that enables the sustainable development of Nova Scotia energy resources through strategic partnerships with academia, government and industry. Purpose is to reduce the risks related to investments in Nova Scotia s offshore energy resources through the provision of scientific research initiatives.

4 BUSINESS PLAN BACKGROUND The Offshore Energy Research Association (OERA) is an independent contract research, not forprofit organization based in Halifax, Nova Scotia. It is the pre eminent research focused agency bringing together stakeholders from academia, government and industry to conduct research that enables the sustainable development of Nova Scotia s abundant offshore energy resources. With collaborative multi stakeholder, scientific research initiatives, the OERA s programs contribute to risk reduction for investment decisions in Nova Scotia s offshore energy resources. OERA s role is vital to ensuring that Nova Scotia s offshore energy sectors are developed responsibly and sustainably. Through strategic partnerships with industry, government and academia, and with a network of over 200 researchers worldwide, OERA has led research to address critical gaps in the areas of environmental, marine renewable and offshore geoscience. Research is a critical piece in assessing the viability of offshore energy investments. Industry leaders, government regulators and policy makers need assurances that developing these resources is a sound investment with minimal impact on the environment and other marine users. The public too, needs to know that the technology is safe and reliable. As a trusted, independent agency without a legislative or regulatory mandate, the OERA is ideally positioned to engage all key stakeholders in an open and transparent fashion to address key issues and reduce investment risk. Geoscience Research Geoscience research is a critical piece in assessing the viability of offshore energy investment. Through financial contributions from the Nova Scotia Department of Energy (NSDOE), the OERA has invested in excess of $20M to support offshore geoscience research over the past decade, attracting significant exploration commitments back to Nova Scotia s offshore. The most visible example of offshore energy research success has been the Play Fairway Analysis (PFA) project. The collective efforts of the OERA, NSDOE, the GSC and the CNSOPB, together with academia and industry in completing the landmark study, subsequently resulted in over $2 billion of exploration expenditures committed for offshore Nova Scotia. Marine Renewable Energy Research With the financial support of the NSDOE, the OERA has invested in 40 projects totally over $4M in the tidal energy sector in the areas of resource characterization, socioeconomics, strategic environmental assessments and marine mammal and fish research. In particular the baseline research that has been commissioned and coordinated by the OERA has contributed to enabling the NSDOE to conclude that Nova Scotia is now able to accommodate the deployment of commercialscale, grid connected devices in an environmentally responsible and sustainable fashion.

5 Nova Scotia has the opportunity to become a world leader in ocean energy, particularly in the emerging area of tidal power, as the Bay of Fundy represents one of the most attractive sites for tidal energy development in the world. The OERA has completed a Tidal Value Proposition study to define the economic, competitive, and technological opportunities to benefit stakeholders in Nova Scotia as well as the rest of Canada. Working closely with the OERA s academic research partners has enabled R&D initiatives to significantly contribute to building expertise within the sector, strategically positioning Nova Scotia to capitalize on its capacity to support new industries, economic growth and prosperity. In particular the baseline research that has been commissioned and coordinated by the OERA has contributed to enabling the NSDOE to conclude that the province is now ready to deploy commercial scale, grid connected devices at the FORCE site in an environmentally responsible and sustainable fashion. Seismic & Marine Sound Research Exploration activity makes use of seismic surveys to establish the geological structure beneath the ocean floor and identify potential sources of oil and gas. There have been numerous suggestions from various groups within Nova Scotia for the requirement to conduct research on the potential impacts of seismic exploration on invertebrate fisheries. OERA s seismic and marine sound research program is dedicated to increasing knowledge of seismic exploration activities on marine invertebrates, investing over $2M to baseline biological snow crab and seismic research to better understand the impacts of sound in the marine environment. As determined by the OERA Marine Sound Committee, the top marine sound research priorities pertinent to Nova Scotia s offshore are general concerns on how seismic and offshore drilling activities impact fish and marine mammals, and methods to improve marine mammal observer detection. OERA is in discussion to collaborate with an industry partner and initiate one budgeted project that can make a contribution to filling some of the data gaps in this immensely challenging research topic. BUSINESS PLAN FOCUS *NOTE: The OERA Business Plan structure reflects the current staff complement and may require amendments subject to the determination of the OERA Board to undertake the initiatives derived from the OERA Strategy Session held on May 28 29, The focus of the OERA s activities in the fiscal year will be on the implementation of five strategic drivers identified below: Implement the Geoscience Research Program activities Respond to the opportunities identified in the OERA Tidal Value Proposition study Strengthen research competencies in the region by deepening working relationship with NSDOE, university members and other research providers Affirm or refresh the research priorities areas of focus Securing the organization s financial viability over the medium term

6 The business plan focuses on these strategic drivers and is integrated into a priority areas framework as follows: Financial, Research, Relationships, Organization and Communications. Each strategic priority provides details on specific goals, initiatives, measures of success, and performance targets. A process has been established to review organizational performance on a quarterly basis to measure progress on each priority, with subsequent reporting to the OERA Board and its key stakeholders. Additionally, discussions will be ongoing with key OERA stakeholders to determine if any adjustments to the plan are required as a result of external changes to offshore energy operating environment. In 2012, through a collaborative multi stakeholder process, research priorities were established for each of the offshore energy geoscience and renewables program areas. These research priorities have proven to be focused, viable, and widely endorsed by key sector stakeholders for both program areas. As a result of this priorities work, a number of research projects were initiated for each over the past year. Setting our research agenda by these priorities has ensured that only projects with the greatest impact and shared objectives with other stakeholders are advanced. During the fiscal year, key stakeholders will be consulted to revisit and affirm the priorities for both renewable and petroleum research. This is to ensure the OERA research agenda remains vital and current, and will best support and advance these sectors. Another approach that the OERA will invest its efforts in during is in the promotion of its mandate and brand awareness within Federal and Provincial jurisdictions. The OERA Tidal Energy Value Proposition study was recently completed and will be presented to various regional and national agencies in the coming months. The purpose of the outreach is to highlight the compelling business case of a globally competitive tidal energy sector within Canada to encourage enhanced commitments to R&D and investment in the sector. Further, the OERA, together with FORCE, Marine Renewables Canada and the Nova Scotia Department of Energy, will undertake a collaborative initiative to identify new sources of funding, research partners, and program funders to respond to the opportunities identified in the study. At this stage the optimum role for the OERA in implementing strategy for the Tidal Energy Value Proposition study has yet to be confirmed. This role will be determined through a consultation process with partner organizations and through guidance from our Board of Directors. Research priorities have also been identified for the OERA s Marine Sound Program area. The leading priority issues relevant to Nova Scotia s offshore are general concerns how seismic and offshore drilling activities impact fish and marine mammals and how to improve marine mammal observer detection techniques. The OERA staff is currently engaged in on going discussions with industry partners to identify a marine sound themed project of mutual interest that could be undertaken collaboratively. The OERA has maintained regular dialogue over the past year with key stakeholders, such as the Nova Scotia Department of Energy, Shell, BP, Encana and others relating to their financial participation in the implementation of research projects. These relationships are very important to the Association in establishing and securing its financial viability longer term. The OERA will continue

7 these discussions to ensure the maintenance of the existing level of research activities and target a conservative level of success in securing new research funds. The OERA initiated Nova Scotia Offshore Geoscience R&D Enhancement Strategy has been circulated to the CNSOPB and the NSDOE for initial comments and response. A proposal has been submitted to the NSDOE to seek an explicit mandate permitting the OERA to open dialogue with sector stakeholders in determining mechanisms available to enhance the environment for R&D funding availability within the context of existing benefits and offshore regulatory guidelines. It is anticipated that this work will result in specific recommendations to both the DOE and CNSOPB, which could result in greater access to R&D funding relating to offshore energy activities prior to the advancement of any new energy deployment and production projects. With the successful implementation of a Memorandum of Understanding (MoU) between the OERA and the NSDOE, significant, consistent and long term funding may be available to support the implementation of a select number of research programs and projects. A five year financial forecast has been completed which outlines the financial roadmap for OERA to achieve longer term financial viability. It has been established that the organization is able to sustain its current level of activities over the next five year period. Also, within the timeframe of this forecast, it is anticipated that the two major areas of uncertainty, specifically the success of Shell and BP s offshore exploration activity and secondly, the emergence of a tidal energy supply chain (renewable and petroleum) will be resolved. BRAND & COMMUNICATIONS The OERA will continue strengthening its role as a research leader to contribute to the advancement of Nova Scotia s offshore energy development objectives. During the past year, briefings were conducted with key stakeholder groups to profile the OERA and to raise overall awareness of the organization s research successes, while building consensus for continued investment in offshore energy research initiatives. These efforts will continue whereby, the current business plan anticipates the OERA will participate at regional, national and international conferences to broaden exposure of OERA s message. The bi annual Nova Scotia Energy R&D Conference and Tidal Energy Symposium provides unique platforms for the OERA to showcase research collaborations, sector partnerships, and new approaches to scientific, financial and technology challenges. For , the OERA plans to bolster its efforts to disseminate its research results. Additional to the OERA website, staff will also reach out to niche groups to ensure that appropriate individuals have access to the results and that such information can be used to maximum effect relating to the organization and the OERA funded research projects.

8 TEAM The members of the team are: The OERA team has a diverse complement of skill sets that enables a consistent and productive capacity to engage its stakeholders, identify priorities and deliver results. The team operates on a flat management structure and functions with appropriate accountability mechanisms, communication channels, and adaptive management practices. Stephen Dempsey, Executive Director Jennifer Pinks, Research Manager Nalani Perry, Research & Communications Coordinator Lisa LeRoux, Operations Manager Carey Ryan, Director Research & Business Development Karen Fraser, Financial Services With a small team, the capacity for staff to provide back up for each other is critical to the smooth operation of the organization. In addition, where specialized skills are required, outside consultants are utilized where necessary to keep overhead costs to a minimum. Each staff member has set individual competency development objectives. STRATEGIC PRIORITIES The OERA s strategic planning framework has identified five priority areas to provide the effective utilization of organizational resources and create a measureable accountability framework. It is anticipated that the five strategic priorities outlined below will likely remain in place beyond the current fiscal year, with annual adjustments to initiatives, targets and measures.

9 OERA Strategic Priorities Financial Insuring that the organization has the financial resources that it needs to undertake an effective program of significant petroleum and marine renewable research, including administrative costs. Research Addressing the priority research questions that will have the greatest impact on the risks associated with understanding and developing Nova Scotia's offshore energy resources Relationships Establishing and nurturing the relationships that are essential to achieving the organization's mission governments, regulators, industry, research providers/funders, consultants, communities hosting energy activities. Organization An organization that strives for excellence and operates in the most effective and efficient manner possible. Communications Utilizing communications channels within appropriate industry sectors to increase awareness of OERA's role in offshore energy research; and to ensure wide dissemination of OERA research.

10 Financial Strategic Priority Insuring that the organization has the financial resources that it needs to undertake an effective program of significant petroleum and marine renewables research, including administrative costs. Goals Measures 2015 Targets 1. Consistent, predictable and sustainable long term funding with multi year commitments 2. Diversification of funding sources 3. Obtaining maximum leverage on OERA funds through funding partnerships 4. Effective management of OERA financial resources Initiatives 1. Establish agreements with potential partner organizations (DOE, FORCE, Encana, Exxon, Shell, BP) 2. Accessing federal funding programs and in kind resources to a greater extent 3. Advancing the Geoscience R&D Funding Strategy 4. Leveraging industry funding through successful research partnerships 5. Maintaining effective financial management 1. Amount of grant funding for R&D 2. Amount of external (industry) funding secured for R&D 3. Recovery of administration costs 4. Number of external (industry) sources providing funding support 5. Average leverage achieved on OERA funds for all research induced spending achieved 6. Average productivity ratio Financial Statement measure. 1. $1.5 million 2. $100, $150, At least 2 5. Average of 2.5:1 6. Average 3:1

11 Research Strategic Priority Addressing the priority research questions that will have the greatest impact on the risks associated with understanding and developing Nova Scotia's offshore energy resources Goals Measures 2015 Targets 1. Facilitating excellent research that reflects consensus research priorities 2. Maximizing the impact of research activities 3. Through research reducing investment risk related to offshore energy resources 4. Fostering the development of research capabilities and capacity in NS 1. Number of research calls initiated 2. Number of directed research projects administered 3. Percentage increase of OERA research (direct and leveraged) expenditures taking place within NS 1. Geoscience (1), Tidal (2) 2. Geoscience (4), Tidal (1), Marine Sound (1) 3. Increase by 25% Initiatives 1. Update and affirmation of research priorities 2. Continued implementation of Source Rock Research Program 3. Develop and execute workshop on next geoscience priority research program 4. Initiate new MRE research call 5. Tidal Value Proposition Phase II defining roll out and use 6. Fund a Marine Sound Project 7. Completion/admin. of ongoing and new research projects (e.g. Innovate UK, SW Nova, and other)

12 Strategic Priority Establishing and nurturing the relationships that are essential to achieving the organization's mission governments, regulators, industry, research providers/funders, consultants, communities hosting energy activities. Relationships Goals Measures 2015 Targets 1. Providing leadership in offshore energy research 2. Achieving buy in and alignment among key stakeholders concerning research activities 3. Attracting the resources required to conduct priority research activities 4. Leveraging partnerships to enable participation in a broad range of significant research activities Initiatives 1. Number of new or updated MOUs put in place 2. Research activities initiated as a direct result of existing or new MOUs 3. Success rate in obtaining and leveraging funds and in kind support from target organizations to carry out research activities 4. Number of Technical Advisors engaged in OERA research 1. At least 2 2. At least 3 3. At least 4 4. At least 5 new advisors 1. Developing and implementing MOUs with key organizations DOE, FORCE, Innovate UK, Marine Renewables Canada 2. Initiate research activities through the MOUs 3. Influence and strengthen relationships with current and potential partners to achieve OERA objectives 4. Continue to develop relationships with industry as both potential funders and research users 5. Strengthen university relationships and other research providers

13 Organization Strategic Priority An organization that strives for excellence and operates in the most effective and efficient manner possible. Goals Measures 2015 Targets 1. Enhancing accountability to the Board & stakeholders 2. Achieving human resource excellence 3. Increasing access to technical competence 4. Optimizing Board performance Initiatives 1. Acceptance of recommendations to the Board 2. Number of staff development opportunities per employee 3. Percentage of annual performance reviews completed 4. Board participation rates 5. OERA organization targets achieved based on scorecard 1. At least 75% 2. At least one per employee % including ED evaluation by Board 4. At least 75% 5. At least 80% 1. Implement an accountability framework with performance metrics, targets, clear accountabilities and reporting 2. Staff development program to build and broaden skills 3. Identify and retain technical expertise to supplement staff resources 4. OERA Board evaluation of team performance

14 Communications Strategic Priority Utilizing communications channels within appropriate industry sectors to increase awareness of OERA's role in offshore energy research; and to ensure wide dissemination of OERA research. Goals Measures 2015 Targets 1. Strengthening OERA s role and impact as a leader in offshore energy research 2. Improving the dissemination of OERA sponsored research through the effective use of available channels 3. Achieving brand awareness of OERA within its stakeholder group Initiatives 1. Number of engagements in sector initiatives Increase website hits by 5% 2. Number of invitations to speak at conferences/workshops and/or similar events 3. Social media push to website from Twitter and Mail Chimp stats 4. Number of times OERA cited in external media At least 4 1. Establish target from Google analytics 2. At least 6 3. One post per month on new initiatives 4. At least 6 1. Website continual updates 2. Briefing stakeholders conferences / presentations 3. Project communications 4. Annual Report

15 Offshore Energy Research Association Budgeted Statement of Revenue, Expenditures and Net Assets Year Ending March 31, 2016 Budget Actual Revenue Program Grant Contributions $ 1,500,000 $ 2,198,458 Recovery of Research Management 301, ,697 Seminars, Forums Sponsorship and registration fees - 83,058 Department of Energy Grant 15,000 50,000 Deferred revenue 10,000 2,660 Interest income 55,000 61,755 1,881,739 2,634,628 Research expenditures Program Grant Contract Expenditures 1,500,000 2,198,458 Seminars, Forums 25, ,718 Research Management 301, ,697 1,826,739 2,572,873 Excess revenue before general operating expenditures 55,000 61,755 General operating expenditures Branding, communications and web-site 20,000 13,533 Information Technology 20,600 9,311 Insurance 7,500 6,363 Interest and Service Charges 1,660 1,447 Office equipment and supplies 10,460 16,018 Professional fees-audit, Accounting and Legal 44,000 33,218 Rent - premises 33,120 30,743 Salaries and benefits - office staff 152, ,980 Travel, meals and accommodations, governance 19,300 5,938 Business development 27,000 10,740 Recovery of overhead administration costs - DOE (125,000) (102,190) Administration costs recovery re-invested at 50% - DOE 62,500 51,095 Recovery of overhead administration costs - Industry (17,000) - 256, ,196 Excess expenditures over revenue (201,622) (135,441) Net assets, beginning of year 2,862,024 2,997,465 Net assets, end of year $ 2,660,402 $ 2,862,024

16 Offshore Energy Research Association Projected Balance Sheet March 31, 2016 Projected Actual Actual Actual Actual March 31, 2016 March 31, 2015 March 31, 2014 March 31, 2013 March 31, 2012 Assets Current Cash $ 200,000 $ 1,065,153 $ 345,162 $ 53,667 $ 683,323 Short term investments 4,361,085 4,686,147 5,803,845 7,514,170 7,827,571 Receivable 50,000 39,612 32, , ,960 HST recoverable 100,000 77, , , ,811 Prepaid expenses and deferred costs 2,000 3,604 47,358 6,755 31,541 $ 4,713,085 $ 5,872,022 $ 6,385,793 $ 8,086,320 $ 9,800,206 Liabilities Current Payables and accruals $ 200,000 $ 415,576 $ 429,820 $ 326,981 $ 232,681 Deferred revenue 1,852,683 2,594,422 2,958,508 4,489,687 5,887,781 2,052,683 3,009,998 3,388,328 4,816,668 6,120,462 Net Assets Net Assets 2,660,402 2,862,024 2,997,465 3,269,652 3,679,744 $ 4,713,085 $ 5,872,022 $ 6,385,793 $ 8,086,320 $ 9,800,206

17 MARINE SOUND RESEARCH PRIORITIES Marine Mammal Detection Techniques Noise Impacts from Drilling Activities Marine Mammal Critical Periods

18 Appendix I MARINE SOUND RESEARCH PRIORITIES 1. Marine mammal detection techniques. Conduct research on marine mammal and sea turtle remote detection and observation techniques in the immediate vicinity of a seismic array or drilling platform. Potential research areas include applicability and mitigation measure effectiveness of various techniques (eg. visual, active and passive acoustic, thermo graphic, etc.) in different light conditions (eg. low light, night, fog ); and developing adequate marine mammal observer training standards. 2. Noise impact from drilling activities. Improve understanding of the Zone of Influence (ZOI) and effects, if any, on marine mammals (particularly at risk species) for noise/sound signature emanating from floating drilling platforms used for deep water drilling. Undertake pilot projects to monitor underwater noise and associated mammal behaviour during deep water drilling operations, with a particular focus on the Scotian Slope. 3. Marine mammal critical periods. Advance scientific understanding of critical periods (i.e. mating and calving) for marine mammals, particularly at risk species in waters off Nova Scotia. Support research of broad scale visual/acoustic surveys or long term monitoring programs (e.g., shipboard or aerial surveys, long term passive acoustic monitoring, etc.) within potential areas of interest.

19 MARINE RENEWABLES (TIDAL) ENERGY RESEARCH PRIORITIES Resource Assessment Effects on Fish and Marine Mammals Deployment, Retrieval & Mooring Systems Low Cost, Effective Monitoring Technologies

20 MARINE RENEWABLES (TIDAL) ENERGY RESEARCH PRIORITIES Appendix II 1. Deployment, Retrieval, Mooring Systems And Station Keeping In High Flow Environments: to develop the capability for cost effective deployment and retrieval of equipment in high flow conditions; and to develop and make available marine assets capable of keeping station, remaining stable and operating over the full tidal range in high flow environments. 2. Resource Assessment: to understand the characteristics required for a good site for tidal power development (in addition to the flow conditions) and the adequacy of baseline data for those candidate sites. Good baseline data for resource assessment and site characterization is considered essential for site selection, equipment design, power output quantification, cable routing and interconnection, informed regulatory decisions, and assessing changes resulting from the deployment of turbines. 3. Monitoring Effects of Turbines on Fish and Marine Mammals: to improve sensor performance for monitoring fish and marine mammal movements, sensor deployment and retrieval, monitoring strategies, data analysis, and interpretation in high flow environments; and to understand the effects of turbines and arrays on fish, particularly for endangered species and commercial fish species (or those that support commercial species) and marine mammal behaviour and mortality. 4. Low Cost, Effective Monitoring Technologies: to develop models for turbulent tidal flows and then determine the corresponding loads on subsea and marine equipment by validating hydrodynamic loading models through field experiments; to develop optimal equipment designs, installation and retrieval techniques, and maintenance procedures for specific site conditions to maintain asset integrity and allow operation over the design life of a tidal development; to monitor key parameters for individual turbines and arrays under actual operating conditions to assess performance and modify future designs; and to develop a better understanding of the capital costs and operation and maintenance costs to determine life cycle costs and opportunities for cost reduction.

21 GEOSCIENCE RESEARCH PRIORITIES Petroleum Geochemistry SW Region (PFA zones 1&2) Biostratigraphy Triassic to Jurassic periods Reservoir Quality Sable & NE Region (PFA zones 3&5) Seismic Reprocessing Orpheus Graben & Sydney Basin Area Improvement of Oil Rim Understanding NW of Sable to NE (PFA zone 5)

22 GEOSCIENCE RESEARCH PRIORITIES Appendix III 1. Petroleum Geochemistry: High Priority (includes SW Region; PFA zones 1 & 2) Residual uncertainty remains associated with the petroleum geochemistry work that was performed in the PFA. The new story centres around strong evidence shown in the PFA of a new early Jurassic aged source rock. More analysis on some of the differences between the oil seen in offshore Morocco and those oils tested in the piston core data from offshore Nova Scotia should take place in order to firm up the new source rock story and possible investigate the possibility of yet another older source rock perhaps of late Triassic age. This is primarily focused on the south western portion of the Nova Scotia offshore. 2. Biostratigraphy: High Priority (Deep Water) There is still quite a bit of understanding that needs to be developed with the history of sedimentation in offshore Nova Scotia between the Triassic to middle Jurassic periods. Work in this area will better help in understanding where, for example, rocks within this age interval lie, its implications for the early rifting history of the offshore and the potential for hydrocarbon deposits in the nearer shore areas of the offshore. There are several aspects to this work encompassing biostratigraphy, provenance, thermal history and the nature of the hydrocarbon systems. These are separate but interrelated projects that would likely be done by different groups, possibly within different timeframes. 3. Reservoir Quality: Medium High Priority (Sable & NE Region; part of PFA zones 3 & 5) Sandstones may have poor to excellent porosity depending on a host of factors including such areas as diagenetic and depositional history. The main objective of study in this area is to develop maps that both document aerially and stratigraphically regions of poor to excellent reservoir quality as well as the extrapolation of such maps to regions where there are yet to be well penetrations. 4. Seismic Reprocessing and Analysis: Medium Priority (Orpheus Graben & Sydney Basin Area + general) Seismic reprocessing generally allows such advantages as better imaging of deeper sediments as well as the investigation of attributes that would indicate the presence of DHI s or direct hydrocarbon indicators. With the former, this will help in the understanding of the early rifting history of the offshore which in turn will help understand the role of salt deposition and movement with time, the impact of this on reservoir deposition and development and the potential for extensive regions of source rock deposition. With the latter, this reduces the risk that a well will not hit porous reservoirs and/or penetrate only water bearing reservoirs. Further, seismic analysis is also the main tool used in identifying play types and sizes for well drilling purposes. 5. Oil Rim Understanding Improvement: Medium Priority (NW of Sable thru to NE; PFA zone 5) The PFA proposes that there is a region where a significant sized oil rim exists running northwest of Sable Island through an east north easterly direction towards Newfoundland. A more comprehensive

23 analysis of the wells drilled within the proposed oil rim and regions just outside this rim needs to be performed so as to refine the region where there likely exists significant oil potential in Jurassic, Cretaceous and possible younger sands.