scholarly journals Ensuring safe growth of the geothermal energy sector in the Netherlands by proactively addressing risks and hazards

2020 ◽  
Vol 99 ◽  
Author(s):  
Graciela Jharap ◽  
Laura P. van Leeuwen ◽  
Robert Mout ◽  
Wouter E. van der Zee ◽  
Femke M. Roos ◽  
...  
Keyword(s):  
The Netherlands ◽  
Continuous Improvement ◽  
Geothermal Energy ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Energy Sector ◽  
Gas Industry ◽  
State Supervision ◽  
Exploration And Production ◽  
The Way

Abstract The main objective of this paper is to give an overview of the risks seen in the exploration and production of geothermal energy from the viewpoint of the regulator. The risks are categorised as conventional risks, ultra-deep risks and enhancing factors. These risks are similar to those seen in the oil and gas industry, but the maturity of the geothermal sector in terms of managing such risks is much lower. Another objective of this paper is to discuss how these risks are managed and mitigated by the sector and the supervisor, State Supervision of Mines (SodM). Portfolio operators developing multiple projects, using skilled employees and embracing continuous improvement are seen as the way forward for the sector to grow safely and sustainably. This paper concludes that positive developments have started, but a lot of work still needs to be done to ensure safe growth of the geothermal energy sector.

Trends and Prospects of Development of the Oil and Gas Sector in the Context of Digitalization

2020 ◽  
Vol 26 (1) ◽  
pp. 35-45 ◽  
Author(s):  
A. G. Kazanin
Keyword(s):  
Oil And Gas ◽  
Digital Technologies ◽  
Oil And Gas Industry ◽  
Global Market ◽  
The Arctic ◽  
Business And Society ◽  
Gas Industry ◽  
Exploration And Production ◽  
Oil And Gas Sector

The modern oil and gas industry is heavily dependent on the processes and trends driven by the accelerating digitalization of the economy. Thus, the digitalization of the oil and gas sector has become Russia’s top priority, which involves a technological and structural transformation of all production processes and stages.Aim. The presented study aims to identify the major trends and prospects of development of the Russian oil and gas sector in the context of its digitalization and formation of the digital economy.Tasks. The authors analyze the major trends in the development of the oil and gas industry at a global scale and in Russia with allowance for the prospects of accelerated exploration of the Arctic; determine the best practices of implementation of digital technologies by oil and gas companies as well as the prospects and obstacles for the subsequent transfer of digital technologies to the Russian oil and gas industry.Methods. This study uses general scientific methods, such as analysis, synthesis, and scientific generalization.Results. Arctic hydrocarbons will become increasingly important to Russia in the long term, and their exploration and production will require the implementation of innovative technologies. Priority directions for the development of many oil and gas producers will include active application of digital technologies as a whole (different types of robots that could replace people in performing complex procedures), processing and analysis of big data using artificial intelligence to optimize processes, particularly in the field of exploration and production, processing and transportation. Digitalization of the oil and gas sector is a powerful factor in the improvement of the efficiency of the Russian economy. However, Russian companies are notably lagging behind in this field of innovative development and there are problems and high risks that need to be overcome to realize its potential for business and society.Conclusions. Given the strategic importance of the oil and gas industry for Russia, its sustainable development and national security, it is recommendable to focus on the development and implementation of digital technologies. This is crucial for the digitalization of long-term projection and strategic planning, assessment of the role and place of Russia and its largest energy companies in the global market with allowance for a maximum number of different internal and external factors.

Vertical Education Enhancement Approach to Meeting Emerging Skillset Needs in Oil and Gas Industry

2021 ◽  
Author(s):  
Stephen U Egarievwe ◽  
Jamie A Johnson ◽  
Ezekiel O Agbalagba
Keyword(s):  
Lifelong Learning ◽  
Workforce Development ◽  
Continuous Improvement ◽  
Oil And Gas ◽  
Emerging Technologies ◽  
Oil And Gas Industry ◽  
Underrepresented Minority ◽  
Gas Industry ◽  
K 12 ◽  
Model Approach

Abstract Emerging technologies often bring new opportunities to enhance productivity and safety in the oil and gas industry. New technologies and opportunities often come with the challenges of workforce development to provide entry-level and current professionals with the necessary training and skillset. This paper presents a vertical education enhancement (VEE) model approach to providing emerging skillset needs in the oil and gas industry with emphases on curriculum continuous improvement and lifelong learning. The top new and emerging technologies that are critical to the future of the oil and gas industry in enhancing productivity and safety include Internet of Things (IoT), artificial intelligence, big data analytics, cloud computing, and 3D modeling/visualization. As part of the solution to train the oil and gas industry workforce to meet the challenges of adopting these technologies, the VEE model features a vertical education structure that encompasses outreach to K-12 education, recruitment, tertiary education, professional training, and lifelong learning. It has an interwoven fundamental structure consisting of curriculum and mentorship, partnerships with stakeholders (industry, government, and community), and research and funding. The VEE model has periodic assessment continuous improvement processes for identifying emerging technologies and new skillset needed to improve the workforce. These processes are like those practiced by accreditation bodies such Accreditation Board for Engineering and Technology (ABET), United Kingdom Accreditation Services (UKAS), and Offshore Petroleum Industry Training Organization (OPITO). Diversity to increase the participation of underrepresented minority groups and women in engineering would further increase the workforce. The novelty that the VEE model approach brings is the effectiveness in providing skillset training in new and emerging technologies for the oil and gas industry at all levels of workforce development. These include content infusion in existing courses, special-topic and specialized courses at senior and graduate levels, and professional development education and training through lifelong learning platforms.

A conceptual model for project management of exploration and production in the oil and gas industry: The case of a Brazilian company

2013 ◽  
Vol 31 (4) ◽  
pp. 589-601 ◽  
Author(s):  
Jesus Leodaly Salazar-Aramayo ◽  
Roseane Rodrigues-da-Silveira ◽  
Mariana Rodrigues-de-Almeida ◽  
Tereza Neuma de Castro-Dantas
Keyword(s):  
Project Management ◽  
Conceptual Model ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Exploration And Production

Sustainable Path for the Oil and Gas Industry

2021 ◽  
Author(s):  
Madina Intykbayeva
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Energy Sector ◽  
Leadership Positions ◽  
Gas Industry ◽  
Parallel Development ◽  
Cultural Innovation

This paper focuses in the discussion of three main transformations the Oil and Gas Industry will need to continue developing post-pandemic scenarios. Sustainability, Digitalization, Cultural Innovation and Branding need to continue its parallel development for the industry to keep the leadership positions in the energy sector. The goal of this paper to show the interdependence between these three transformations and how EPCI companies need to continue adapting them to succeed.

The Regulation of Oil and Gas Industry Concerning Exploration and Production in Presalt Layer

2015 ◽  
pp. 87-104
Author(s):  
Yanko Marcius de Alencar Xavier ◽  
Anderson Souza da Silva Lanzillo
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Exploration And Production

Managing integrity of operating FPSOs

2017 ◽  
Vol 57 (2) ◽  
pp. 589
Author(s):  
Astrid Barros
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Oil Price ◽  
Significant Drop ◽  
Global Response ◽  
Gas Industry ◽  
Floating Structures ◽  
Business As Usual ◽  
The Way

The last few years have been challenging ones for the oil and gas industry with a significant drop in oil price. At the same time ageing facilities and a more dynamic market have been driving the need for becoming more efficient in the way we do our business, i.e. business as usual is not enough anymore. It is not only about individual efforts, the global response to the need for becoming more efficient has driven an increase in collaborative initiatives among the industry which we will all benefit from. A few of these initiatives have significantly improved the way we manage offshore floating structures engineering at Woodside.

Digital innovation in subsea integrity management

2020 ◽  
Vol 60 (1) ◽  
pp. 215
Author(s):  
Ricky Thethi ◽  
Dharmik Vadel ◽  
Mark Haning ◽  
Elizabeth Tellier
Keyword(s):  
Domain Knowledge ◽  
Oil And Gas ◽  
Digital Technologies ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Cost Efficiencies ◽  
Exploration And Production ◽  
Integrity Management ◽  
Offshore Oil And Gas ◽  
Dynamic Structures

Since the 2014 oil-price downturn, the offshore oil and gas industry has accelerated implementation of digital technologies to drive cost efficiencies for exploration and production operations. The upstream offshore sector comprises many interfacing disciplines such as subsurface, drilling and completions, facilities and production operations. Digital initiatives in subsurface imaging, drilling of subsea wells and topsides integrity have been well publicised within the industry. Integrity of the subsea infrastructure is one area that is currently playing catch up in the digital space and lends itself well for data computational efficiencies that artificial-intelligence technologies provide, to reduce cost and lower the risk of subsea equipment downtime. This paper details digital technologies employed in the area of subsea integrity management to meet the objectives of centralising access to critical integrity data, automating workflows to collect and assess data, and using machine learning to perform more accurate and faster engineering analysis with large volumes of field-measured data. A comparison of a typical subsea field is presented using non-digital and digital approaches to subsea integrity management (IM). The comparison demonstrates where technologies such as digital twins for dynamic structures, and auto anomaly detection by using image recognition algorithms can be deployed to provide a step change in the quality of subsea integrity data coming from field. It is demonstrated how the use of a smart IM approach, combined with strong domain knowledge in subsea engineering, can lead to cost efficiencies in operating subsea assets.

scholarly journals Accelerating geothermal development with a play-based portfolio approach

2020 ◽  
Vol 99 ◽  
Author(s):  
Jan Diederik van Wees ◽  
Hans Veldkamp ◽  
Logan Brunner ◽  
Mark Vrijlandt ◽  
Sander de Jong ◽  
...  
Keyword(s):  
The Netherlands ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Added Value ◽  
Gas Industry ◽  
New Information ◽  
Geothermal Potential ◽  
Heat Demand ◽  
Exploration Risk ◽  
Portfolio Approach

Abstract Over the past decade in the Netherlands, most operators have only developed a single doublet. The learning effect from these single events is suboptimal, and operators have only been capable of developing doublets in areas with relatively low exploration risk. This ‘stand-alone’ approach can be significantly improved by a collective approach to derisk regions with similar subsurface characteristics. Such a play-based portfolio approach, which is common in the oil and gas industry, can help to accelerate the development of the geothermal industry through unlocking resource potential in areas marked by high upfront geological risk, effectively helping reduce costs for the development. The basis of the methodology is to deploy new information to the play portfolio by trading off with the risk of the first wells, resulting in a strong geological risk reduction. The added value of the portfolio approach is demonstrated for the Netherlands in this paper through a comparison with a ‘stand-alone’ development. In the stand-alone approach, each new project will be equally risky, and therefore relatively unprofitable. In the case of a portfolio approach, all experience about the play is used optimally for derisking. In case of success, subsequent projects will have a higher chance of being successful, due to the experience gained in previous projects. Even if a project fails, this may help in increasing the probability of success for subsequent projects. For plays that are initially considered too risky for the market to start developing, the value of information (VoI) of a play-based portfolio approach will help by derisking the play to such an extent that it becomes attractive for the market to develop, even at high initial risk. It can be demonstrated for several geothermal plays in the Netherlands that by adopting the portfolio approach, the probability of a play being developed becomes higher, the number of successfully developed projects increases and the average profitability of the project will also be higher. Five more advantages are: (1) continuous improvement by integrated project development, (2) cost reduction through synergy, efficiency and standardisation, (3) optimisation of the surface heat demand and infrastructure, (4) the possibility of structural research and development (R&D) and innovation, and (5) financing advantages. The advantages reinforce each other. A preliminary estimate of the geothermal potential of the Netherlands adopting the portfolio approach is between 90 and 275 Petajoules (PJ). For about 350 doublets being developed, producing about 70 PJ, the value of the advantage of the play-based portfolio approach is €2 billion for the three main plays: Rotliegend, Triassic and Jurassic/Cretaceous. The learning effects of synergy, efficiency and standardisation are expected to be significant.

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