bluuebunny/crossref_metadata_2025 huggingface dataset:
One-to-One Learning—Using Digital Technology to Endow Children in Nigeria with Knowledge for a Sustainable Future
Authors: Edozien-Nwogbe Valerie , Zubiller Love , Amber Simone , Smith Mark
Published: July 2010

Over 10 years ago, an oilfield services company launched an outreach program focused on underserved communities where its employees live and work. The program empowers employee volunteers and educators—including teachers, parents, and other mentors—to share their passion for science with students aged 10 to 18. The program draws on the technology and science expertise of the volunteers to engage students.

Today, an innovative multisector collaboration among the company's community outreach program, two nongovernmental organizations (NGOs), a mining company, and a national government is expected to produce fundamental improvements in how children learn in several Nigerian schools. Under the program, 6,000 students will each receive a laptop computer specially designed by the One Laptop per Child (OLPC) educational initiative. Students will use these computers to learn mathematics, science, and other fundamentals—both independently and collectively.

The initiative combines technology with established educational methods to actively engage students in their own education. In reaching across the boundaries that typically separate business, government, and civil society, the program draws on the expertise, experience, and authority of each partner to revolutionize how children learn in the digital age.

In addition to containing tools for learning standard curricula, the laptops provide programs that teach selected global sustainability themes—developed, proven, and supported over the years by the oilfield services company's outreach program.

This paper will present the details of the collaboration process as well as describe the challenges and successes that the program has faced in Port Harcourt, Nigeria, and nearby locations, where it will soon be implemented.
North Kuwait Miscible Gas Eor Study
Authors: Al-Ajmi Moudi , Al-Anzi Ealian , Al-Anzi Hamed , Karaoguz Osman , Al-Ghadban Asma'a , Baroon Bodoor , Al-Dhuwaihi Abdul Aziz , Al-Otaibi Basel , Wigg Howard
Published: July 2010

KOC undertook a major leap in its FDP expansion programme by a very comprehensive Miscible Gas EOR feasibility screening review of the North Kuwait (NK) Sabiriya and Raudhatain oil fields. This paper will highlight the major findings of the Phase 1 of this project executed in 2008. Phase 1 evaluated available resources and data required for implementation of an EOR Pilot followed by a full field implementation. Main emphasis was to evaluate EOR injectant supply options and identify a most-likely first source with the associated risks. The workscope encompassed 4 major task items: ▪Investigate and rank alternative injectants for technical/economic feasibility, recovery efficiency & local availability point of view:–CO2-the quality, quantity, usability from the industries, factories, power-plants.–Mixtures of CO2 & NGL from Jurassic Condensate–Feasibility of other methods such as water-alternating-gas (WAG) or nitrogen (N2) injection–Evaluate the Heavy Oil Project emissions as injectants.▪Review PVT EOR laboratory studies conducted by KOC to date. Screen data for consistency and representativeness for PVT/EOS modeling in Phase-2 sector/pattern reservoir simulation work. Characterize fluid property variation vertically and areally. Make recommendations.▪Review the completion and facilities for suitability in a CO2 & other injectant environment. Provide a first pass assessment of the associated gross economics to implement EOR scenarios that may require changes/uprgades to the surface facilities and/or completions.▪Review coreflood SCAL studies, solubility and miscibility tests including WAG. Compare waterflood and immiscible/miscible tertiary gasflood relative permeability experiments. Establish the need for carbonate rock leaching experiments for CO2 injection. Establish the need for asphaltene precipitation experiments for heavy API grades.

The study identified pure CO2 and CO2/NGL mixtures as the most plausible miscible gas options worth pursuing a pilot study. For each Miscible Injectant type, the source options & supply volumes and the CAPEX and OPEX cost estimates were established. Semi- analytical recovery models were used to evaluate the EOR recovery efficiencies of the individual reservoirs, net injectant requirements and product streams.

The detailed EOR cost model was built using the actual KOC well and facility cost Database and CAPEX and O&M costs for the industrial sourced CO2.

A preliminary economics was performed using input from both models above. A pilot project to demonstrate the feasibility of CO2 WAG was also proposed.
Balancing Development with Environmental Stewardship in a UK Special Area of Conservation
Authors: Morton A. , Yip-Hoi T.
Published: July 2010

The discovery of a significant gas field in the UK Southern North Sea (SNS) beneath the Dogger Bank draft Special Area of Conservation (dSAC) required subsequent development activities to be appropriately planned and implemented. Previously, Operators in the region had responded to increasing demands to sustainably manage their activities by formulating a coordinated strategic approach to environmental management. This was accomplished by:

Preliminary scoping to identify key environmental sensitivities Developing a comprehensive picture of the regional environmental baseline by sharing environmental data through a dedicated SNS Environmental Network Sharing good practice with respect to mitigation measures

Early dialogue between the Operator, the UK Government Regulator and stakeholders highlighted a key concern that pipeline installation and deposition of rock stabilisation material did not affect the integrity of the protected dSAC feature. The decision-making process and selection of mitigation measures were improved by: an early consideration of appropriate best practices and other Operators’ experiences; supplementation of standard assessment data via a more extensive data gathering programme; intelligent surveying to delineate and characterise sensitive habitats; and post-impact surveying of previously developed sites. In addition, the project team invested time and resources to address recommendations made by the SNS Environmental Network, the outcomes of which informed project design to the benefit of the protected area. For example, the pipeline route was optimised to reduce benthic disturbance and the likelihood of upheaval buckling and thus the need for subsequent deposition of rock stabilisation material.

Recommendations arising from an extensive review of UK marine oil and gas environmental statements were followed during compilation of the project Environmental Impact Assessment (EIA). This ensured robustness of the information provided, facilitating the regulatory review process. Financial risk was decreased by avoiding project delays while offering the maximum time to seek solutions. Commencing the EIA early in the project life cycle ensured that the most effective mitigation measures could be considered, thus reducing the likelihood of an unfavourable environmental outcome. The lessons learned from this project are of value to other Operators seeking sustainable development solutions in areas of high conservation importance.
Joint Industry Programme on Exploration and Production Sound and Marine Life: Update on Research Progress
Authors: Michael J. L. , Notor L. , Campbell J. , Hedgeland D. , Jenkerson M. , Melton R. , Tait R. D. , Tsoflias S.
Published: July 2010

A group of 14 oil and gas companies and the International Association of Geophysical Contractors (IAGC) through the International Association of Oil and Gas Producers (OGP) have been funding the Joint Industry Programme on Exploration and Production (E&P) Sound and Marine Life (JIP). The JIP funds research to reduce the uncertainty around the risk of negatively impacting marine animal populations during E&P activities. While there is little to no scientific evidence showing significant negative impacts, there are gaps in scientific knowledge that create uncertainty in industry risk assessments. In the absence of complete data, environmental regulators may, and do impose, conservative restrictions on E&P activities aimed to prevent or mitigate the possibility of significant impacts.

JIP funded research is conducted by independent researchers and contractors and aims to advance understanding of the characteristics of industry sound sources, how sound emitted from these sources propagates in the marine environment and what the effects of these sounds are on marine life. The results of this research will inform risk assessment activities and help determine appropriate mitigation technologies and methods. It will inform the scientific community and regulators about potential environmental effects of operations; ultimately resulting in improved science-based decisions by regulators, and increased permitting efficiency for oil and gas projects. This paper discusses JIP projects underway and presents results that are improving understanding of offshore E&P operation and any associated environmental risks.

JIP funded research has made substantial progress in describing industry sound sources and developing mitigation and monitoring technologies that detect animals in the water column. Additional progress has been made in understanding the effects of sound on tissues and animal behavior and the biological significance of these effects.
Sustainable Social Investment: An IPIECA perspective
Authors: Leoni Guilherme Luís , Chaouch Adel , Wild Elizabeth , Buckley Hannah , Romer Ruth
Published: July 2010

Social investment programmes are the voluntary contributions companies make to the communities and broader societies where they operate. The objective of such investments is to benefit local stakeholders, to establish and maintain good relationships with them, and enhance the company's positive social impact on its host society.

There are many examples of companies implementing social investment programmes that have made a significant contribution to the well-being of the surrounding communities. However, despite companies’ best efforts and ongoing engagement, other social investment programmes fail to generate the goodwill that companies expect, and instead become a burden beyond the originally intended implementation period. In the worst cases, well-intended initiatives may even be used by stakeholders against the companies.

IPIECA, an organization that brings oil and gas companies together to share experiences and good practices in the environmental and social spheres, has committed efforts dedicated to understand how to systematically address these questions. A guidance document on ‘Creating Successful, Sustainable Social Investment’ resulted from this work, and forms the basis for this paper.

This paper introduces a framework for the design of successful, sustainable social investment programmes. It has been proposed based on general observations, lessons learned and emerging trends collected from a series of interviews with social investment experts in oil and gas companies operating worldwide, which are discussed on this paper. The paper also brings a discussion on the proposed framework based on the experiences of IPIECA members and their stakeholders. It attempts to address questions of how to incorporate sustainability into social investment programmes and how to measure their impacts and benefits.
Reducing Accidents through Implementing Behavior Change via Observations and Interventions
Authors: Camargo Marcelo , Fox Chris , Lopez Juan Carlos , Maso Philippe , Sanchez Caldera Rafael Moises , Moya Erick Jose , Cardozo Thania
Published: July 2010

Safety culture has matured significantly in the oil and gas industry. Accident rates have declined substantially in recent decades and two important step change improvements can be observed. The first relates to the introduction of basic safety controls, the second to the development of more complex management systems. The oil and gas industry and the health and safety community believe that the next step change can be achieved through behavior-based safety (BBS).

While BBS is a long-established concept, its implementation as a discipline has been limited. Many companies have found that long-lasting behavioral change that reduces accidents is not easy to accomplish. Investigations continue to show that most accidents are associated with unsafe acts.

This paper describes the launch of a BBS program in an oilfield services company. The program provides employees with practical skills such as how to observe unsafe acts and how to intervene before an accident happens while overcoming interpersonal relationship barriers. Observing and encouraging safe behaviors is equally emphasized. The training is complementary to the company's other injury prevention, competence, and accountability programs.

The paper describes the program, the training methodology, its application on a continent-wide scale, and the measurement of results over the first full year of implementation and tens of thousands of interventions. The findings and the methodology can be applied to organizations of almost any size as a practical methodology for improving behavior.

The results show that, based on this methodology, which encourages open conversation, risk awareness, and mutual commitment, risk reduction at a work-site can be achieved. Accidents may be further reduced, improving from the current plateau in accident rate performance. For this oilfield services company, the BBS program is a significant contribution to its health, safety, and environment training practices: promoting a visible management style; serving as an important means of measuring active supervision; improving communication and feedback; and encouraging safe behavior.

The authors hope that this paper will help engaged organizations to move up the HSE culture maturity ladder and enjoy its many benefits.
Review and Analysis of Industry's Management of the Sound and Marine Life Issue
Authors: Gill G. C. , Tsoflias S. L
Published: July 2010

There are increasing concerns about potential impacts from anthropogenic sound on marine mammals and marine life, including sounds generated by oil and gas exploration and production (E&P) operations. The scientific understanding of the potential impacts of anthropogenic sound has expanded significantly in the last two decades as the issue has gained public attention and research prioritization, but important gaps in knowledge still exist. The complexity of the ocean environment, the variety of species, and the different types of sounds generated by E&P operations make it difficult to generalize about what impacts, if any, E&P sounds have on marine mammals and marine life. Seismic surveys (including near surface, shallow hazard surveys) have so far received the most scrutiny. Legitimate concerns also exist regarding sounds produced by other E&P operations such as subsea processing and production equipment, pipeline dredging, construction operations (especially those involving pile-driving), and even traffic from helicopters and service and supply vessels.

Although fewer today, the remaining gaps in knowledge mean the E&P industry often cannot characterize with sufficient certainty what impacts, if any, are caused by sounds produced from E&P operations, nor can we demonstrate with scientifically verified knowledge that potential impacts are biologically insignificant. As a result, governments are increasingly taking a precautionary approach, thus requiring the management of sounds from E&P operations based on the assumption these sounds cause significant negative impacts on marine mammals and marine life. This precautionary management of sounds from E&P operations has become a significant issue for the E&P industry.

In order to responsibly and effectively manage the sound and marine life (SML) issue, E&P industry personnel need to understand the issue and its importance as well as how it effects E&P industry activities. Recent experiences illustrate the many challenges our industry faces in globally managing the SML issue. The E&P industry's response to the SML issue, including key recent developments and areas for improvement based on lessons learned, will be presented.
Moving from Investigating to Analyzing Incidents: Supporting Organizational Learning
Authors: Hudson Patrick
Published: July 2010

Incident investigation techniques in all high-hazard industries concentrate primarily on the immediate causes, such as the technical failures and the more frequent human shortcomings that led to the incident. Issues that are identified at these superficial levels of investigation and analysis tend to be local and hard to relate to deeper underlying causes that may be company-wide. Answers to more abstract questions, about organizational and cultural issues, provide much more useful information that organizations can use to implement preventative programs with far-reaching benefits rather than just treat symptoms of the underlying problem that may do little to prevent the next incident.

The ‘statistical’ approach described in this paper relies upon the notion that lower accuracy of assignment to a cause category in any single accident analysis can be compensated by averaging over larger numbers of incidents. Investigators often remain close to the event because the evidence is more concrete and less ambiguous at the level of the immediate causes, resulting in a tendency to reinforce the idea that front-line operators are the primary causes of accidents – if only because no evidence is offered that there was a deeper-lying set of causes within the organization.

This paper describes a method for analyzing incidents that allows for the aggregation of multiple causes, taking different points of view, rather than being based upon an essentially linear approach such as event trees. The different categories chosen can be aligned with the organization's requirements for learning and improvement, as opposed to the primary aim of supplying an accurate description of what happened. The paper shows how it is possible to distinguish local from company-wide influences and demonstrate trends in underlying factors.
Comparison between Acute and Chronic Toxicities of Drilling Fluids in Brazil: Is It Possible to Determine a Correlation between Them?
Authors: Cupelo A. C. , Marroquim A. C. , Franca Filho J. , Rabke S. P.
Published: July 2010

Establishing a regulation for the use and discharge of drilling and completion fluids in Brazil has been a challenge. The lack of specific procedures and limits for some of the environmental control parameters has been generating difficulties for the final approval of these fluids, requiring additional efforts and provoking discussions between the oil companies, suppliers and the Brazilian environmental authority.

One of the most relevant control parameters required for the use and discharge of fluids in the environmental permitting processes is the evaluation of acute and chronic toxicity on marine organisms. Even though the limit required for acute toxicity using the mysid shrimp Mysidopsis juniae is well defined (96-hr LC50 >30,000 ppm of SPP), there is not a limit established for the chronic toxicity using the larval stages of the sea-urchin Lytechinus variegatus, making the acute value the only established parameter used to define the approval of the fluids. Therefore, although chronic results are being generated for several fluid formulations, due to the lack of a specific limit, no direct use is being made of these results.

The main purpose of this work is to contribute to the knowledge and proper use of toxicity results by comparing the values obtained for acute and chronic tests. For this evaluation, results obtained for different types of drilling and completion fluids will be used, both aqueous fluids (AF) and non-aqueous fluids (NAF). The results were analyzed by statistical tools to determine if a correlation between the two types of toxicity assays is feasible, considering the type of fluid evaluated.
Putting Lagging Indicators in the Rear View Mirror with Broadly Applicable QHSE Process-based KPIs
Authors: Stough Joe
Published: July 2010

This paper will provide an overview of how a software products and management services company in partnership with some of the world's leading Energy companies have been shifting focus away from the standard incident-based lagging metrics. These companies have begun driving leadership accountability to improve QHSE performance with a set of "leading" management KPI's which are drawn from organizational treatment/execution of QHSE business processes.

We will review the collaborative "research and analysis" process which has revealed a myriad of leading metrics which are calculated / applied as broadly as incident-based, lagging metrics. We will show how combining a large global data set with some fundamental statistical methods has resulted in finding the most meaningful leading KPIs.

We will explore the analytical results from a large data set involving thousands of sites across the globe for both Energy companies and Oilfield Service businesses which serve as contractors to them. We will discuss how many different types of "potential leading indicators" are being extracted from this data set and are being analyzed mathematically to identify the most meaningful KPIs.

Then, we will review the result of this analytical work, which entails the field-level use of these KPIs on management performance reports. We will show how the analytical conclusions are being applied as a set of process-based benchmarks which are being used to assist companies with selecting the most appropriate KPIs per their specific state of QHSE business processes.

Finally, the ultimate significance in this approach lies in how these companies are shifting their focus from traditional reaction-based performance management toward establishing an iterative system of continuous improvement. To conclude, we review examples of leading KPI scorecards and demonstrate how these performance reporting tools evolve over time.
Petroleum Enterprise Intelligence in the Digital Oil Field
Authors: Records Louis Russell , Shimbo David
Published: July 2010

The petroleum industry is facing volatile energy prices, increasing government regulation and taxation, difficult operating environments, strict environmental, health, and safety demands and escalating competition. But the Digital Oilfield — a composite of people, processes and technologies — is enhancing the productivity and reducing the costs for exploration and production (E&P) workers and oilfield managers across the globe in leading companies. The essence of the Digital Oilfield is managing the entire process from exploration to production to facilities operations in an optimized, real-time way with the integration of all business partners – the operators, service companies, logistics providers, software & technology providers, and various governmental regulatory agencies.

A key driver of the Digital Oilfield is the explosion of digital information that is created by real-time data gathering systems, new modeling and simulation tools, and information created by collaborating employees. Most E&P companies struggle with the management of this increasing volume of enterprise information. This information base includes data, information, and knowledge from the domains of finance, exploration, drilling, reservoir management, operations and maintenance. The management of this information is critical as it represents a huge investment in expensive oilfield equipment and skilled human resources. Effective operational decisionmaking requires information about current and past operations along with data stored in E&P and ERP systems. This paper describes the evolution of a new tool to access and integrate these diverse sources of information in the context of the work that field managers and engineers do every day. This paper is copyrighted by the Society of Petroleum Engineers.
Multi-Asset Production Support Centre—Generating Values
Authors: Lejon Kjell , Hersvik Karl Johnny , Bøe Arild
Published: July 2010

Recent years have seen a profound change in the way the oil industry works. This change goes under the name of Integrated Operations, i-field, smart field and similar. The core to this change is a more effective use of data and competence irrespective of distance, organization and professional discipline. In Norway most operating assets have now made important steps towards implementing Integrated Operations in the form of collaboration between the offshore operations and the land based asset organization as their standard operating procedure. This implementation has changed the way of working within the assets in an irreversible manner.

A next step in this change process could be to implement the IO philosophy to multi-asset technology support. Statoil has several multiasset support-centres in operation. In October 2008 a "Production Support Centre" – PSC – was launched to provide multidisciplinary support within production optimization to the assets. The establishment was based on a holistic view of production optimization – from the reservoir to the offtake - and hence comprised many different disciplines within productionand process technology in one support centre.

The paper describes the philosophy behind establishing the Production Support Centre, how this philosophy has been implemented within the current business model of the company and the experience gained after one year of operation. The centre is involved in tasks ranging from online support to complex, multidisciplinary issues – "Task Force Support". The experience clearly indicates a need for such a centre in particular with regards to "Task Force Support". The paper will also include a discussion on how such centres contributes to improved value creation.
Implementing New Business Model Securing Real-Time Drilling Data Onshore
Authors: Halland Thomas , Solnordal Dag , Larsen Hans Freddy , Jensen Leif Kristian , Lande Frode Jansen , Berggraf Oivind
Published: July 2010

In 2007 Statoil had deployed new work processes as part of the Integrated Operations (IO) initiative. Many decision makers were already moved from offshore to onshore locations resulting in very high requirements for real-time drilling data onshore. Discussions with the major service companies indicated that meeting these new requirements was not an easy task.

The business model available gave the service companies little or no incentive to invest huge amounts of money upgrading their real time solutions according to these new requirements.

A project was established in order to implement a new business model between Statoil and the service companies securing deliverables according to the new requirements.

The idea was simple: change the end-point of the real-time data deliverables from offshore to onshore, and implement KPI’s linked directly to the MWD/LWD and ML invoices each month.

For each milestone activity we will present our initial thoughts, what we learned from the implementation, and the final results:

Changing the contract templates for MWD/LWD and ML to enable measurable KPI’s. How to convert technical KPI scores to financial impact (bonus/penalty). Implementing new contract templates for a subset of drilling operations. Creating new WITSML based technology automating KPI measurements. Establishing work processes between operator and service companies in day-to-day operations.

We will present our observations and conclusions, the main conclusion being that the new business model helps to ensure high availability and quality on real-time data to onshore locations. This again enables a key feature of the new work processes: Quality decisions onshore founded on the best datasets available at any given time.

The conclusions and achievements are based on experiences from having used this new business model in operations since March 2009.
Installation and Implementation of "Smart Fields Foundation" on a Brown Field Asset, Adding Value without Major Capital Investment
Authors: Gerrard Carl A. , McCabe Heather , Beck Andrew D.
Published: July 2010

Within the Exploration and Production (E&P) industry much focus has been on the application of "Smart" technologies. Deployment of these technologies has frequently focused on new field developments, where costs of installation and training of users are included in the overall field development cost.

However within the Royal Dutch Shell group of Companies ("Shell") a significant volume of hydrocarbon production comes from mature assets, where the business case for such large investment is not always clear. The level of installed instrumentation and it’s condition on these platforms, whilst not impacting on the integrity of the asset, is not always optimal for the implementation of "Smart" technologies.

Globally within Shell two programs, Well and Reservoir Management (WRM) and Smart Fields Foundation Mark I ("Mark I"), are being deployed to a number of assets. These programs focus on "fixing the basics" and deploying a minimum "foundation" level of smartness to support field management best practices.

The successful implementation of Mark I requires new ways of working for all members of the asset; from offshore operators through to onshore petroleum engineering staff. Using a set of integrated applications and processes, it is only when these changes are fully embedded that the production and other benefits expected by the project are realised.

The authors describe both the technical installation and subsequent implementation of Mark I on the Nelson platform in the central UK sector of the North Sea. The topics covered include; challenges in the installation project, changes to the way operations are executed in the asset, organisational changes and the development of a support structure to ensure the Mark I applications remain sustainable. The paper documents the benefits realised from an implementation that is focused on changes in peoples working practices with minimal capital investment.
Intelligent Energy Concepts in Executive Education for Oil & Gas Professionals
Authors: Currie P. K. , Bos C. F. , Berkhout A. J. , Weijermars R.
Published: July 2010

The Intelligent Energy vision is particularly relevant to mid-career professionals with strong management potential. As aspiring asset or service managers, this group has a strong need to improve their analytic and integrative skills, and adopt the holistic view of the industry which characterises the Intelligent Energy approach.

This paper describes results of five years experience with an Executive Master program for mid-career professionals. The program was initiated at the time that Intelligent Energy concepts were being formulated, and embodies many of those principles. It is designed to achieve, within twelve months, a quantum leap in the multi-discipline integration and multi-level abstraction skills of participants, enabling them to solve efficiently complex managerial problems much earlier than traditional training programs. They learn to formulate an integrated vision of the E&P value chain and how this creates a framework for computing added value of individual projects. Mastering this skill is normally achieved after years of experience. The course could be labeled "the MBA for E&P professionals", however with both feet firmly on technical ground.

The core of the program is the thesis project, which is designed to integrate all skills acquired during the program using real-world company data. It consists of two parts: an individual thesis topic relevant to the participant’s work in their own company; and a team thesis in which the group creates a virtual company and makes a corporate analysis of the portfolio generated by the individual projects.

The paper gives a brief overview of the program, emphasising the shared vision with Intelligent Energy. We then discuss in detail the thesis project, and use examples of the individual theses to illustrate how the graduates and their theses act as catalysts for industry best-practices on their return to their home company.
Business Value from Intelligent Fields
Authors: Berg Frans van , Perrons Robert K. , Moore Ian , Schut Gert
Published: July 2010

The Smart Fields programme has been active in Shell over the last decade and has given large benefits. In order to understand the value and to underpin strategies for the future implementation programme, a study was carried out to quantify the benefits to date. This focused on actually achieved value, through increased production or lower costs. This provided an estimate of the total value achieved to date. Future benefits such as increased reserves or continued production gain were recorded separately.

The paper describes the process followed in the benefits quantification. It identifies the key solutions and technologies and describes the mechanism used to understand the relation between solutions and value. Examples have been given of value from various assets around the world, in both existing fields and in green fields. Finally, the study provided the methodology for tracking of value. This helps Shell to estimate and track the benefits of the Smart Fields programme at company scale.
A Journey to Improvement; Value from Central Support Using an Integrated Collaborative Environment
Authors: Roberts S. J. , Setrem M. , Pierpoint N. , Forbes P.
Published: July 2010

In November 2007 BG Group implemented a Drilling Integrated Collaborative Environment (ICE) for the North Sea HPHT drilling schedule ((1) Setrem et al 2008, SPE 112121). The aim was to change the way the well engineering teams based onshore and offshore work together, enabling collective experience to be used for the benefit of the drilling programme. Following the success of this centre, BG Group has opened a global network of drilling, operations and production optimisation ICE.

The first section of this paper reports the benefits delivered and learning points realised following one full years’ operation of the Drilling ICE using case studies to illustrate key points and findings including:

Technology uptake and its relationship to people and process change The organisational model adopted on and offshore, behaviours observed and feedback from onshore and offshore team members. The range of benefits realised from the ICE facilities during operation of three wells, and how closely the benefits delivered corresponded to those planned.

The second section examines the global ICE network; the challenges of stepping up from asset based to global network functionality, the opportunities for delivering increased value from a global network and what the key enablers are for adding value.

This paper provides an update on BG Group’s journey of changing the way it works.
Greater Plutonio - Real Time Reservoir Management in a High Cost, Deepwater Environment
Authors: Booth Dave , Sebastiao Pedro
Published: July 2010

Greater Plutonio is BP's largest subsea development with a planned first phase of 43 high rate subsea development wells of which 34 have been drilled. A relatively low level of classical field appraisal was performed because of high costs coupled with the fast project pace. Innovative subsurface management has therefore been required to reduce substantial uncertainty during the development phase.

The start-up of Greater Plutonio achieved several firsts for BP using real-time capabilities. Extensive learnings from reservoir interference data from rig-based tests influenced the drilling order and enabled early understanding of reservoir connectivity. Appling applicable technology included 100% reliant on subsea multi-phase flow meters for well testing; downhole flow control for selective zonal water injection; and extensive use of remote sensing technologies. Real-time data has been relayed to desktops in Angola, UK and elsewhere. The data is integrated with well models to facilitate immediate well and reservoir management. The first 4D seismic survey was acquired 16 months after first oil.

Successful subsurface and wells management demonstrated sufficient production potential to allow field rates of greater than 200mbd after just 3 months of operations. Over 300mmscf/d of gas injection potential and greater than 300mbwd of water injection were achieved within a year of first oil. Injection has been into every producing reservoir zone. The remote access to real-time data is enabling operations to make better decisions faster and reducing the numbers of field staff.

Full voidage replacement in 2009, to allow sustainable plateau production, is ahead of plan. The enhanced reservoir understanding from the pre-first oil and ramp-up data reduced subsurface uncertainties during the early phase of the Greater Plutonio development and will continue to play a crucial part in increasing ultimate field recovery.
Well Performance Monitoring (WPM): Creating Added Value from Raw Data - Application to the Girassol Deepwater Field Case
Authors: Khan Furqan , Goujard Victor , Tincelin Pierre-Henry , Tison Marc , Foucault Hugues , Kessler Nicolas
Published: July 2010

Capitalizing on early successes in advanced well control and real-time monitoring, Total has engaged in a major "Digital Field" initiative. Combining both proven and leading-edge technologies, the Field Monitoring template is providing a powerful tool for well and facilities performance monitoring and optimization. This paper presents the concept of the Well Performance Monitoring (WPM) module, and the early results of its pilot application which is being implemented in 2009, at the Girassol field located offshore Angola.

The WPM module constitutes an integrated real-time monitoring solution for subsea installations, from reservoir inflow to receiving facilities. Proposing advanced features such as a common asset model, a business orchestrator and a web-based interface, the tool provides remote access to timely and quality field data and improves communication and collaboration between offshore and onshore, as well as support by specialists from E&P headquarters. Functional capabilities include data validation, virtual metering, wells and networks modelling, smart alarming and production optimization. Specific workflows have also been defined to sustain continuous updating of the models to match observed field behavior.

This paper illustrates the benefits of the WPM solution in terms of improved production and enhanced well diagnosis. It also reviews the organizational challenges associated with such a project and discusses the key factors ensuring successful implementation and good support from onsite teams.

WPM brings forth a new approach for the intelligent surveillance of complex subsea production systems. The Well Performance team, as well as the Production and Reservoir teams have gained benefit from such a tool. Pertinent information is delivered to the right people in real-time, enabling instant diagnosis and minimization of production shortfalls. In addition, the online simulator supports the continuous optimization of the field throughput by real-time integration of changing well behaviour or production constraints.
Multi-Disciplinary, Multi-User Process Monitoring: Cross-Discipline Development and Cross-Company Collaboration
Authors: Lunde E. , Hovda K. , Spjøtvold J.
Published: July 2010

Decision making, maintenance planning and operational responsibilities are distributed across a modern organization. An efficient process monitoring tool can provide valuable input to the organization's decision makers; from the day-to-day actions taken by a control room operator to long term maintenance planning. This paper presents newly developed data-driven and generic process monitoring software that has been developed through cross company collaboration between ABB and Statoil. State of the art fault detection algorithms are used for the purpose of monitoring a variety of processes, ranging from small tasks such as sensor integrity verification to plant-wide monitoring. In order to maximize the value of the presented process monitoring tool, it is evident that collaboration between people with different expertise is required. The functionality of the tool, the work processes and software framework are discussed and accompanied by illustrative examples.
Information Enabled Oil and Gas Production and Compression Systems
Authors: Vlatkovic Vlatko , D'Amato Fernando , Baldassarre Antonio , Ehteshami Mohammad
Published: July 2010

The maturing of fields and the difficult access to new fields raises the importance of the improving utilization of assets and increasing production rates and recovery factors. In compression applications, from LNG to pipelines to refineries, there is growing demand for increased process and equipment reliability, efficiency, and operability. While traditional plant automation technologies have been adequate for basic safe and reliable functioning of many oil and gas production processes, they are challenged to meet the growing performance demands of modern production systems. This paper shows how the traditional plant control architecture is now changing to a new paradigm based on advanced automation technologies to meet these challenges. The paper illustrates advanced system implementations enabling improved operation of overall production plants.
The Role of Human Factors Integration and Change Management Coaching in Integrating Multidisciplinary Teams Working in Collaborative Work Environments
Authors: Mueller Klaus , McClelland Corey , Anvar Amir
Published: July 2010

The emerging trend in Oil and Gas industries for multi-disciplinary teams spread across diverse geographical locations is virtual team working. This concept is a key enabler in a digital oilfield environment where real time communication enables efficient decision making between field and office operations. The Shell Smart Fields Program, Shell's digital oilfield initiative, has deployed the use of Collaborative Work Environments (CWE) as an enabler to optimize operational value across its operating units globally.

The fundamental pillars supporting a CWE implementation are 1) People, 2) Work Process, 3) Tools and Applications and 4) Facility. During the design and implementation phases of building a CWE, emphasis is typically placed on work process, tools and applications, and facility while the people aspect is embedded within other improvement areas. The Smart Fields Program has observed that integration of the People aspect is critical to ensure a CWE's success. Without an effectively and efficiently trained workforce, the new CWE processes will not flow as intended. To address this, Shell has developed a tested methodology focused on driving the required behavioral change to achieve the necessary performance.

This paper will focus on the importance of the people aspect in a CWE implementation, based on a 2009 improvement effort centered on Human Factors Integration (HFI) and behavioral change coaching. In particular, this paper will address: The role of HFI / coaching in CWE implementationsIdentification of relevant people issuesHow to provide continued / ongoing support to the ‘digital’ workforceIdentification within the organization of ownership for the new collaborative behaviorsThe necessary organizational structure required to support new ways of workingRequired behavioral changes to support the future workforceKey differences between staffing operations in a current oilfield versus a digital oilfieldLessons learned from deployment of above points
Wireline Formation Testing – Networking a Globally Distributed Team for Optimal Reservoir Characterization
Authors: Weinheber Peter , Gisolf Adriaan , Achourov Vladislav
Published: July 2010

Accurate characterization of fluid and pressure regimes within a reservoir is a crucial part of the overall reservoir description process. In many offshore exploration and appraisal wells this task is performed using data acquired with wireline formation testers (WFT). Significant planning and simulation is required to properly design a WFT program. This is especially true when the anticipated environment is different from that normally encountered in the local region. Collaboration with a wider group of experts is required. Secondly, an iterative approach to the acquisition of WFT data is required, in which the results of the previous step determine the next step.

This paper describes the process for WFT data acquisition within a major service company. We focus on two key aspects. First is the networked collaboration of domain experts around the world who are used as a resource for any given situation. Communication tools, sharing models, and networking options are discussed. Secondly, we examine the processes for real-time interactive communication with the wellsite and relevant stakeholders. Data transmission, real-time integration into reservoir models, and tools for operational interface are discussed.

Finally we show field examples of these processes in use. In one example we document the gathering of best practices for sampling heavy oil in West Africa (heavy oil is a relatively rare occurrence in this region and sampling required the input of expertise from other regions). In a second example, we show the use of collaborative tools to optimize data acquisition for accurate reservoir characterization in the case of an exploratory well that encountered fluids very different from predrill expectations. And finally we show an example of using Interval Pressure Transient Testing (IPTT) and Vertical Interference Testing (VIT) data to economically pre-empt the acquisition of expensive DST data.
The Art of Intelligent Energy (iE)—Insights and Lessons Learned from the Application of iE
Authors: Edwards Tony , Mydland Øyvind , Henriquez Adolfo
Published: July 2010

Intelligent Energy (iE) has been a major performance improvement initiative within many oil and gas companies for much of the last decade. It is therefore surprising to find that, although many companies have been successful, many continue to find it difficult to implement the change in the new way of working enabled by iE.

In particular companies have struggled to take pilot level programs and scale the implementation around a large and increasingly global organization.

This paper gives generic insights and lessons learned into the skilled practice of the application of iE drawn from experiences in several major oil and gas companies. It will explore such topics as: the history and evolution of iEvalue attainment and business casesmulti-dimensional integrationcollaborationleadershipscaling of iE across an organizationstep by step implementation of capabilitiesthe role of a central teaman example of where many of the learning's have been implementedwhat is next for iE

It will also draw attention to some of the numerous pitfalls to be encountered along the way. It will finish by highlighting some of the new challenges and opportunities in iE.