workover rig jobs in colorado made in china

The land drilling market worldwide is structured primarily as a rental market, not a sales market, where land drilling companies lease their rigs to E&P companies for an agreed period of time – weeks, months, or years – at a day-rate. The rigs are then used to drill wells and execute the E&P’s drilling programs.

Drilling opportunities are analysed and explored in order, leaving a series of dry holes, until a discovery is made. It is rare for an E&P company to actually own the rigs which they operate, but there are some exceptions such as Chesapeake, who will purchase their own fleet of rigs.

Under these rental contracts, a turnkey cost is paid by an E&P business to a middleman. This includes an insurance premium, which is returned if nothing goes wrong, but may be lost if there are difficulties. Higher specification equipment commands a larger premium.

Investors require a minimum level of return for their investment dollars in drilling operations, and typically equate cost with risk. These turnkey drilling contracts may limit risk by guaranteeing a minimum number of wells that can be drilled with the rig. The contract will also outline how the rig can be used – including the pieces of equipment, when to change pieces, temperature and pressure tolerances and the weight of mud.

The International Association of Drilling Contractors (IADC) lists 547 members in the category of Land Drilling Contractors. According to Statista, the key US land drilling contractors are: Nabors Industries Ltd, Helmerich & Payne Inc, Patterson-UTI Energy Inc, Precision Drilling Corporation and Pioneer Energy Services Corp.

Nabors operates the world’s largest land drilling rig fleet, with around 500 rigs operating in over 25 countries – in almost every significant O&G basin on the planet. It also has the largest number of high-specification rigs (including new AC rigs and refurbished SCR rigs) and custom rigs, built to withstand challenging conditions such as extreme cold, desert and many complex shale plays.

Headquartered in Tulsa, Oklahoma, H&P is a global business with land operations across the US, as well as offshore operations in the Gulf of Mexico. It is engaged primarily in the drilling of O&G wells for E&P companies, and recognised for its innovative FlexRig technology.

Patterson-UTI operates land based drilling rigs, primarily in O&G producing regions of the continental US, and western Canada. The company also provides pressure pumping services to US E&P companies and specialist technology, notably pipe handling components, to drilling contractors globally.

Precision is an oilfield services company and Canada’s largest drilling rig contractor, with over 240 rigs in operation worldwide. The Company has two segments. The Contract Drilling Services segment operates its rigs in Canada, the United States and internationally. The Completion and Production Services segment provides completion and workover services and ancillary services to O&G E&P companies in Canada and the US.

Pioneer operates a modern fleet of more than 24 top performing drilling rigs throughout onshore O&G producing regions of the US and Colombia. The company also offers production services include well servicing, wireline, and coiled tubing services – supported by 100 well-servicing rigs, and more than 100 cased-hole, open-hole and offshore wireline units.

Together these five companies dominate the US rental market. Other smaller but prominent contractors include: Parker Drilling, Unit Corp, Independence Contract Drilling, Seventy Seven Energy, Schramm and Ensign Drilling. Beyond these players, the market is highly fractured, with many “mom & pop” style drillers.

In Texas, generally considered to be the centre of US land drilling, RigData reports that there are currently 678 active rigs – split between Helmerich & Payne (160), Patterson-UTI (85), Nabors (64), Precision Drilling (39) and 77 other drillers (330).

Most new onshore rigs, both drilling and work over rigs, are built by OEMs in China. In the US, the larger vertically integrated land drillers have in-house manufacturing operations, so they will outsource some equipment construction, but assemble the new rigs at their own facilities. The leading provider of US newbuild rigs is National Oilwell Varco.

The secondary market, where existing rigs are sold, is largely auction dominated with mostly older rigs changing hands. As a rule, the big land drillers do not sell their newbuild rigs, as each has their own flagship designs.

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2+ years previous oilfield and/or workover rig experience preferred. Work on floors or derricks on the rig as needed. May offer relocation package DOE.

You will perform advanced hydraulic fracturing operations and assist in various aspects of the job including pre-job preparation, mobilization, rig up, on site…

The Floorhand performs the duties of general manual labor on the rig and supports and assists other members of the drilling crew during all rig operations.

You will perform advanced hydraulic fracturing operations and assist in various aspects of the job including pre-job preparation, mobilization, rig up, on site…

Experience in offshore and onshore drilling operations, five of which should be at supervisory level with an oil company. Job Types: Full-time, Contract.

Performing rig up and down procedures, nipple up and down and care of the B.O.P. Ensuring safe and efficient rig operations to meet the company’s goals and…

The Crew Worker, under the direction of the Rig Operator, performs activities and operates hand and power tools to perform maintenance and repairs to oil or gas…

Assist in rig moves: help with rig-up / rig-down, nipple up and down blowout preventers, assist with general assembly and maintenance and help prepare new…

Previous experience as an Frac Equipment operator coiled tubing, rig, oilfield, oil & gas, Oil and gas, energy, energy services, driving tractor trailers, well…

Assists in various aspects of Acidizing and Cementing operations, including pre‐job preparation, mobilization, rig up, on site operations, rig down, on‐site…

Develops an understanding of all major rig components and the necessary servicing. Prior experience in oil field, heavy industry or construction is beneficial.

*Exposure to equipment noises and rig/boat/facility vibrations *. *Sweep and wash decks using a broom, brushes, mops and hose to remove oil, dirt and debris*.

Develops an understanding of all major rig components and the necessary servicing. Prior experience in oil field, heavy industry or construction is beneficial.

Must have reliable transportation to and from the rig. The job of the Floorhand is to safely and efficiently perform all manual labor tasks on the drilling…

Previous experience as an Frac operator, coiled tubing, rig, oilfield, oil & gas, Oil and gas, energy, energy services, driving tractor trailers, well services,…

Develops an understanding of all major rig components and the necessary servicing. Prior experience in oil field, heavy industry or construction is beneficial.

Schlumberger"s emissions digital manager talks about integrating emissions with operations data to reduce emissions, stay in compliance and improve performance.

The death of Steve Jobs was followed by an avalanche of superlatives - brilliant, genius, and visionary among the more common. He was likened to Leonardo da Vinci, Albert Einstein, and Thomas Edison.

But in the case of Edison, there was one significant difference that went unmentioned. For more than a century, just one of Edison"s inventions alone - the incandescent lightbulb - was manufactured at numerous locations in the United States, providing employment for millions of Americans across family generations.

The Apple home computer, not at all. After only one generation, all the Apple manufacturing jobs in America disappeared, as the work of building and assembling the machines was turned over to laborers in sweatshops in China and other countries. Jobs that should have provided employment for Americans for decades to come were terminated.

For Apple, the corporation, the system functioned beautifully. This year the company had more cash in its bank accounts than the U.S. Treasury. And for one day, Monday, Sept. 19, the company was the most valuable corporation on the planet, its stock worth $382 billion. It was a sum that exceeded even the worth of Exxon Mobil Corp., the world"s largest international oil and gas company.

Needless to say, Apple proved a disaster for its onetime production workers. It turned out to be a classic bait-and-switch con for working folks. One day they held jobs that allowed them to do all the things people had come to expect from their employment. The next day the jobs were gone.

No one saw it coming. In fact, when new production plants came to Elk Grove, Calif., near Sacramento, and Fountain, Colo., near Colorado Springs, the future looked especially bright. Opened in 1992, the Elk Grove facility became the centerpiece of Sacramento"s campaign to lure high-tech companies away from the Bay Area. Other computer-makers soon followed. By the mid-1990s, the Sacramento area was considered the computer-manufacturing capital of the United States. Apple"s Elk Grove plant, which manufactured circuit boards and desktop computers, operated seven days a week and employed 1,500 people.

About the same time, the Apple plant in Fountain went into production and soon became the company"s largest manufacturing facility, turning out a million power-book and desktop computers a year. It was a state-of-the-art facility that helped the Colorado Springs area attract other high-tech companies.

On the surface, Apple seemed to be following the classic pattern of industrial development in the United States: A creative entrepreneur invents a product, builds plants to make it, and markets it to consumers - all the while employing ever more people to build the product.

But Apple changed the rules. Rather than open new plants in other U.S. cities and expand existing operations, the company, as other computer- and electronics-makers were also doing, moved production offshore, largely to China. The Elk Grove plant was closed in 2004, less than a decade after full production started, "cutting out the core of what used to be one of the brightest stars in the region"s high-tech constellation," as the Sacramento Bee put it. Apple sold the Fountain plant to an electronics firm in 1996. The new owners continued to manufacture Apple computers under contract for three years until production there also moved abroad. The plant closed in 2007. Today, the 250,000-square-foot building sits vacant, a painful reminder of what was once a thriving tech industry.

As recently as 2000, Colorado Springs was riding a high-tech job boom. But since then, with the closure of the former Apple plant and other facilities, the area has lost more than 40 percent of its manufacturing and information-technology jobs. More than 15,000 jobs - paying from $55,000 to $80,000 plus benefits - simply vanished, according to local economic-development officials, sucking an estimated $500 million out of the local economy.

In place of those good-paying occupations, jobs in call centers for insurance, finance, and cellphones were created, paying on average about half what those in IT paid, according to local officials.

Stamp was one of the first Apple employees at Fountain. He was 26 years old when he joined the company in 1984 at its first major assembly plant in Fremont, Calif., recording and keeping track of the myriad parts that went into each personal computer, from hard drives to screws. When the company offered him an opportunity to get in on the ground floor at its new assembly plant in Colorado, he jumped at the chance. His fianceé, Christy, landed a job at Fountain as well, and later he moved up to a supervisory position in shipping. Gregarious and down-to-earth, Stamp is the first to tell you he was never a computer geek. He was a "materials guy" whose job was to feed the production line. "My job was to get it to the line and make sure it was a quality product ready for the line to use."

Apple instilled in him and his coworkers a quality-control ethic that made them want to turn out the best possible product. "There was such a camaraderie," he said. "When we got off work all we could talk about was Apple, Apple, Apple; we"ve got to do this or that. And we had the freedom, a process, to bring that up, and these things would then often come about. It was phenomenal, one big family." It was an exciting time. Stamp said the folks in the factory thought of themselves as responsible for helping to build the company. They were appreciated and well-compensated, and they basked in the glow of working for Apple.

In Colorado, he and Christy moved into a comfortable bi-level house set on five acres near the Black Forest, an area of abundant Ponderosa pines and natural beauty north of Colorado Springs. "We were living large," he said. "We thought it would go on forever."

But in 1996, the moneymen on Wall Street decided Apple was not living up to their expectations. Earnings had sagged. To raise cash and bolster the bottom line, the company was forced to unload assets. The Fountain plant was sold, just four years after it had opened. The plant was profitable and well-run, but Wall Street"s relentless focus on short-term earnings demanded results. An Alabama-based electronics vendor and outsourcing specialist, SCI Inc., bought Fountain for $75 million with an agreement to continue manufacturing Apple computers on site for three years.

The plant"s ownership wasn"t the only thing that changed. Stamp recalled that the new managers were "arrogant as hell," dismissive of Apple veterans, and uninterested in feedback from employees. "What a culture shock that was," he said. After having grown up in a collaborative work environment that encouraged ideas from the ground up, all they ever heard from the Alabama imports were relentless orders to "Git "er done." When the contract to make Macs expired in 1998, Apple didn"t renew, and the manufacturing shifted offshore.

Discouraged about Fountain"s future, Stamp left in 2001. He tried his hand in real estate in Colorado and held a series of supervisory jobs for less pay in distribution and warehousing in fields as disparate as retail and electronics, first in Colorado and then in California. In 2008, when his last job was shipped to Singapore, he hit a stone wall. Before, he had always been able at least to secure an interview that often led to a job - if only for a while. Now he would send out resumés listing his lengthy experience and wasn"t even getting a call.

As the months ticked by, Stamp and his wife drew down their savings and tapped into retirement accounts to fund the fruitless quest for work and try to hold on to their home. As so often happens, in the end they lost the home. For family reasons, they moved back to California in 2003 and settled in Milpitas, near San Jose, where they rented a two-bedroom apartment. In the summer of 2011 - at the age of 53, after he had been out of work for three years - Stamp found a temporary job as an inventory control analyst. The job came without benefits and there was no indication whether it might become permanent, but at least he was working again.

Stamp remembers reading an article years ago, when he was still with Apple, predicting that the average worker in the future would undergo four career changes and hold as many as 10 different jobs. And he thought: "Not me. I"m staying right here." Little did he know that would never be an option.

That"s because Congress and Wall Street had other plans. The jobs that provided a good living for Stamp and thousands of production workers in Fountain, Elk Grove, and Fremont are now in China. Every Apple product - Macs, iPods, iPhones, and now iPads - is made in China. Unlike companies in the past, which manufactured in the United States for decades, Apple shipped its jobs offshore in less than a generation. For a point of comparison, the last plant in the United States still making lightbulbs, a General Electric factory in Winchester, Va., turned out the lights and closed its doors in September - more than 100 years after Edison introduced his invention.

The move to China came about quietly and was little noticed at the time because of the way Apple went about creating its offshore presence. Rather than build plants that proudly displayed the Apple name, as it did in California and Colorado, the company turned to outsourcing firms that partnered with the Chinese to establish plants where the products are made. Apple"s plants in mainland China bear the name of their Chinese contractor, but inside they are making Apple products. The arrangement is a convenient buffer insulating Apple from oversight of its offshore workplaces.

Apple production workers in Fountain and Elk Grove bought homes, sent their kids to school, shopped locally, saved for their retirement, and lived the dream, if only for a short time.

Shenzhen is a throbbing megalopolis of 10 million an hour north of Hong Kong. Just outside the city is a massive fortress-like compound surrounded by walls and protected by tight security where guards at the entrance stop each vehicle and check the identities of occupants by using fingerprint-recognition scanners.

Within the walled city are dozens of factories, dormitories, support businesses, and an on-site television network, all humming round the clock. This is the Longhua Science & Technology Park, one of the most dense concentrations of high-tech manufacturing in the world. Owned by Taiwan-based Foxconn Technology Group, the largest manufacturer of electronics and computer components in the world, Longhua is home to as many as 300,000 workers.

They work in enormous factories, row after row of them bent over workstations that seem to stretch endlessly into the distance. They assemble iPods, iPhones, iPads, and products for other electronics-makers. Occasionally, photos surface showing workers, mostly young women, wearing spiffy white coats and caps, going about their work in what appears to be pleasant, well-lit surroundings, just as workers once did at Elk Grove and Fountain.

Workers at Longhua and other Foxconn plants in China work under grueling conditions - usually 10 to 12 hours a day, sometimes for seven days straight without overtime pay. They"re not allowed to speak to one another on the job or to leave their workstations - not even to go to the bathroom - without permission from guards. Some of them perform repetitive tasks for up to 10 hours at a time without a break. Supervisors berate workers with foul language and warn that if they fall behind on production they will be replaced. Some have reportedly been beaten for mistakes they allegedly made on the assembly line. For all this they earn a little more than a dollar an hour at most.

These practices have been documented in numerous reports by a Hong Kong-based human-rights group, Students and Scholars Against Corporate Misbehavior (SACOM). Of working conditions at one Foxconn plant making iPhones, SACOM concluded: "Workers frequently endure excessive and forced overtime in order to gain a higher wage. If they cannot reach the production target, they have to skip dinner or work on unpaid overtime shifts." SACOM calls Foxconn"s Apple workers "iSlaves."

Most young workers live on-site in cramped high-rise dormitories near the factories, where as many as a dozen workers squeeze into small rooms with three tiers of bunk beds. Most of them are peasants in their late teens or early 20s who have been lured to the city in hopes of earning money for themselves and their families back home, only to find themselves yoked to brutal production schedules that can become unbearable.

Upwards of two dozen workers at Apple plants in China have killed themselves in recent years, often by jumping from their dormitories. The deaths were so common for a time that Chinese bloggers began referring to the Shenzhen plant as the "Foxconn Suicide Express." SACOM concluded that many of those who took their own lives were exhausted, overworked, verbally and physically abused by supervisors, or publicly humiliated when they failed to meet their production quotas. SACOM reports tell the story of some of these young victims:

Hou, a 19-year-old woman from Hunan province, hung herself in the toilet of her dorm room June 18, 2007, shortly after she had assured her parents that she would soon be coming home.

Sun, a 25-year-old college graduate from Yunnan province, jumped to his death from his 12th-floor room July 16, 2009, after he was allegedly blamed for losing a prototype for a new iPhone. According to SACOM, Sun was detained by security officers, placed in "solitary confinement," subjected to "psychological pressures," and allegedly beaten. In a final chat with friends shortly before he killed himself, he described the relief he felt in planning to take his own life, "thinking that I won"t be bullied tomorrow, won"t have to be the scapegoat, I feel much better."

Ma, a 19-year-old native of Henan province, was found dead near a stairway of his dormitory Jan. 23, 2010. An autopsy concluded that he had fallen to his death. His sisters later insisted their brother died from a beating after he had accidentally damaged equipment at work.

After a rash of suicides at the Foxconn plant in early 2010, the company took action: It strung nets around the dorms to catch any workers who might try to kill themselves by jumping. It also sealed balcony doors and barred access to roofs. Workers were reportedly urged to sign a statement promising not to kill themselves and to "treasure their lives." Apple said later in a report on Supplier Responsibility that it was "disturbed and deeply saddened to learn that factory workers were taking their own lives" and pledged to take steps "to help prevent further tragedies." The company launched a search "for the most knowledgeable suicide prevention specialists" and commissioned a study so as to better "support workers" mental health in the future." Apple also commended its contractor Foxconn for taking "quick action," including "attaching large nets to the factory buildings to prevent impulsive suicides."

Once the nets were installed, the number of suicides dropped, but working conditions at Longhua and other Foxconn plants have changed little if at all, according to SACOM. Although Apple has pledged to work with Foxconn to improve conditions, in SACOM"s view the company failed to follow through and insist on reforms, and so many of the conditions that prompted the suicides still exist.

Following the suicides, Foxconn and Apple stepped up plans to move more iPhone and iPad production inland to cities in central and western China, where there is even less oversight of living and working conditions. One major center for iPad production is now Chengdu, in western China, nearly 1,000 miles from Hong Kong.

In the plant"s first year of production, an explosion apparently caused by faulty ventilation rocked the plant, killing three workers and injuring 15 others. SACOM investigators interviewed workers at Chengdu and found that many of the same conditions afflicting Apple workers at the east coast plants were present at Chengdu: Workers labored for hours at a time applying chemicals, sealants, and parts to iPads, assembling objects they knew they would never have the money to buy. One young worker lamented that he couldn"t even dream of owning an iPad because it would "cost two months" salary." Again, a far cry from the early days of Apple in the states. Bill Stamp remembers early in his career when the company asked workers to come in on a Saturday and gave everyone a new Macintosh as a reward for a job well done.

To Stamp it"s amazing to realize how quickly it all changed - how the door to so much opportunity and a secure future suddenly slammed shut after Apple began to subcontract out the making of its basic products and then shipped all the work to other countries. One day they had great jobs and the next day some were nomads, going from one employer to another, never knowing how long each job would last.

Stamp never got the joint memo from Congress and Wall Street: If you are over 50 years of age, only a lucky few will obtain meaningful jobs in the future. Everyone else is out of luck. Congress has decided that people must continue to work until their 70s, but has refused to provide the economic structure to do so.

Unlike so many people, Stamp now sees his future clearly. As is the case with tens of millions of other Americans, it does not include retirement. Says Stamp:

DENVER, Feb 8 (Reuters) - As U.S. oil rises toward $100 a barrel, producers in some high-cost shale basins are buying properties and adding rigs and frack crews in places that fell silent when prices crashed early in the pandemic two years ago.

Benchmark U.S. prices last week topped $93 a barrel, up around 65% in the last 52 weeks and the highest since 2014. U.S. producers are cranking up spending at double-digit rates as fuel demand has soared and fears have waned that OPEC will again punish them by flooding the market with crude that is cheaper to produce.

Some executives say current high prices and relatively low service costs make production economics the best in years. Firms are buying U.S. oil, pipeline and gas processing rivals in a bet that higher prices will more than cover rising costs of labor and equipment.

"Drilling economics today are better than they’ve ever been since the shale revolution started," said Chris Wright, chief executive officer of Liberty Oilfield Services (LBRT.N). Closely held companies, in particular, are accelerating output, he said.

New activity is stirring in secondary oilfields like Colorado"s DJ Basin, Wyoming"s Powder River, Louisiana"s Haynesville and North Dakota"s Bakken shale, which last year lost its spot as the second largest U.S. oil producing region.

Spending budgets among U.S. independent producers are up 13% over a year ago, according to analysts at Cowen. Among secondary fields, the natural gas-rich Haynesville is among the only to fully recover output from the 2020 oil-price crash. Other shale fields, including the second-largest producing oilfield, are adding to holdings and rigs.

"When you look at the oil prices in the Bakken, the prompt price is close to $90 a barrel," said Bob Phillips, chief executive of energy pipeline company Crestwood Equity Partners. "That doesn"t happen very often."

Last week, Crestwood completed a $1.8 billion deal to purchase Oasis Midstream Partners" oil, gas and gas-processing assets in North Dakota and Texas as part of a plan to become a top-three midstream operator in the Bakken, Powder River and Permian shale fields.

Shale dealmaking that leads to more output could accelerate this year, said Andrew Dittmar, who specializes in merger and acquisitions for energy tech firm Enverus.

In Wyoming"s Powder River oilfield, Continental Resources has made several acquisitions since last year, the latest from Chesapeake Energy. That purchase could revive the area"s output, said Crestwood"s Phillips.

Continental is scheduled to release its fourth-quarter results next week and has not yet highlighted its 2022 budget or plan, a spokesperson said.U.S. oil futures are nearing $100 a barrel, and last week traded above $93 a barrel - the highest level since 2014.

Ben Dell, managing partner at energy investor Kimmeridge Management and interim CEO at Colorado"s Civitas Resources, said every basin is enjoying an uplift from higher oil and gas prices.

In the Haynesville shale in East Texas and Louisiana, natural gas production is forecast to hit a record 14.1 billion cubic feet per day this month, according to U.S. government data.

Output gains are happening so fast production forecasts in some areas have proven too low. Data and analysis firm East Daley Capital had estimated Haynesville output would rise 12% this year based on 37 active rigs.

There are 42 now drilling, five more than it expected for the year. "There is further upside to our current forecast," said Rob Wilson, a vice president at East Daley.

Still, outside of Haynesville and the Permian, oilfields lag their peak production. Bakken producer Hess Corp. aims to increase its overall production by 12% to 15% this year, driven by output in the Bakken and Guyana. Chevron plans to boost its Permian shale output 10% and Exxon said it could deliver 25% more oil and gas from its Permian holdings.

In the Bakken, oil output is around 1.2 million barrels per day (bpd), below its 1.52 million bpd late 2019 peak. In the Eagle Ford shale of South Texas, oil is averaging 1.1 million bpd, off the peak 1.7 million bpd in early 2015.

U.S. producers have been adding three rigs per week, but they would need to add 11 rigs per week to hold production at current levels, according to Mizuho analysts.

Ron Ness, head of trade group North Dakota Petroleum Council, said supply chain challenges could limit production gains this year, as could investors demanding higher returns.

"Unless $100 plus oil changes the investment mindset toward growth, I"m not sure we will see 1.5 million barrels per day again" in the Bakken, he said.

PRAIRIE LITHIUM CORPORATION (“Prairie Lithium” or the “Company”) has converted two crown mineral exploration permits with a combined area of 6,795 acres, into 21-year mineral leases. To the Company’s knowledge, the mineral leases SML001 and 002 are the first crown mineral leases issued for lithium by the province. This is important because leases are required before companies are allowed to produce a resource at commercial scale production rates. This achievement illustrates the progress Prairie Lithium has been making towards readying its resource for deployment of direct lithium extraction technology (DLE) on its lithium-rich brine resource in Saskatchewan.

Conversion to a lease is only possible when a Company has met the minimum work requirement expenditure associated with an exploration permit. Prairie Lithium’s conversion of mineral permits to 21-year mineral leases is a direct result of the exploration work undertaken in 2021 to better understand the distribution of lithium in the Duperow Aquifer in Southeast Saskatchewan. The exploration program included drilling a new well (14-33-002-12 W2M) and re-completing a well at (01-02-001-12 W2M). Representative fluid samples were collected from eight separate zones in the well at 14-33 and three separate zones in the well at 01-02. In addition to collecting fluid samples, the 14-33 well was flow-tested for overall productivity because long-term sustainable production of brine will be necessary for project viability.

The permit to lease conversion allows Prairie Lithium the opportunity to advance their research and development at a meaningful scale in the field at the appropriate time. Prairie Lithium intends to scale-up and deploy DLE technologies that will maximize the long-term value of its resource. In parallel to its own DLE technology development, the Company is also actively assessing external DLE technologies to ensure that it is utilizing the most cost effective DLE process for long-term production of its resource. The Company acknowledges that DLE technologies are not yet ready to be commercially deployed. The permit to lease conversion will allow Prairie Lithium the opportunity to test DLE technologies on its resource in real world conditions.

Additionally, Prairie Lithium continues to advance their exploration program in 2022, securing Panther Drilling and Independent Well Services Ltd. to perform re-entry work on one of the newly acquired wellbores mentioned in the Company’s previous press release on Sept. 21, 2022. This well is being completed to measure lithium concentrations across Prairie Lithium’s main target intervals within the Duperow Formation and to understand the productivity across these intervals to ensure a sufficient volume of lithium-rich brine can be produced for long term development. The workover and flow testing are expected to be completed by Dec. 1, 2022.

Prairie Lithium is a private lithium resource and technology developer situated in the heart of the resource-rich Williston Basin in Saskatchewan, Canada. For more information about the Company, please visit www.prairielithium.ca or contact info@prairielithium.ca.

FORWARD LOOKING STATEMENTS: This press release contains forward-looking statements, within the meaning of applicable securities legislation, concerning Prairie Lithium’s business and affairs. Such statements include, but may not be limited to, those with respect to: (i) Prairie Lithium’s ability to produce both lithium carbonate and lithium hydroxide from the lithium solution extracted using its Lithium Ion Exchange (Plix) technology; (ii) Prairie Lithium’s land holdings containing brine with the expected lithium concentrations; (iii) Prairie Lithium’s anticipated exploration and project development activities; (iv) Prairie Lithium’s continued expertise in brine hydrochemistry and hydrogeology; (v) the potential for the lithium extraction industry in Saskatchewan, a continued stable legal regime governing the industry in Saskatchewan, and continued support from all levels of government; (vi) price of battery grade lithium and future global demand; and (vii) use of proceeds from the private placement.

These statements are based on expectations, and are subject to uncertainty and changes that may cause actual results to differ materially. Although Prairie Lithium believes that expectations represented in such statements are reasonable, there can be no assurance that these expectations will prove correct. Since forward-looking statements address future events and conditions, they involve inherent risks and uncertainties. Actual results could differ from those anticipated due to a number of factors and risks. These include, but are not limited to, risks associated with the lithium industry in general, operational risks in relation to the Company"s activities, the uncertainty of estimates and projections relating to production, health, safety and environmental risks, constraint in the availability of services, commodity price and exchange rate fluctuations, changes in legislation impacting the lithium battery industry and uncertainties resulting from potential delays or changes in plans with respect to exploration or development projects or capital expenditures.

All of the forward-looking statements made in this press release are qualified by these cautionary statements. Readers are cautioned not to place undue reliance on such forward-looking statements. This information is provided as of the date of this press release, and Prairie Lithium assumes no obligation to update or revise them to reflect new events or circumstances, except as may be required under applicable securities legislation.