To Statoil integrated operations represent the integration of people, process, and technology to make and execute better decisions quicker. Integrated operations is enabled by the use of real time data, collaborative technologies, and multidiscipline work flows in work processes. It is about using creativity and innovation to find smarter, cheaper and more sustainable ways of running our operations. As the environment is turning more complex, focus on operational excellence is becoming constantly more important. In Statoil we believe that efficient use of IO will provide us with a sustainable competitive advantage with respect to efficient and safe operation and project execution
Technology opens for opportunities to operate more efficiently. It is necessary that we adapt and take advantage of these opportunities. A new offshore operating organisation has been implemented in Statoil. The model is set up to harvest the opportunities from new technology and investments in communication infrastructure. Multi asset support centres on process and production optimization, drilling and completion, condition based monitoring, SAS, metering, telecom and planning have been established as a part of the offshore organisation on the Norwegian Continental Shelf. An IO status has been establisedh for all NSC fileds in order to steer continuous improvements of the operational performance.
Successful introduction of new technology and consequently new work processes require elements from change management. Important success criteria are continuous support and top management attention. Failures of or delay of capitalizing of the new technology are often traced to lack of institutionalizing the change in the form of to little management attention or not formalizing the change in governing documents.
Although we have taken big steps towards implementing IO we do not rest; IO is a continuous change process. We look continuously for ways to improve our performance. There is particularly a lot to gain through integrated operations when the different parts of the organisation work from different locations. Time and space are no longer necessary boundaries to optimal operations.
Statoil’s IO strategy also include the co-operation with our suppliers Although many suppliers states that they want to implement IO, lack of proper incentives and requirements in existing contracts have prevented the implementation of IO in our supplier relationships Renewal of strategic contracts offer a unique opportunity to change this situation. Statoil will ensure that this opportunity is not lost, and IO requirements are included in for instance the ongoing M&M tender process
By utilizing real-time information in work processes where competencies and technologies are integrated across disciplines and geography we are able to: strengthen HSE (beredskapssenteret) increase production and regularity prolong tail production of mature fields and reduce costs (marine logistikk) This almost sounds too good to be true The centres enable us to solve complex problems faster and at reduced cost, giving a significant contribution to our bottom line. For example our production support centre contributed to one million NOK more in production revenues each day from the Huldra field on the Norwegian Continental Shelf! Our measuring showed too much sand in the wells and we reduced production accordingly. Through help from the centre well data were analysed showing that there was no sand in the wells. Consequently we could recalibrate the measuring equipment and increase production. The result was a value increase of around 1 million NOK, corresponding to almost 200 000 USD per day! No wonder the centres receive hundreds of requests per year! To succeed with intelligent energy it is essential that it becomes a natural part of the operations. An important step towards achieving this is to make a fit for purpose organisation and work processes that set requirements for use of the tools and infrastructure. Introduction and efficient implementation of new tools and methods is a change management process that can only succeed when the necessary top management attention is ensured.
An IO status has been establiseh in order to indentify value creation actions and enable continuous improvement.
Statoil has made large investments in instrumenting its plants, subsea installation and down-hole its wells. Subsequently Statoil has invested in a subsea fiber ring covering most of its offshore installations. This fiber cable provide Statoil’s installation with the required bandwidth in order to ensure reliable and high quality collaboration between its offshore and onshore organization. Statoil has invested in about 1500 collaboration facilities, that is video communication rooms on and offshore world wide. Some rooms have 3D capability (mostly for well and petroleum technology) and some rooms have advanced facilities for geophysical interpretations. Software for petroleum technology work processes, well design and execution, operation and production optimization are available in these rooms. Statoil has after the merger re-designed all of its major work processes in order to have harmonized work processes on all of its on- and offshore installations. These work processes are designed based on a best practice experience and designed to capitalize on the investments on communication infrastructure and instrumentations. Statoil’s EPN organization has undergone a major change process. The new EPN organization is designed to maximize the opportunities provided by the investments in technology and work processes. Thus, the value creation from Statoil’s IO activities is optimized by using a holistic man, organization and technology perspective.
SI noen ord om vision Sandsli, Stjørdal og Oslo.
Integrated operations in statoil rio oil and gas 2010
Integrated Operations in Statoil Dr. Svein Ivar Sagatun
Statoil’s operations on the Norwegian Continental Shelf <ul><li>30+ installations </li></ul><ul><li>Offshore subsea fiber ring </li></ul><ul><li>More than 1000 video collaboration facilities </li></ul><ul><li>Organization and work processes designed for IO </li></ul><ul><li>IO is the natural way to operate. </li></ul>
Integrated operations create value IO is collaboration over distances using common data. IO results in increased value creation and improved HSE . These are enabled by more efficiently utilizing Statoil’s organization and competence in making better decisions quicker. Multi-asset support teams DPO/POG – CBM – D&W – Marine operations – Emergency preparedness - D&W HSE Databases and data management OMM DPO/POG
The operating organization matches the opportunities given by new technology
IO is used in all major work processes and relevant technical requirements
IO an important tool in continuous improvements
Integrated Operation – Value Chain Investments in instrumentation and communication infrastructure (fiber) collaboration facilities and smart software Investments in more than 1000 Work processes utilizing the IO investments organization leveraging the investments