Author(s):  
Angus Bowie

Double Block and Bleed is a term often used in the oil and gas industry to define a level of isolation sufficient to perform maintenance activities. The true definition relates to incumbent valves providing two proven levels of isolation against the outboard pressure to permit breaching of containment in the isolated pipe. This paper assesses how temporary isolation devices can provide equivalent isolation where incumbent valves do not exist at appropriate locations in the system. It reviews the different interpretations of Double Block and Bleed used within the industry and compares how different isolation devices are assessed in relation to the level of isolation they provide. It will reference several examples from around the world of where temporary isolation devices have been used to replace valves and perform repairs in trunk pipelines without depressurising the whole pipeline. It will also cover examples of isolating live process pipe to perform maintenance activities outside plant shutdown.


2021 ◽  
Vol 4 (2) ◽  
pp. 26-33
Author(s):  
Daisy Mui Hung Kee ◽  
Nur Amira Liyana ◽  
Zhang LuXin ◽  
Nur Atikah ◽  
Ninie Alwanis ◽  
...  

As a result of the Covid-19 epidemic, every industry in the world has been greatly affected. We took Malaysia's Petronas as an example to analyze how oil and gas industries were impacted by such a difficult international situation. This paper investigated how Covid-19 affected Petronas and how it responded to the sharp drop in oil price. In a questionnaire survey, we listed the problems that Petronas may face in this outbreak.


Author(s):  
Raíssa Fernandes Yabiko ◽  
Rosemarie Bröker Bone

<p>Petrobras is the largest firm in Brazil and one of the largest in the world. Its investment plans are among the biggest in the oil and gas industry, focused in Brazil and on E&amp;P. Petrobras is responsible for a large share of gross capital formation and gross domestic product (GDP) growth in the country. The correlation between its investments and the country investment and GDP growth is above 0.8 and shows the dependency of the economy to Petrobras activity. At the same time, as a state enterprise it has been a tool of macroeconomic policy. In the 2010´s its gasoline and diesel prices were frozen to keep inflation down. The recent crisis in the company, including corruption scandals and oil price slump increased debt levels and reduced its capital expenditures. The sale of assets directive since 2016 is required to reduce its net debt. While a medium to long term survival strategy, the change in Petrobras’ investment profile may decrease the prospects of GDP growth in the Brazilian economy.</p>


Author(s):  
Stephen R. Gower ◽  
Jude Moore

In-Line inspection has increasingly been used across the oil and gas industry over the past 30 years as a key part of pipeline integrity programmes. Whilst the industry has started to develop standards through the ILI Association and the Pipeline Operators Forum the way in which the industry selects tools and contractors has not developed to the same extent. A significant amount of time is spent managing the procurement process rather than focusing on the selection of the right tools and ensuring they perform to expectations. The challenge is further exacerbated when operations are dispersed globally and involve many different operating relationships. BP has been a user of ILI technology since its introduction in the late 1970s and it has consistently grown in importance to BP in managing the integrity of an aging pipeline asset base. In 2006/2007 BP’s Exploration and Production Technology Group (EPTG) in conjunction with the Procurement and Supply Chain Management group (PSCM) carried out a review of its procurement arrangements across the globe for pipeline ILI to ascertain best practice and capture key lessons. It also gathered experience from other strategic long term supply chain initiatives around the BP Group to help inform and develop the ILI strategy. Early discussions held with ILI Suppliers confirmed that, whilst regional frameworks have been in place in some countries, extending this to a global operation would be breaking new ground in engaging ILI services and would be of benefit to both ends of the supply chain. The process not only needed to follow rigorous supply chain procedures that would meet EU Procurement Directives and BP Group requirements, it also had to meet the specific requirements of many Countries around the world. It was recognised that flexibility would be required to accommodate the introduction of new tools, developing technology and accommodate new areas of operation. BP also wanted to stimulate continuous improvement in ILI tool performance and application of innovative improved technology. More significantly a key objective of the Global Contract was to drive inspection quality and consistency, whilst maintaining a competitive but equitable pricing strategy. Successful implementation was not just about delivering a contract scope of work; it required the development of relationships and a common understanding so that when problems arise they can be resolved quickly and efficiently. This required a significant amount of work engaging both the ILI Contractors and Operating Units across the world in the process. Work on developing the Global ILI Contract was successfully concluded with contract awards in late 2007. The paper explores some of the challenges, lessons learnt and benefits of developing a Global Contract for ILI.


2021 ◽  
Author(s):  
Jean-Francois Gauthier

Abstract Satellites are a powerful tool in monitoring methane emissions around the world. In the last five years, many new systems have been both announced and deployed, each with different capabilities and designed for a specific purpose. With an increase in options also comes confusion as to how these systems can and should be used, especially in meeting the needs of the oil and gas industry. This paper will examine the different satellite systems available and explain what information they are best suited to provide. The performance parameters of several current and future satellite systems will be presented and supported with recent examples when available. For example, the importance of factors like frequency of revisit, detection threshold, and spatial resolution will be discussed and contrasted with the needs of the oil and gas industry in gaining a more complete understanding of its methane emissions and enabling action to mitigate them. Results from GHGSat's second generation of high-resolution satellites displaying measurements of methane plumes at oil and gas facilities around the world will be presented to demonstrate some of the advantages of the technology. These two satellites, GHGSat-C1 and C2 (Iris and Hugo), were launched in September 2020 and January 2021 respectively and have started delivering a tenfold improvement in performance after incorporating the lessons learned from their predecessor, GHGSat's demonstration satellite Claire. Finally, the ability of these systems to work together and complement each other's capabilities to provide actionable insight to the oil and gas industry will be discussed.


2021 ◽  
Vol 11 (4) ◽  
pp. 412-419
Author(s):  
L. K. Babicheva ◽  
E. V. Neprintseva ◽  
S. A. Shubin

The global climate problem of climate warming has led to the active development of renewable energy almost all over the world. Many European countries and international corporations are already striving for carbon neutrality.This article analyzes the current trends in the development of the renewable energy sources industry in the world and in Russia, assesses the applicability of renewable energy sources in the oil and gas industry and the impact of the coronavirus crisis on the perspectives for renewable energy. The analysis of the indicators of the volumes of commissioning of generating capacities for 2020 is given, the obstacles encountered in the development of the industry due to the unstable global situation are considered.The article also discusses investment in renewable energy by oil and gas companies and their transformation under the influence of the renewable energy sector, as well as the participation of Russian companies in this transformation and their long-term prospects in relation to renewable energy.


2021 ◽  
Vol 73 (03) ◽  
pp. 10-11
Author(s):  
Francois Laborie

I was recently asked if I thought that the oil and gas industry would bounce back once the world is rid of the coronavirus. It was a question prompted by the sharp decline in activity in several oil-and-gas-dependent sectors such as transportation. The coronavirus and its subsequent impact on the price of oil have injected a sense of uncertainty into the industry, prompting many to speculate as to what will happen once the pandemic abates. Rather than asking if we’ll bounce back, I’d prefer we focus on how fast we can learn from the challenges and move forward. The oil and gas industry has come to a point at which there is no turning back. The pressure to transform was mounting long before COVID-19 entered our vocabulary. Recent events only highlight the urgency of it. It is an urgency that stems from new regulation, increasing financial pressure, and growing societal expectations. From the Paris Agreement to the UN’s Sustainable Development Goals, the world has come to terms with the fact that our planet is not immune to human impact and that we need to take measures to mitigate our damage to it. For oil and gas, that means transformation, in both the short and long term, all the while remaining profitable and competitive. In the shorter term, the world is not able to fill the void that going completely fossil-free would create. Oil and gas are still key components of the global energy system, driving both social and economic development in much of the world. That means that while our dependency remains, the extraction of this natural resource and its subsequent processing need to be done as safely, efficiently, and as carbon-friendly as possible. That’s where technology stands to play a pivotal role. For oil and gas operations, achieving near-term, sustainable success will require three things. Optimizing the use of data for increased transparency. There are savings to be had across oil and gas operations. In 2017, global management consultant McKinsey & Company reported that the industry’s performance gap was around $200 billion and that most offshore platforms are only running at 77% of their maximum potential. This means that there is significant ground to be gained. Today, we have the tools available to capture this value, to extract the data, and identify where there is waste and where there is opportunity. This kind of accountability is possible only if you are transparent with your data, which requires the right tools to uncover it, understand it, and share it. Several oil and gas players today have already cracked the code to learn how to use data to ensure more sustainable operations. By gaining an understanding of the inherent power of data flowing through their operations and by embracing transparency around that data, they can harness it to their advantage. Norway-based oil and gas operator Aker BP is one such example. Working with Cognite, it recently implemented machine learning to improve water- contamination detection, saving $6 million per year and reducing the company’s environmental impact. The massive savings for both the companies and the environment was achieved with the smarter and more open use of data.


2021 ◽  
Vol 73 (09) ◽  
pp. 16-19
Author(s):  
Kamel Ben-Naceur ◽  
Pam Boschee

2022 SPE President Kamel Ben-Naceur Kamel Ben-Naceur is CEO of Nomadia Energy Consulting, where he advises on sustainable energy policies and global and regional energy economics and outlooks. He has worked as the chief economist for a major oil and gas company and for an oilfield services company. Ben-Naceur has also worked as a director of the International Energy Agency and as the industry, energy, and mines minister for the Tunisian government. He has chaired several SPE global committees, including Business Management and Leadership, the International Forum Series, and CO2 Capture, Utilization, and Storage. He has also taught several SPE courses on global energy and strategic thinking and planning. He was technical director for the Management and Information discipline on the SPE International Board of Directors from 2008 to 2011. Ben-Naceur was also an SPE Distinguished Lecturer during the 2009–2010 season and received an SPE Distinguished Member Award and SPE Distinguished Service Award in 2014, the AIME Charles F. Rand Memorial Gold Award in 2019, and the 2020 Sustainability and Stewardship in the Oil and Gas Industry Award. He has coauthored more than 150 publications and 17 books. Ben-Naceur holds the Agrégation de Mathématiques degree from the École normale supérieure and a master’s degree in engineering from École Polytechnique in Paris. What key issues will you emphasize as 2022 SPE President? Our industry, along with many other economical sectors, has experienced a major impact from the pandemic. The magnitude of the drop in oil demand in 2020, both in absolute and relative terms, is unprecedented. It led also to a major reduction in oilfield investment activity around the world, in the order of 30% compared to pre-COVID-19 levels. The fast-track development of vaccines and their availability, even though progress is still required to ensure that they are distributed fairly around the world, is raising hope that the worst may be behind us. SPE members have also been impacted in their ability to meet at technical conferences and exhibitions and participate in workshops or forums. As 2022 SPE President, the theme I wish to develop is the “sustainable recovery” for our industry and for SPE. The industry has experienced in 2020–2021 a major loss of valuable employees ranging from young professionals to senior members. This has followed a major downcycle in 2014–2015. After a 30% drop in Capex in 2020 compared to 2019, 2021 should see a modest recovery in activity (6–8% increase). The next year should welcome a 10–12% activity surge, providing an increase in employment opportunities for our members in transition, as well as for our student members. Barring new negative developments in the pandemic, the recovery in activity should strengthen to reach pre-COVID levels by 2025, albeit 15–20% below the level that was expected before. The recovery of demand and activity should also be linked to a more sustainable trajectory of energy demand and supply. Sustainability will be my second area of focus, with SPE having already engaged significantly. I had the opportunity to participate in the startup of the SPE GAIA Sustainability Program, which is now developing into many different directions, thanks to the efforts of SPE volunteers. 2019 SPE President Sami Al-Nuaim had put sustainability at the heart of his presidency, and I am pleased to see several of his initiatives materialize. The third area of focus will be a gradual restart of physical meetings, where we will transition with the increase of hybrid (in-person/virtual) events, which is eagerly anticipated by our members. The fourth area of focus is related to the development of the new SPE Strategic Plan. Last but not least, is the proposed merger between SPE and the American Association of Petroleum Geologists (AAPG).


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