bluuebunny/crossref_metadata_2025_split huggingface dataset:
Smart Proxy: An Innovative Reservoir Management Tool; Case Study of a Giant Mature Oilfield in the UAE
Authors: Mohaghegh S. D. , Abdulla F. , Abdou M. , Gaskari R. , Maysami M. 
Published: November 2015

Abstract
Reservoir management requires tools that can (a) provide fast track and accurate assessment of a large variety of operations, while (b) are capable of quantifying uncertainties associated with management decisions. Reservoir managers must be able to compare and contrast a large number of development scenarios, while taking into account the uncertainties and risks involved with each scenario, in a relatively short period of time. To achieving this important task with traditional technologies one must either sacrifice the accuracy or the speed.
While numerical reservoir simulation models can provide the required accuracy, they fall short in providing the required speed. On the other hand, reduced models (conventional proxy models that rely on analytical solutions, simplified physics-based models or statistics-based response surfaces) can provide fast output (speed) but fail to fulfill the required accuracy.
Surrogate Reservoir Model (SRM) is a "smart" proxy of the numerical reservoir simulation model. SRM is developed to address this short coming in reservoir management. SRM takes advantage of the machine learning and pattern recognition capabilities of Artificial Intelligence and Data Mining (AI&DM) in order to "learn" and then accurately replicate the functionalities of the numerical reservoir simulation model. Smart proxy (SRM) runs at very high speed such that a single run of the smart proxy takes only a fraction of a second.
This paper presents highlights of development and application of a smart proxy (SRM) in the case of a giant mature oilfields in the United Arab Emirates. The SRM is developed for a multi-million cell, highly complex, naturally fractured, carbonate, numerical reservoir simulation model (developed using an industry standard commercial numerical simulator) with more than 500 wellbores. The SRM is validated through blind simulation runs and is used to plan filed development while honoring a number of operational constraints (such as limits on FBHP, GOR and WC) required by reservoir management team. SRM was used to increase field production without drilling new wells. This was accomplished by identify the optimum choke size schedule for each well in order to maximize oil production while minimizing the water cut.
HSE Critical Equipment & Systems - Management System (HSECES-MS) overview
Authors: Bell P. J. , Al Busaeedi A. M. 
Published: November 2015

Abstract
ZADCO, as an Operating Company under ADNOC (Abu Dhabi National Oil Company) is required to implement the mandatory ADNOC Codes of Practice (COP).
This paper provides an overview of the ZADCO approach to assess, adopt and satisfy the ADNOC COP 6.01 – "IDENTIFICATION AND INTEGRITY ASSURANCE OF HSE CRITICAL EQUIPMENT AND SYSTEMS" within its various Operating Sites and Facilities.
ADNOC COP 6.01 defines a process and procedures by which ADNOC will ensure that HSE critical equipment and systems (HSECES) are suitable for their required function and maintained in a condition to continue to perform their function.
HSECES are defined as any part of an installation (Facility) or structure, equipment and system, the failure of which could cause, prevent, contribute to, or limit the effect of a major accident. In order to meet the regulatory requirements of ADNOC COP V6.01 it is essential that the integrity of HSECES is assured throughout the facilities lifecycle, from design to decommissioning and disposal.
Addressing The Challenges For Safety And Mobility In Facilities With Large Red Zones: A Field-testing Case Study
Authors: Sabet Karim , Gilbert Mike , Daher Elie 
Published: November 2015

Abstract
In the Middle East, a large gas reservoirs located onshore has been developed to produce sales gas, natural gas liquids, condensates and elemental sulphur. The reservoirs contain very high concentrations (23%) of toxic Hydrogen Sulphide (H2S), making it an extremely sour gas field. Based on Quantitative Risk Assessments, certain areas of the gas field facilities have been defined as red zones. These are areas where a potential exists for exposure to such high concentrations of Hydrogen Sulphide that a fatality may occur due to relatively short exposure.
Following the operator’s code of practice on management of hydrogen sulphide, large red zones were identified: all well pads in the gas gathering network and the western area of the gas plant including the receivers, slug catcher, and inlet separation, gas sweetening & condensate stabilization units. A leak from the western area would potentially create dangerous levels of toxic and flammable gas clouds within minutes. As a result, access to the red zone is controlled and only authorized and trained personnel are allowed to enter the red zone. When conducting maintenance activities, personnel must don a Self-Contained Breathing Apparatus (SCBA) or be connected to an airline at all times.
A solution was engineered to access the large red zone and minimize breathing air consumption from SCBAs. This paper presents the field-testing results of the innovation aimed at resolving both flammability and toxicity issues while providing mobility in red zones. By integrating breathing air systems and gas monitoring systems into the overall shape and form of an explosion-proof vehicle, the transport of personnel and equipment for daily operations and maintenance in red zones has been made safer and more efficient. The technology does not interfere with any of the vehicle functions or impede the vehicle operator in performing his duties. Results of the field test indicate that the explosion-proof vehicle helps reduce personnel fatigue in large plants where there are significant distances to traverse. Direct cost savings, reduced travel time and increased personnel morale were some of the achieved results. For emergency response situations, the vehicle can extend rescue operations. At present, standard rescue operations are limited to thirty minutes due to a limited portable air supply. The vehicle carries 400 cubic feet of air as a standard, providing enough breathing air for two persons for two hours.
This is a case study of the radical innovation that provides safety and mobility in red zones. To date, it has served as a permanent H2S monitoring vehicle. It requires very little maintenance and has been found to withstand extreme weather conditions in the Middle East. With modifications, it can also serve as a dedicated emergency vehicle to rescue personnel within a toxic, potentially explosive atmosphere.
Optimization of an Existing Habshan II Amine Sweetening Unit at Variable Throughputs
Authors: Alkasem Abdulkader , Al Zarouni Y. A. , Slagle J. C. , Berrouk A. S. , Satyadileep D. 
Published: November 2015

Abstract
As part of its ongoing optimization effort, Abu Dhabi Gas Industries (GASCO) is working with the Petroleum Institute (PI) and Bryan Research and Engineering Inc. (BR&E) to identify opportunities for optimization of the Habshan II amine sweetening unit for a wide range of gas throughput.
In a previous study, ProMax®, a process simulation package, was first verified by comparing the model results to operating data for about 300 days and was then used to optimize the facility operating near maximum capacity. Recently, most of the gas has been diverted to another facility resulting in Habshan II operating in the 30-40% capacity range.
In the present study, ProMax, is used to re-optimize the facility at the current low throughput. The model results for the new optimum are implemented in the plant and compared to operating data to confirm the predictions. In addition, the plant plans to increase throughput in the coming months. Therefore, the plant has been optimized at various gas flowrates to provide operators with set points at any given gas flowrate. In addition to preparing operators for throughput fluctuations, the results show a reduction of operating costs that amount to roughly 800,000 USD/yr.
A One Dimensional Model to Track the Black Powder Dispersion and Deposition within Gas Transmission Network
Authors: Filali A. , Khezzar L. , Alshehhi M. , Kharoua N. 
Published: November 2015

Abstract
Black powder (BP) is a universal problem that occurs in sales gas pipelines all over the world. It can cause costly problems for the pipeline operation, instruments and processing industries. The main objective of the present study is to develop a novel methodology for tracking the concentration of BP within the gas transmission network taking into account the deposition of solid particles. The mathematical model is based on the 1D flow and dusty gas assumptions. The analytical solution of a one-dimensional scalar advection/reaction equation is used to track the concentration of BP within the whole gas network. The reaction term in the advection/reaction equation represents the concentration changes due to the deposition of solid particles. Different flow conditions and particle diameters are considered. The approach is tested by considering particle-laden flow in pipe segments with and without junctions which were simulated using CFD based on the discrete particle model (DPM). The 1D approach is validated with the CFD simulation for single pipe geometry. The results for the tree-shaped network shows that the sub-microns particle can be transported throughout tree shaped network, while the larger particles of diameters dp &gt; 1 (μm) are likely to settle rapidly near to the source, forming stratified beds. The obtained results from the present study are of significant practical interest, due to the lack of available data on BP dispersion in natural gas networks that have been reported in the literature to date. Mapping of BP distribution within the gas transmition network provides essential data that can help to identify the locations of where the filters/cyclone seperators can be installed within the gas transmission network. This leads to better options for efficienly removing and managing the BP in the gas network to protect the downstream equipments
Restoring and Managing Brownfield Wells Integrity to Operate Safely and Reliably in South of Iraq
Authors: Kareem Hindawi , Ali Al Jumah , Zahra Muhanad Abdul , Al-Ibraheemi Abdulameer Turki 
Published: November 2015

Abstract
Well integrity describes the status of a well's ability to function effectively and safely within its operational envelope as defined by the Well Integrity Management Standards. It is part of asset integrity work stream and ensures wells are compliant with Shell's Asset Integrity – Process Safety Management Standards (AI-PSM)
Shell took on a project in the south of Iraq to develop a huge oil field. Part of the initial stages of the project was to reach First Commercial Prodcution by 2013. This compromised of drilling new wells as well as working over existing legacy wells that were inherited from the previous local operator.
The challenge was keeping legacy wells in production by reducing the risk imposed to as low as possible through a series of activities and campaigns, starting with working over 17 wells.
The majority of the legacy wells had no Subsurface Surface Safety Valves (SSSV) or production packers, and production was often occurring through tubing and the production casing. The unmaintained X-mas tress and well heads posed a range of threats and risks, with several wells having surface leaks of hydrocarbons.
The project of restoring well integrity to meet minimum AI-PSM standards was divided into two main phases. Phase 1, was a campaign to fully workover wells by removing existing old completions and replace them with new completions (tubing, packers, SSSV & X-mas trees). This was conducted with a work over rig over a 2 year period.
Phase 2, is post production and focuses mainly on restoring well head integrity to the minimum standards as defined by Shell. This workscope is rig less and requires specialized vendors & equipment. Well restoration is a challenging project and along with the work done on the wells, many procedures and standards had to be formulated to meet specific requirements.
Building a High Performance Culture in a New Oil & Gas Joint Venture
Authors: Al Saad Marwah 
Published: November 2015

Abstract
Tatweer Petroleum is a four-year old Joint Venture between three dissimilar entities that entered into a Development and Production Sharing Agreement (DPSA) with the Government of the Kingdom of Bahrain. The parties to this agreement are Mubadala Petroleum (UAE), Nogaholding (Bahrain) and Occidental Petroleum (USA). As a result, Tatweer has the privilege of accessing expertise and tap into the resources of the three partners whenever and wherever needed which is a major asset to the organization. Another benefit of such partnership is the cultural diversity that Tatweer currently enjoys with employees from over 35 different nationalities with different experiences and affiliations.
At Tatweer, we believe that the DNA of our high performance culture is our core values. For organizational success, we put our ‘people’ first as they are our competitive advantage.
Tatweer recently introduced several initiatives intended to build this highly performance-driven culture and to maintain Tatweer's position as an employer of choice. Tatweer has developed a rigorous objective-based appraisal program and procedures to link an individuals' performance to their merit increase, annual bonus entitlements and their qualification to be on the Company's succession plan. Tatweer has developed a KPI matrix to link the Company's performance to an element in the annual bonus. Teaming with a reputable institute in the field of compensation and benefits, the Company has been able to develop a competitive compensation program to compete in the local and regional markets and to attract talented candidates to assist with Tatweer's progress. The Company has also partnered with reputed institutions to capture bright, energetic nationals through an apprenticeship program that provides the opportunity for local nationals to excel in various fields such as electrical, mechanical, instrumentation and field operations.
In our presentation, we will share the challenges as well as the initiatives that Tatweer has introduced to build a high performance competitive environment that is essential to meet the challenges inherent in such aggressive plans and achieve the JV's goals.
As such, training and development, technology transfer and talent management have become the three key challenges as we work to build a high performance culture in Tatweer.
Our high performing team players are focused on delivering, learning and advancing in our performance driven culture.
While adding great value, these cultural and organizational diversities create a challenge for Human Resources to manage in light of the DPSA's requirements to increase localization percentage to 80% in a relatively short period of time without jeopardizing the quality of resources in the organization.
Developing Future Leaders
Authors: Mohamed A. 
Published: November 2015

Abstract
Over the years ADGAS has continuously grown in terms of achievements, reputation and its commitment to Emiratization. As a result the need for highly qualified Emirati leaders has grown.
The Leaders of Tomorrow (LoT) programme is an ADGAS initiative designed to identify, attract and develop promising Emirati's for leadership roles within the company's structure. The programme prepares these promising candidates to become effective leaders, enabling them to contribute to broader organizational goals. The essence of the (LoT) programme is to provide these young Emirati employees with a variety of work related experiences/roles within ADGAS organization to prepare them for future leadership positions.
Given the growing requirement for suitable Emirati candidates to fill critical roles within the organisation ADGAS management have fully supported the LoT programme from its early inception. Under their patronage, the LoT programme has become a major next step for ADGAS employees into their career development.
The documented feedback received from employees related to the LoT scheme has highlighted the positive effects of the ‘experiential’ team development approach used with special interest in the work based assignments that were included.
An integral part of the development of these candidates is the open and frank discussions relating to personnel management issues, including the role of women in their professions, and the difficulties facing young managers when trying to make improvements. These conversations have led to a better understanding of gender issues amongst co-workers and generated much discussion on how to make their voices heard in the workplace.
Over 100 candidates initially applied for the programme and attended a two day assessment. 35 joined the programme which started in Q 1 2014. In May 2015, 26 candidates successfully graduated from the LoT programme.
Business Continuity Assurance by Integrating Emergency Response Systems
Authors: Hashi Ahmed , Al-Hammadi Hassan , Al-Shehhi S. , Al-Sayed T. , Binthabet Hussein 
Published: November 2015

Abstract
ADMA-OPCO operates thousands of kilometers of subsea pipelines and large number of offshore structures, these assets are spread over four different fields and the in-field production converges on several large diameter transmission pipelines.
Risk management assessment has identifed risk factors that are inherent in offshore production, some of these risk factors such as third party damages to subsea oil transmission pipelines can have serious business interruption and environmental impacts, on this basis and in line with ADMA-OPCO operational excellence policy, the company has developed the most advanced and dynamic "Integrated Emergency Response System" in the region.
In the event of an incident that could lead to an oil spill, marine vessels operating in the field are deployed within hours to contain, control and recover the oil spill. This event is immediately followed by the EPRS (Emergency Pipeline Repair Service) that immediately starts to repair the damaged pipeline and return the asset back into service.
The whole operation is controlled and monitored from a centralized command control center in the main headquater. As HSE guidelines become more stringent, innovations help to develop new tools and equipment that ensures that oil spills can be reduced.
ADMA-OPCO's integrated oil spill and EPRS system has enhanced business continuity assurance and reduced the outage duration of pipelines under repair. The Abu Dhabi EPRS club is made up of six offshore opertors who share this contract which is managed by ADMA-OPCO and NPCC is appointed as the principal marine contractor to provide emergency services.
Successful Project Execution Strategies Implemented at ADCO SAS FFD - South East Asset
Authors: Al-Tamimi Salman Nasser , Constantini Ahmed , Al Nassarwin Muawia Salman 
Published: November 2015

Abstract
ADCO South East Asset has recently comissioned a major project called SAS Project, the project was part of ADCO plan of delivering 1.8 MMbd sustainable oil production capacity by end 2017.
The project has contributed in adding 115 Mbd from the three developed areas, Asab, Sahil and Shah.
In Asab 50 Mbd has been added and the project new facilities increased the oil production from 290 to 340 Mbd, in Sahil 45 Mbd has been added and Sahil production was increased from 55 to 100 and similarly Shah production was increased by 20 Mbd from 50 to 70 Mbd.
Project execution Level I schedule consist of Engineering, Procurement, Construction and Pre-Commissioning/ Commissioning and all of those stages are logically linked and the successful completion of each stage will affect other stages and will lead to project overall success.
Different successful strategies have been implemented throughout the EPC, in this paper we will review in details those strategies and will highlight how challenges were faced.
The purpose of this paper is to share ADCO's project experience, and to highlights the strategies which were adopted and resulted in the achievement of successful project execution in areas of engineering, procurement, construction and management.
Novel Integrated Approach in Structural Management
Authors: Awda Hisham , Mohamed Azouz Amr , Omar Tarek , El Khouly Wael Saad , Rao Aita Raja Srinivasa , Abdel Khalek Ahmed Fathy 
Published: November 2015

Abstract
Oil and Gas operators across the world are experiencing many challenges in the areas of life extension of existing installations, continuous brownfield developments and lack of industry knowledge in some specific areas of structural performance. These challenges are critical in nature due to the fact that this involves imposition of change to the existing structure and thereby introduces additional risk to the current status. In order to control these risks, a robust integrated approach is required to 1) early identification of risks 2) accurate quantification of risks 3) select the most effective way of managing the risks. This necessitated the development of highly innovative Structural Management System (SMS) to ensure safe operation along the extended life of the structure.
SMS has been developed incorporating the industry best practices and latest codes and standards including upcoming ISO19901-9 [2]. SMS is a fully integrated system that includes 1) Suite of integrated databases to ensure full control on data storage and handling 2) Structural Management Of Change (MoC) system aimed at capturing and controlling of risk associated with all changes 3) State of art fully quantitative risk engine to evaluate, quantify and risk rank the entire fleet of structures 4) Performance enhancement enablers ' module to ensure continuous development of the system, personnel, Standards etc.
Implementation of SMS is a continuous and dynamic process and resulting in deriving several benefits which include 1) Safe sustainable production along the extended field life 2) Minimize interruption to Brown Field Development 3) Identifying the bottlenecks to structural performance 4) Allow development of risk based action plans eg: optimized replacement plans.
This paper presents main features of the Novel Structural Management System designed for efficient structural management of ADMA-OPCO fleet of structures with a purpose of sharing best practice of efficient structural management to worldwide Oil and Gas Operators.
Win-Win situation: Improving turbomachines reliability and reducing environement impact
Authors: Holvoote Michael , Van-Der-Kaag Jeroen , Omrani Kouider , Soufi Yazid 
Published: November 2015

Abstract
Through its high levels of salt, humidity, fog, and seasonal sand storms, Total's offshore field environmental conditions are deemed aggressive for machineries. This is particularly true for the turbines, implying the fouling and erosion of its axial compressor's blades and irreversible corrosion of the turbine's hot gas path. These unfavorable conditions result in profit loss caused by decreased in availability & reliability (production loss) and increased OPEX (maintenance).
To overcome these issues, Total decided in 2011 to upgrade the air filtration system. After engineering studies, it was decided to replace the OEM air filtration system by a low velocity High Efficiency Particulate Arrestance system (HEPA).
This paper will describe the air filtration system, the Engineering, design, and the associated benefits for the machineries, costs and the environment.