Abstract In order to support a new strategy for the development of the Northern part of a large carbonate reservoir, a multi-disciplinary and comprehensive approach was implemented to resolve the subsurface and surface issues associated with execution of the strategy. The plan is to have a balanced well count per year, optimise the existing geological target in the development plan, propose and implement artificial lift requirement, firm up the need for future Pattern Water Injection schemes. Consequently, a large number of additional producers and injectors is required to be drilled within a highly congested surface and hence the need to embark on Pad drilling to overcome some of these challenges. Pioneering the On-pad drilling in the field enable to increase and sustain the oil production target rate planned in Q1-2021 in addition to convert the Reservoir Development scheme to pattern injection. In order to expedite a robust and effective planning process, a timely and coordinated reservoir monitoring plan was put together and executed to reduce risk of gas for the new wells. In stratigraphically complex areas, pilot holes were recommended to help place and optimize well trajectories in the horizontal section. Key wells were nominated as candidates for accelerated acquisition of pressure and saturation data as critical requirement to understand fluid movement and consequently de-risk new target for the PAD wells. A drilling optimisation exercise which include the following ■ Mapping the target azimuth to the Plat Orientation for ease of drilling ■ Designed wells trajectories with long departure & high turn. ■ Rigorous anti-collision analysis. Very Difficult but detailed well planning process. Wells in area of moderate- high Gas/Water Saturation. ■ Utilisation of advanced completion technology to mitigate unwanted gas & water production. ■ Timely delivery of drilling proposals ■ The wells should be within the minimum recommended safety factor as per company drilling policy. The Cluster Drilling came into execution since January 2019. The main highlighted: ■ Well placement optimization for 24 on-pad drilling wells (8 platforms) by multidisciplinary subsurface integration. Should be available the Flexibility of shortening some wells H.H drain due to risk of high collision with existing wells. ■ Pioneering the On-pad drilling in the norther field successfully completing so far 3 Plats with 12 oil wells on sweet spots in 2019, estimating the associated oil potential in 24 MBPD. ■ Accommodated the required number of wells based on the company production target ahead of time, as per 2018-2023 business plan with the first well commissioning in Q1 2020. ■ To take maximum advantage, during PAD drilling planning process the reservoir monitoring plan should be prepared liaise with the underlying reservoirs, besides, with base on the new data findings allow to introduce changes at least in quarterly base ■ Cost saving was achieved by optimizing Gas Lift completions to 6 out of initially planned 12 wells based on simulation-surveillance integration work. ■ The Integrated Team organisation has worked well resulting in faster and higher quality deliverables

Abstract Oil producing companies are targeting minimal modifications to existing facilities in an attempt to increase oil production with minimal capital investment and squeezed schedule, thereby maximizing overall return on investment. Such brownfield works impose numerous execution challenges which are dependent on availability of shutdown window. This paper focuses on challenges involved in brownfield tie-in execution and presents mitigation strategies for performing tie-ins without production shutdown based on recent projects executed by NPCC. Brownfield projects execution has various constraints due to limitations in design modification of existing facilities. Such limitations pertain to existing Facility Layout, Flare System, equipment and adaptation of new standards to existing facilities and various other design /safety compliance requirements etc. During execution of modification works, early tie-in and shutdown requirements are firmed-up in accordance with the Oil Producing Company's business targets and alignment with all stakeholders. Production shutdown is highly undesirable since it leads to revenue losses as well as schedule and cost implication on the project. Hence, brownfield tie-in strategies always aim to keep production shutdown minimal. In order to accomplish timely tie-in execution, it is necessary to freeze the Tie-in Execution Philosophy at an early stage of the design in compliance with the producing company's HSE standards. This can be achieved by resolving all brownfield related challenges specially ensuring the early alignment of all stakeholders regarding the requirement of early tie-in, plant shutdown and low production window and by conducting an early site assessment to ensure that As-built drawings are corresponding to actual site conditions. In one of the Brownfield EPC projects executed by NPCC, various operational mitigation strategies were considered for tie-in execution without shutdown such as providing a temporary flare relief arrangement during Flare Tie-ins, lowering operating pressure to safe limit during execution of Tie-in on Production Oil manifold with single isolation valve, Isolating Produced water system during low production window and continue production with reduced rate by functioning HP/MP Separator in two phase mode during Produced Water Tie-in, lining up an alternative uninterrupted fuel gas header / source during Fuel Gas Tie-in etc. Such strategic methods resulted in execution of all brownfield tie-ins without any production shutdown, thereby avoiding production loss during modification works in an existing facility. Based on extensive experience with execution of brownfield projects, NPCC is better placed in formulation of tie-in strategies that are aimed at avoiding production loss. This paper presents valuable suggestions and mitigation strategies from recent projects executed by NPCC that will serve as Tie-in execution philosophy for operating companies as well as Contractor companies in petroleum industry. These strategies will assist companies’ in effectively optimizing their resources, enhancing the efficiency and profitability of their projects.

Abstract Here we present commercialization and mechanisms to manufacture bulk-metallic-glass composite (BMGC) dissolvable plugged nozzle assemblies (DPNA) for injection wells in offshore Arabian Gulf. These DPNAs' are to be installed on limited entry perforated liners for an extended performance, providing significant cost benefits to operators. While elastomeric plugs have significant shortcomings, thermal stability, extrudability among others, as such compromised high temperature performance, our metallic dissolvable alloy has reliable performance at elevated temperatures even at higher pressures. Our article encompasses design, verification and validation (V&V) data for a nozzle with a partially vitrified, nano-metallic dissolvable plug to withstand 3,500 psi differential pressure across the nozzle, where (i) Ability of DPNA to hold pressure between 12 and 36-hour (0.5 to 1.5 days) when pressurized from ID to OD, with subsequent breakthrough on pressure reversal of 200 to 500 psi (OD to ID) within 14 days from start of operations (ii) Environment encompasses up to 43% Bromide salts as completions brine to prevent deposition of Ca 2 + ions abundant in Middle East and North Africa (MENA region) or up to 21% Chloride salts (iii) Temperatures as high as 200 ºF, will be a first of its kind. V&V is supported by flow testing combined with CFD performed on potted DPNAs'.

Abstract Upper Zakum field is a mega offshore field, in which ADNOC Offshore is investing a lot of resources to bring development target to reality. In order to achieve the company's strategic milestones, over 300 minor and major projects are being implemented utilizing a tremendous number of major and minor resources. This excessive volume of data is communicated daily from each division independently with different templates/format, which isn't reflecting the complete image of operations and development progress status. Therefore, to achieve those strategic milestones, an effective planning process across multiple functions within different organizations and at various locations, along with an efficient tracking system was established. Operation Planning & Support teams developed Upper Zakum 5 years business plan alongside the Integrated Master Activity Plan (IMAP) to identify the required scope ensuring safe guidance of the company towards achieving its targets while sustaining the integrity. IMAP leverages the communication level among all stakeholders, particularly during the planning phase, to enhance the effectiveness and realism of plans, in addition to, providing flexibility in reviewing the plan from different perspectives through the ability to produce various layouts aligned with specific requirements. IMAP website has been established to enhance communication and ensure that all stakeholders have adequate information that supports maintaining consistency in the workplace and preventing any ambiguity. The website provides an efficient and prompt access to review planned activities for a particular project as well as forecasted activities on a particular asset location. IMAP website has ensured the effective distribution of up to date information on each asset location such as objectives, responsible team, resources allocation, material delivery time, execution timeline, and planned shutdown windows. This collaborative approach leads to early discovering of major resources clashes and abolishes them during the planning phase, ensuring the best utilization of resources and completing the required scope within the time boundary; as well as, enhancing the predictions of production, water injection and improve the accuracy of budget outlook; in addition to data-driven realistic decision-making.

Abstract The paper presents how Dolphin Energy's Emergency Pipeline Repair System ‘ASSIST’ (Advanced Subsea Intervention Support & Technology) has addressed the challenges of being ready to decommission and recommission a large diameter high pressure gas pipeline during a pipeline repair in the shortest possible time, while also protecting onshore assets. The challenges in temporary decommissioning and recommissioning of a large size high pressure gas pipeline are demanding, due to the complex technical requirements and the need to intervene quickly. This case study shows how Dolphin Energy has tackled this technical challenge by developing bespoke subsea tooling not available from the market. At the same time, the company has balanced its commercial responsibilities by ensuring third parties provide other tools and resources required during an intervention. This means Dolphin Energy can study available resources from contactors' over the long term, ensuring resources are available as and when needed. To address this challenging technical requirement, ASSIST has implemented the following three solutions: Development of a unique subsea launcher & receiver covering Dolphin Energy's 48" and 36" subsea pipelines; this allows the pipe to be decommissioned and isolated on the seabed, thus enabling the repair to proceed in a dry condition without the need to recover the inventory of a flooded pipe at one of the terminals. The subsea tool does not require extensive subsea preparations Procedures and processes to allow decommissioning to start in the shortest possible time have been developed An on-call LTSA Provider, capable of providing equipment and personnel to meet the demanding requirements of decommissioning and recommissioning large gas pipelines. This includes regular monitoring of market capabilities and availability of equipment and personnel By implementing these three steps, we ensure that decommissioning and recommissioning of the pipeline does not become ‘bottle necked’. The impact on asset integrity has also been minimized.

Abstract Space exploration has made significant advances over recent years. There are now many planned robotic exploration missions for the Moon, Mars and asteroids. Carrying enough fuel for future return journeys, particularly as necessary for human exploration missions poses a key challenge, or inefficiency of having to take all required fuel for return trip for the mission, incurring significant weight penalties and opportunity cost. The UAE has announced its Mars 2117 Vision , a 100 year plan, to build a habitable settlement on Mars, and in particular: "Mars 2117 aims to build the knowledge and scientific capabilities that will enable the UAE to realise humankind's universal dream of the very first sustainable settlement on the red planet within the next 100 years". Recent exploration of Mars has identified some key in-situ raw materials regarding the presence of water ice, and an atmosphere for which the major component is carbon dioxide, comprising approx. 96%. The UAE's current Emirates Mars Mission "Hope" aims to build on that knowledge and increase our understanding with respect to the Martian climate. Future missions to Mars will lead to the development of in-situ resources. The associated technologies share many synergies with terrestrial activities concerning oil, gas and the energy industries. Furthermore, it is considered that the technology development for off-world resources may have significant advantages for terrestrial industry. The associated innovations and philosophy are consistent with the UAE's National Objectives regarding the furthering of a "Sustainable Environment and Infrastructure".

Abstract In production engineering, managing a mature field, where cost and job complexity increases as the reservoirs further deplete, analyzing a vast amount of data from different sources is required to understand the well and reservoir performance on a timely basis. Analyzing the full picture of the production system behavior and planning timely interventions is the key in managing these fields. As the E&P organizations go through the production lifecycle, it is increasingly difficult to keep this data in a structured format and a place where it can be easily accessed by the end users for their day-to-day workflows. More and more production data end up in Excel spreadsheets and other repositories creating what is known as data entropy. Legacy corporate data archives become a bottleneck in efficient production data management as they cannot scale efficiently. On the data analytics side, production and reservoir engineers often rely on Excel spreadsheets or inefficient home-grown systems which restrict their ability to derive more insights from the data. Then there is the collaboration aspect. Emails and shared-drives become the de-facto form of exchanging analysis and data, but these resources are time consuming and error-prone due to misplacement, duplication and different vintage of several data files. It is contradictory that the E&P industry despite its steady advances with digitalization and adoption of the latest technologies such as Artificial Intelligence and Machine Learning (to mention a few) continues to struggle with these fundamental data management issues. The implementation of a robust production data management system and basic analysis workflows are key to enabling effective digital tools and must be a top priority for any oil and gas organization consolidating their digital journey. This paper talks about the success case of implementing a production data management system for the mature assets of a National Oil Corporation, encompassing 37 years of production data from various scattered archives. The implementation of the system was customized to suit the requirement of the end-users to enable maximum utilization and faster adoption of the technology. The conceptualization, implementation, customization and development of this digital transformation initiative along with lessons learnt and future development possibilities is demonstrated in this case study.

Abstract Increased focus by Upstream Oil and Gas Companies to adapt to the current business environment has led to leveraging upon process simplification, Industry- 4.0 and digitalization programs for enhancing the field operations, reduce deferments and standardize planning processes inline to operational excellence. Objective is to lean current processes through developing lesser decision stage gates and providing input data bank for faster decision making, thus transforming the way of working into "value based" and improving on efficiency. In current business environment, digital solutions are being favorably viewed as enablers instead of disruptors, as was considered in the past. Digital solutions encompass development of model based technical workflows, lean business process workflows, robust planning methodology and integrated performance dashboards to enable informed and optimal decision making. Through this paper, experience from various Oil and Gas Upstream Operators in their journey of digitalization and in business and technical process simplifications will be shared, based on author's work and interaction with different oil and gas operators.

Abstract This paper explores lithium ion battery as an alternative battery technology and discusses the benefits it can offer to stationary UPS application in offshore platform. A case study on utilization of lithium ion battery in Al Yasat's, Belbazem feed project is presented with an intent to implement in EPC stage and to reduce total cost of ownership. The paper studies conventional batteries, which are used for the majority of ADNOC offshore platforms. It considers their limitations and surveys alternative battery technologies in different industry sectors. Based on industry trend, market share and technical performance, lithium ion batteries are considered as the preferred candidate. The paper also focuses on different international standards like IFC, IEEE standards for safety and other recommendations. Conventional batteries due to large size, heavy weight, and low energy density require more space. Additionally, the performance, service life, and total cost of ownership further limit's their usefulness and advantages. Unlike conventional batteries, lithium ion batteries have emerged in recent years as small size, light weight, and high energy density solution which offers significant advantage in terms of footprint and infrastructure cost. This makes lithium ion battery as a potential candidate for offshore platform where space is premium. Under normal condition there is no electrolyte leakage and no outgassing, thus eleminating stringent ventilation requirement, minimizes HVAC energy consumption and contribute to energy optimization. Lithium-ion batteries have long life and very low maintenance requirements. There is no fluid level to measure and maintain. Lithium ion batteries require advanced battery management system (BMS) for their safety. Smart features in BMS offers an array of monitoring capabilities, including system state-of-charge and state of- health which further reduces maintenance burdens. As Lithium ion batteries offers high energy density solution they and are prone to thermal runway. The highest level of safety is ensured with sound material & process control during manufacturing, choice of stable battery chemistry, proper cell & system design and testing in compliance to industry standards. The proposal to use lithium ion battery for stationary UPS application in ADNOC offshore is novel. It highlights strengths and discusses various aspects of lithium ion batteries which lowers total cost of ownership and ensure safer design in offshore platform. The paper presents various norms currently available in international standards, guidelines and presents manufacturer recommendations, which can be helpful to various stakeholders in specifying design requirement while considering lithium ion battery in offshore.

Abstract This paper describes a game-changing solution regarding the use of metal expandable annular sealing systems in a high pressure multistage frac well. The design and engineering of this technology resulted in the development of fit-for-purpose equipment that overcame challenges often encountered in a high-pressure stimulation environment. The metal expandable annular sealing system was custom designed in order to provide high expansion that can be set in potentially washed out wellbores. The design included a long multi-element sealing system with built-in redundancy to account for fracturing fluid chemical reaction with the rock behind the seals. The system is just under 4 meters, complemented with multi-elastomer seals, each delivering full Delta P capability within a washed-out hole up to 6.5". The unique design allows full rotational capabilities during deployment, minimizing operational risks. The system was run in combination with multi open-close fracturing sleeves and a pressure activated toe sub rated to 10,000 psi for acid fracturing in three zones of a vertical carbonate well – the well was known for its heterogeneity and high reservoir pressure contrast. The use of mechanical packers with short sealing elements would have been challenging and increases the risk of unwanted communication between zones. Successful installations, activation of the sleeves and subsequent hydraulic fracturing were achieved, which enabled operational flexibility, reliable isolation and high expansion benefits. Acid fracturing treatment data from each of the stages were analyzed and used to confirm that the zonal isolation integrity. This paper includes the challenges of providing zonal isolation with conventional packer designs and details the design, testing and qualification of the solution as well as further design modifications for higher fracturing pressure rating.

Abstract This paper addresses the need and challenges associated with the clamp-on gas and oil flow and water-cut measurement techniques for efficient and reliable flow allocation and production management. This will be useful for production, as well as, reservoir engineering in both traditional and unconventional multiphase flow environments. Furthermore the paper reviews the advancements in the available clamp-on measurement techniques and evaluate their advantages and shortcomings in different flow conditions.

Abstract The upstream oil and gas industry suffered an unprecedented dual shock in 2020. Suppression of demand caused by the global Covid-19 pandemic combined with oversupply caused by competition for production market share between major suppliers across the globe. Although the world that will emerge in 2021 is hard to predict, it is very likely that it will be different from the past. It is equally likely to change much more quickly, therefore needing new ways of developing and introducing new technology-based products and services. This paper introduces the dichotomies that will emerge. In particular the industry will need to be focused in order to deliver technology on time, at the same time being flexible in response to rapid changes. It can be challenging to meet both of these apparently conflicting requirements. By exploring the principles of innovation theory from a number of perspectives, this paper offers insights and suggestions to help the industry develop the highly efficient technological solutions it will need to thrive in 2021 and beyond in the face of significant restrictions on financial and other resources. It also describes the impact of stakeholder interests, including the pressures arising from environmental, social and governance (ESG) issues, which will not go away despite the shock to the industry that 2020 brought, and suggests how these may be met while developing effective new technology. The paper uses real-world examples, including examples from other industries, to describe strategies for product and service development, and business model adjustment. It concludes with a toolbox of ideas and techniques that should be broadly applicable across the upstream industry.

Abstract In 2015, the North American pipeline industry completed the development of a framework for a Pipeline Safety Management System (Pipeline SMS) designed specifically for pipeline operators. American Petroleum Institute (API) Recommended Practice (RP) 1173 is the product of a collaboration between pipeline operators, state and federal regulators, and other engaged stakeholders (e.g. gas distribution, transmission, utilities, etc.) working towards the goal of zero incidents. The API Pipeline SMS Third-Party Assessment Program is designed to identify ways of empowering stakeholders to do their operation(s) and maintenance activities in a safe way, and identifying practical steps to protect communities, employees, and the environment from the pipeline safety risks. Incidents occur not because of a lack of knowledge, but failure to use the knowledge the industry already has. Many operators think that undertaking Pipeline SMS assessments is a difficult and complicated process, and as a result, it is often misunderstood. The API Pipeline SMS Third-Party Assessment Program is a proven and consistent assessment program that enables operators to break through PSMS barriers and implementation challenges.

Abstract Typically, Owners beef up their Project Management/Controls organization and develop Project Execution concepts once a development concept has been selected and Basic Engineering gets well under-way. It is observed that Owner's Schedule & Cost influence is high, while expenditure of either is low during Concept & Planning phases as against during the Execution phase. This work proposes elaboration of a number of key project dimensions, collectively called integrated Front-End Loading (iFEL), enabling PM diligence during Conceptual and Scope development phases, overcoming the traditionally limited visibility to PM added value in these phases by not limiting PM resource investments, while keeping the ever-evolving scope, risk, complexity challenges in perspective. A purpose-built Project Management Organization (PMO) implementing the above methods and administering the various procedures during the Feasibility/Concept, pre-FEED (Front End Engineering Design) and FEED phases can assume control of the value levers, improve predictability of the desired project outcomes and set the project on course for EPC (Engineering, Procurement & Construction) execution success as demonstrated by reference project(s) that adopted this approach. This work proposes establishment of a dedicated, technically competent and scalable PMO during Pre-EPC phases to oversee front-end scope definition, maintenance of a list of big-ticket decisionsto be landed during each phase, securing of key resources, contracting strategies, formulation of a proactive management response system and overall value assurance. The PMO can then suitably scale-up and assume back stopper duties during EPC(M) (Engineering, Procurement, Construction Management) follow-up, delivering on project promises that led to the investment decision.

Abstract "X-Mas Trees, Wellhead and Down Hole Safety Valves" are deemed as Well HSE critical Equipment in Abu Dhabi Oil fields (alike in many other countries round the world). Ensuring 100%, integrity of this critical equipment has always been a challenge in the industry due to equipment aging (above 25 years in operation) and lack of comprehensive international standard guidelines on this subject. Hence, a comprehensive methodology named as "100% Integrity Assurance approach" was implemented for this equipment in order to ensure sustainability and to prevent HSE incidents throughout the well lifecycle. This methodology in turn contributed significantly towards Life extension of the aging equipment by reducing its failure rates. The 100% Integrity Assurance approach for Well HSE Critical equipment is a broad-spectrum continuous process involving collaboration among multiple disciplines of the organization such as "Well Integrity, Field Development, Field Production and Maintenance teams. The methodology consists of: Introducing a risk based approach to standardize all requirements of Integrity Assurance activities for this equipment (e.g. frequency of activities to be performed, process, responsibilities, Allowable Leak Rates etc.). Establishment of an automated mechanism to track and report each and every pre-defined Integrity Assurance activity, highlighting areas of improvement to meet 100% compliance. A robust road map to overcome all the challenges hindering the 100% compliance target of these activities. This includes introduction of special procedures, right set of equipment and effective tracking system. Introduction of Non-Weather dependent equipment to carry out activities round the year in offshore environment. Implementing this methodology resulted not only in improving performance visibility of Well HSE Critical Equipment to whole organization but it also observed to be contributing significantly to Life extension of the aging equipment by reducing failure rates. Based on last 6-years comprehensive data upto 60% Reduction was observed in the Failure rates of HSE critical equipment/X-Mas Tree Valves. This unique approach involving multiple disciplines of the organization is new and quite fruitful to maintain the integrity of aging Well HSE critical equipment. The methodology is systematic and fulfils exiting gap in the Oil Field Industry, which lacks any comprehensive international guidelines to maintain or extend the life of aging X-Tree and DHSV equipment.

Abstract The maritime industry is facing a period of major disruption, with its effects not confined to the physical world. Even before the COVID-19 pandemic, recent years saw our industry experience extreme instability, with global oil and gas markets declining. We have seen increasingly unpredictable Brent prices, and the oil and gas services sector has suffered significantly. This has resulted in a structural change to the market, which in turn requires the industry to rethink and reinvent the business model. This means reducing costs and challenging the status quo and establishing more of a partnership with clients to add value through distinct, more tailored services and solutions. A critical factor in this is the implementation of digital technology and the use of data as a direct business enabler. The realisation that digital tools and technology have the ability to impact client relationships, business models and vendor relationships is one that P&O Maritime Logistics (POML) recognised early. Despite our status as a historical business, with over 180 years of maritime history under our belt, we are also a business that looks to constantly improve and deliver a difference which drives value across all seven continents. When others see barriers, POML sees opportunities, and none appear larger than the opportunities presented by embracing the digital revolution. Whilst the maritime industry has traditionally lagged behind some other industries in the application of technology, and there was no doubt in our minds that the time is right for a change and to disrupt conventional ways of working. To achieve this, P&O Maritime Logistics (POML) has invested heavily in systems to collect and process data in real-time from our offshore operations, while also connecting our offshore and onshore personnel as we expand our fleet. Such measures remove the need for many manual processes, empowering our offshore organisation and creating long-term cost efficiencies. As we navigate the COVID-19 pandemic and beyond, a core focus for our business will be the further optimisation of offshore logistics for energy companies, with technology at the heart of this. We are aiming to move up the value chain in the global energy industry through a growing portfolio of cost-effective and innovative services. As our clients' demands evolve, we are adapting our service-led offering to stay at the forefront of industry needs and remain as the preferred provider of marine logistics services and solutions. We have increased our focus on providing end-to-end digital logistics solutions and have proven our ability to deliver large-scale, bespoke services, in collaboration with our customers and partners. The Offshore Support Vessel (OSV) survivors of the recent downturn included those organisations that were willing and able to make changes to reset their businesses and strategies to suit a new market. Any transformation is challenging, and changing the mindset of our entire organisation as well as protecting the bottom line can put significant strain on an organisation. A key differentiator is the embracement of IT as a direct business enabler. Digital is disrupting companies from their service offering through to their operations and maintenance. From customer dashboards providing real-time insight into the state of their operations, to the use of Internet of Things (IoT) to learn more about the state of our vessels, and moving IT to a driver of both the top line and of cost reductions.

Abstract This paper describes how the reservoir team at ADNOC Sour Gas developed the ability to dynamically adjust and manage their production strategy based on plant product output and market requirements, driving profitability and maximizing value of the sour gas assets of the UAE. The reservoir team developed and successfully implemented an extensive data acquisition program, enabling adequate characterization of a giant ultra-sour gas carbonate reservoir in the Late Jurassic Arab Formation in the western area of Abu Dhabi. The field is located in the southern part of UAE, in the Liwa province, and covers an area of 57 km 2 . It consists of four main reservoir zones: Arab A, Arab B, Arab C, and Arab D. Current development is focused on the central part of the field with most of the wells dedicated to Arab C. Future development plans will focus on the southern and northern areas of the field. Early during the appraisal stage, the data suggested the existence of an areal gradient in composition across the reservoir. As such, a clear understanding of this areal distribution in addition to the usual reservoir gas composition, properties and behavior was essential in optimizing field production and maximizing value. Over the course of field development, reservoir fluids from different well locations were sampled and analyzed. Various issues were encountered during this process including H 2 S stripping in down hole samples, contamination from stimulation fluids and quality assurance and quality control concerns in lab measurements. Resolving these issues allowed a coherent understanding of the compositional variation in the Arab Formations. To properly model the compositional variation, an innovative methodology was implemented by the team to initialize the dynamic model. The methodology consisted of two major steps. Firstly, PVT data was analyzed and correlations between H 2 S and other components were developed. Secondly, through PETREL, compositional maps were created. Ultimately, each grid block was assigned a unique composition honoring the areal variation in composition across each reservoir zone. In addition, empirical correlations between fluid components and plant product streams were developed through material balance analysis. Using product models, these correlations were input into the dynamic model which allowed estimated plant products to be output directly from simulation runs. Simulation forecasts of estimated plant products were later verified by actual plant yields, giving confidence in the methodology implemented. Further, this method allowed a quick turnaround in production planning and optimization thereby reducing the reliance on a fully-fledged plant simulator for short term gains and quick wins.

Abstract As capital projects execution is increasingly transformed through digitalisation, there are further opportunities to optimise the efficiencies and effectiveness of Engineering, Procurement, and Construction (EPC) phase maintenance, and integrity management programme development. This paper presents a model for the development of lifecycle maintenance and integrity management programmes during the EPC phase. The approach comprises a fully integrated solution for all required work scopes. This model is embedded within an asset management build platform and has been designed to encourage collaborative working and maximise efficiencies during execution. The approach enables the provision of clear information to the EPC project team highlighting the critical path data requirements and schedules. This provides enhanced definition of Computerised Maintenance Management System (CMMS) build processes, smoother project management, improved consistency and accuracy of the asset register, hierarchy build, materials, inventory content and linkages. Requirements for manual data scraping from engineering drawings, datasheets and vendor documentation have been substantially reduced. Instead, the approach maximises opportunities to standardise and digitise much of data handling and capture required for successful programme development. The model incorporates simple, robust rulesets for lifecycle maintenance and integrity management strategies, which consider aspects such as: class code, equipment sub-categories, materials, and operating context. This has resulted in consistent, standardised programme development and implementation, while accounting for owner/operator specifications and requirements. Furthermore, the data deliverables and outputs can be used as a basis for CMMS management of change during the subsequent operating phase.

Abstract The objective of this paper is to provide an outline of current decommissioning guidelines andtypical practices, and to explore cost effective ways in which companies can navigate through this multifaceted process. This is demonstrated via a revealing case study which illuminates an optimum, cost effective decommissioning methodology for offshore facilities and structures, which is closely aligned with emerging decommissioning guidelines and regulations and with industry best practices. Decommissioning is governed by local regulations and is triggered by a number of specific factors, such as when the remaining reserves are less than 40%, or when the concession has a remaining period of less than 5 years, or in some cases when production has ceased. Normally, at some points in the process, security deposits are placed by the operator, which can be significant. Since this cost is seen as a liability and is based on an estimated decommissioning costs, a cost effective, yet regulatory compliant solution is required. This paper discusses various best practice technical strategies for decommissioning, which can be applied in the South East Asia (SEA) region, and throughout the world. The strategies proposed can result in an estimated operator saving of over 30% over the entire decommissioning execution expenditure. The processes that are discussed are included in the typical steps of preliminary design, detailed design and execution.

Abstract ADNOC Onshore is operating Habshan gas production field on behalf of Abu Dhabi National Oil Company (ADNOC). The gas reservoir production zones were developed under different project phases. The field has 250 gas (production and injection) wells, which are placed and located in approximately 1200 square kilometers. All gas wells are designed to have SCADA system to monitor, operate and control the wellhead control systems. Current practice within ADNOC Onshore is to carry out monitoring for Cathodic Protection (CP) of well casing and Chemical Injection (CI) surveys on quarterly basis, this is carried out by mobilizing entire crews physically (visiting every single location) and reporting findings/conditions in order to carry out preventive maintenance and necessary repairs. The aim of the project is to establish a remote monitoring system utilizing the existing Supervisory Control and Data Acquisition (SCADA) setup in order to monitor the applied corrosion controls, CP and CI injection systems. Based on the implemented modification, essential information was collected, intensive review and analysis were performed and revealed that the system is functioning perfectly as per the operation's requirement for both (CP & CI). This approach forms a vital aspect of the integrity management of the asset by monitoring the effectiveness of the applied corrosion controls, in addition, the implementation will help Operations to optimize resources, efficiently monitor, maintain, and ensure safety of the facilities and its integrity. Moreover, the implemented method will drastically reduce the associated travelling risk, limiting exposure to the harsh environment (Desert) and potential cost saving.