En strategi for å levere mer verdiskapende prosjekter

Transcription

1 En strategi for å levere mer verdiskapende prosjekter Marie Ravnestad VP Modification Projects AKER BP ASA Modifikasjonskonferansen 7. mars 2018

2 CORPORATE STRATEGY A focused portfolio on the NCS Skarv / Ærfugl Solid base performance and area upside potential Alvheim area High production efficiency and low operating cost Ivar Aasen Production ramp-up and IOR opportunities Skarv / Ærfugl Johan Sverdrup World class development with break even price below 25 USD/bbl* Ula/Tambar Late life production with significant upside potential Valhall/Hod 1 billion barrels produced, ambition to produce additional 1 billion barrels Alvheim area Ivar Aasen Johan Sverdrup Ula/Tambar Valhall/Hod Aker BP operator Aker BP partner 2018 exploration wells * Full field 3

3 AKER BP STRATEGY AND THINKING Aker BP aims to build the benchmark offshore E&P company Use the downturn to create a company for the future by building the benchmark E&P company together with our suppliers Execute Improve Grow Deliver on existing projects Realize value of resource inventory Integrate acquisitions Deliver on improvement agenda Strengthen improvement capabilities Develop new improvement initiatives Be opportunistic and exploit market opportunities Selective growth that is value accretive Secure new exploration acreage Reorganize the value chain by strategic partnerships and alliances Digitize the E&P value chain Value chain based on shared LEAN understanding, toolbox and culture Flexible business model ready for growth and volatility 4

4 AKER BP PROJECTS - TO BE RECOGNIZED AS A REFERENCE FOR PROJECT EXCELLENCE Highlights 2017 DG2 Ærfugl DG2 Skogul DG3 Ula Power Upgrade First Oil Volund infill DG4 Valhall DP Rig Access East New lifeboat on Tambar DG3 Ærfugl DG3 Skogul Q1 Q2 Q3 Q4 DG3 Tambar Development DG2 Valhall Flanke Vest DG4 Ivar Aasen Offshore Execute Oda Tie-In to Ula Valhall QP removal Contract signed. 4 new lifeboats on Ula DG3 Valhall Flanke Vest (First Oil Boa Infill) 5

5 AKER BP PROJECTS Highlights 2018 First Oil Boa Infill First Oil Tambar Development First Oil Kameleon Infill South DG3 Ula Infill Drilling 2 new water injectors Ivar Aasen Phase 2 DG3 Johan Svedrup Start Tambar Artificial Lift 3 new producers Valhall IP Q1 Q2 Q3 Q4 Ula 5 th lifeboat PUSH Engineering Assistant Digital Twin on Ivar Aasen 2 Alvheim lifeboats Ivar Aasen remote control functionality DG2 VH WPPR (Lower Hod) Closing the gaps - Unmanned Process Platform Ærfugl Level 5 Technology Qualification TRL EHTP & Vertical X-mas trees 6

6 AKER BP MODIFICATION PROJECTS Ongoing Developments Valhall (90%) / Hod (90%) IP plattform drilling campaign Valhall Flank West Development Unmanned wellhead plattform tied back to field center Valhall Flank North Water Injection One new injection well Injection water from Valhall field center Ula (80%) / Tambar (55%) Tambar Development Two new production wells Gas lift New lifeboat & other mods Ula Power Upgrade Oda Development * Subsea tie-back to Ula field center **The Oda Asset is Operated by Spirit, Aker BP holds 15% 7

7 AKER BP MODIFICATION PROJECTS Being Studied Valhall / Hod Hod Re-development add unmanned installation (Hod WHP) w subsea tie-back to the Valhall field center Valhall WP Production Recovery Add new 11 WP wells (producers & injectors) Modify facilities to accommodate need for gas lift, water injection, produced water treatment, wcale inhibitor injection, sulphate removal package Remove old flow-lines to make space. VH WP Production Recovery lower Hod formation Ula /Tambar Ula Infill Drilling Campaign removal of drill tower Ula D and preparation for Jackup Rig access Ula Future Development Add extra well slots at Ula D or possibly new Wellhead Platform with bridge access 8

8 AKER BP MODIFICATION PROJECTS Ongoin Developments Ivar Aasen Hook-up of two new water injectors The Remote Operation project New digital solutions Aker BP s laboratory Hanz subsea tie-back appraisal well in 2018 first oil planned in 2021 Skarv Area Rig operation to recomplete wells is ongoing Ærfugl Development Phase 1 3 subsea wells tied back to Skarv FPSO Heating of subsea flolwlines to prevent hydrates FPSO Mods; turret, methanol pumps, scale inhibitor system, electrical system for flowline heating 9

9 ULA MODIFICATION PROJECTS Wireless pressure monitoring on Ula Xmas trees Well Integrity Management / Risk Reduction Business case: - Additional pressure surveillance is needed for Ula wells to be able to monitor pressure build-up when wells are shut in, to gain understanding of pressure development in wells and identify when mitigating actions need to be taken. - This will reduce the risk of abnormal pressure build-up outside of the operating envelope. Project description: - Install pressure monitoring of tubing hanger void and straight radial lip (SRL) seal port on wells W11, W13 and W15. It is important to monitor this continuously to determine if it is safe to inject water/gas. - Install pressure monitoring of wellhead pressure (WHP) upstream wing valves on production wells W08, W10 and W05. These wells do not have WHP monitoring today as they are unit 1 wells with relatively low WHP. Project cost: 3,0 MNOK Project execution schedule: - Offshore installation: March/April 2018 AFA-4827: Wireless pressure monitoring on Ula Xmas trees 10

10 AKER BP STRATEGY AND THINKING Aker BP aims to build the benchmark offshore E&P company Use the downturn to create a company for the future by building the benchmark E&P company together with our suppliers Execute Improve Grow Deliver on existing projects Realize value of resource inventory Integrate acquisitions Deliver on improvement agenda Strengthen improvement capabilities Develop new improvement initiatives Be opportunistic and exploit market opportunities Selective growth that is value accretive Secure new exploration acreage Reorganize the value chain by strategic partnerships and alliances Digitize the E&P value chain Value chain based on shared LEAN understanding, toolbox and culture Flexible business model ready for growth and volatility 11

11 Most Likely Cost Cap AKER BP PROJECTS TO BE RECOGNIZED AS A REFERENCE FOR PROJECT EXCELLENCE Fundamental pillars for alliances One Integrated organization: Incentives shared risk and reward: Continuity through project phases Aker BP Overrun Overrun Overrun Contractor A Savings Contractor B Actual Cost Actual Cost Actual Cost Appraise Select Improve Execute Operate Alliance team Underrun share between alliance partners Overrun shared between alliance partners Cost above cap compensated at net rate to contractors Organization Organization Organization Alliance $ Scope Incentives Transparency Alliance $ Scope Incentives Transparency Alliance $ Scope Incentives Transparency 12

12 AKER BP PROJECTS - TO BE RECOGNIZED AS A REFERENCE FOR PROJECT EXCELLENCE Why alliances? Operator and Suppliers Establish an environment with continuity and long-term relationship, which rewards quality and flow efficient work processes. Establish an environment with common drivers - one scope, sharing risk and gain. Establish an environment with access to market leading technology and personnel. Establish an environment to enhance learning across companies. Establish a culture based on one for all, all for one - principle. 13

13 ALLIANCE PRINCIPLES What is an alliance One for all, all for one A way of organizing a project with an incentive mechanism sharing risk and reward between the alliance partners. Empowered and fully responsible for execution of the Scope of Work One fully integrated team with best person for the job Common localization Common goals Common plan Common budget Shared risk and reward Scope Organization Alliance $ Incentives Transparency 14

14 AKER BP STRATEGY AND THINKING Aker BP aims to build the benchmark offshore E&P company Use the downturn to create a company for the future by building the benchmark E&P company together with our suppliers Execute Improve Grow Deliver on existing projects Realize value of resource inventory Integrate acquisitions Deliver on improvement agenda Strengthen improvement capabilities Develop new improvement initiatives Be opportunistic and exploit market opportunities Selective growth that is value accretive Secure new exploration acreage Reorganize the value chain by strategic partnerships and alliances Digitize the E&P value chain Value chain based on shared LEAN understanding, toolbox and culture Flexible business model ready for growth and volatility 15

15 FIELD OF THE FUTURE Digital Focus Areas - Projects Vision Field of the Future Intelligent & advanced analytics Integrated data platform and digital twins. Using advanced analytics and visualizations for development, operations and maintenance. Robotic & automation technologies Unmanned installations. Autonomous or remote operated. Collaborative robots and IoT, collecting data for analytics and further optimization. Vision Unmanned, Remote operations, Zero discharge Digital mindset and competence Building digital competence. Enabling data driven culture, curiosity, human-machine interfaces and embracing disruption. Future collaborations Partnerships for innovations and creative solutions. Laws and regulations allowing for new digital operations. Smart contracts. 16

16 DIGITALIZATION Working towards our vision of a fully digitized value chain Testing specific use cases on new data platform....and progressing key digital initiatives 17

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18 DIGITAL AND REMOTE OPERATIONS A world of opportunities let s go! 19

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