The oil and gas industry has increased its efforts in preventing and mitigating risks associated with loss of well control and loss of primary containment. Initiatives have primarily focused on increasing the awareness and education of field and operations personnel. The foundation of this strategy rests on the belief that increased awareness of threats, risks and enhanced training will lower well control risks and eliminate well control events. Despite this renewed focus, industry data show that well control events and high-potential near-misses have not diminished. In addition, findings from incident investigations point to human-factor-related causes, including lack of procedural discipline, non-compliance errors and cognitive errors. For organizations to deliver flawless execution at the wellsite while effectively preventing or mitigating well control or loss of primary containment events, a robust closed-loop methodology that leverages smart risk detection and mitigation systems must be employed. This paper analyzes the critical process safety requirements in the industry and provides solutions centered on a smart integrated digital platform. This platform, built on technologies such as precursor sensor and alarming technologies, barrier and equipment health monitoring, wellsite performance analysis, sophisticated workflow management and video and audio analytics, will effectively coordinate and manage these dynamic risks. A data management workflow that uses automated risk assessments, threat detection, structured and nonstructured contextual data will minimize the impacts of human factors and drive operational efficiency, process assurance, reduction in nonproductive time and project cost. These enhancements will enable global organizations to proactively drive effective risk management of well control and loss of primary containment events. This paper will explore the application, methodology and value of this smart, integrated digital platform through the presentation of case studies.
This paper was pr epar ed for pr es entation at the S PE Intelligent E ner gy Confer ence and Ex hibiti on held in Utr ec ht, T he Netherl ands , 1-3 A pril 2014.This paper was s el ected for pr es entati on by an S PE pr ogr am commi ttee followi ng review of i nfor mati on c ontained in an abstr ac t s ubmi tted by the author(s). Contents of the paper hav e not been revi ewed by the S oci ety of Petr oleum E ngi neers and ar e s ubj ect to c orr ec tion by the author(s) . T he material does not necessarily reflec t any positi on of the S oci ety of Petr oleum E ngi neers, its officers , or members . El ectr onic r eproduc tion, dis tributi on, or st or age of any part of this paper without the written c ons ent of the S oci ety of P etr ol eum E ngineers is pr ohibi ted. P er mis sion t o repr oduc e in pri nt is r estric ted to an abstr ac t of not mor e than 300 wor ds ; illustrations may not be copi ed. T he abstr act mus t c ontain c onspic uous ack nowledgment of SPE c opyright. AbstractRemote operations are fully available today with the current technology for data storage and distribution. There are multiple industry examples of operations performed remotely, without adopting new standard workflows on a global scale.This paper examines elements that have been developed for remote operations, from the rigsite data aggregation and distribution through the real-time analysis and feedback into operations. Two main topics are covered: current functional remote operational processes, such as reservoir navigation (geosteering) and drilling optimization. Secondly are areas where change to remote operation is possible through current technology, but is not implemented.There are many reasons for not implementing complete remote operations, and often depend on geography and company strategy. Areas (described in the paper) where there is reluctance to change are divided into the following categories:-Oil field culture -Company strategy -Understanding and trust in technology -The human factor; reluctance to change -Collaboration and change in work processes between companies -Financial aspect; initial investment and return on capital -Legal aspect; data security and accessibility to experts on a global basis The paper examines each element's ability to increase the speed of implementing into the digital oil field, followed by suggestions and possibilities in overcoming each one of them.The paper evaluates oil field areas where remote operations are successfully implemented with parallels to areas where the implementation is not in place, focusing on solutions for further development of the digital oil field from current successes.Ideas are proposed for developing and increasing the use of remote operations.
Turbulence in the oil and gas industry requires a sharper focus on value selling as operators place increasing emphasis on real-time remote operations to improve efficiency while reducing health, safety and environmental (HSE) risks. All companies now operate in an international, interconnected environment where customers are scattered around the globe. Even companies that market only to a single country or region must think globally. The challenge for marketing in the oil and gas industry during this volatile period is ensuring delivery of value propositions so operators can make informed decisions about solutions that provide the greatest benefit for operational improvement and HSE risk reduction. This paper describes the key strategic elements of this marketing process, from value creation to value delivery. Marketing challenges are explored in addition to knowledge on how to develop a marketing plan (including segmentation and targeting) using customer needs and insights, as well as competitor analysis, for a globally interconnected business environment. The paper explains how to develop effective brand and positioning strategies in addition to the best use of all elements of the marketing mix to deliver successful marketing plans in an international context and their application to the oil and gas industry. The paper also provides a comprehensive study of translating strategy into action for effective value message delivery. The role of new media is examined using inbound marketing techniques for an array of communication tools and tradeshows in combination with the strict requirement for appropriate resource allocation.
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