Iraq

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Iraq

Post-World War II Through the 1970s

With the end of World War II, IPC and its affiliates undertook repair and development of facilities in Iraq as rapidly as financing and materials became available. Exploration and drilling were pressed, particularly in the Basra and the Mosul areas, to meet concession terms. Although considered a priority, the elimination of transport constraints was set back when a larger second, nearly completed pipeline to Haifa was abandoned in 1948 as a result of the first Arab-Israeli war. Use of the existing Haifa line was also discontinued. In 1951, however, commercial exports by the BPC of good quality crude began via a new pipeline to Al Faw, on the Persian Gulf. Exports were boosted further with the completion in 1952 of a thirty-inch pipeline linking the Kirkuk fields to the Syrian port of Baniyas, which had a throughput capacity of 13 million tons per year. In that year, production from Basra and Mosul approached 2.5 million tons while the Kirkuk fields increased production to more than 15 million tons. In the space of a year (1951-52), total Iraqi oil production had doubled to almost 20 million tons.

Iraqi officials still harbored ambitions, dating back to the 1920 San Remo Conference, to take control of their nation's oil resources. The elimination of transportation bottlenecks and the subsequent rapid growth of exports encouraged Iraqi assertiveness. IPC's costly, irretrievable investments in Iraq's oil infrastructure gave the government even greater leverage.

One particularly sore point among the Iraqis concerned IPC's contractual obligation to meet Iraq's domestic requirements for gasoline and other petroleum products. An IPC subsidiary operated a small refinery and distributi...

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...or and to be responsible for oil refining, gas processing, and internal marketing of gas products through several subsidiary organizations. INOC would be responsible for the production, transport, and sale of crude oil and gas. Some of its operations were contracted out to foreign service companies. The State Organization for Northern Oil (SONO), subordinate to INOC, replaced ICOO as the operating company in the northern fields. In subsequent reorganizations, SONO was renamed the Northern Petroleum Organization (NPO), and a Central Petroleum Organization (CPO), as well as a Southern Petroleum Organization (SPO) were also established. The State Organization of Oil Projects (SOOP) took over responsibility for infrastructure from INOC, and the State Organization for Marketing Oil (SOMO) assumed responsibility for oil sales, leaving INOC free to oversee oil production.

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