Abstract
Integrated operations systems have been consolidated as an important management tool in the global oil industry. In this context, considering the objectives of reducing operating costs and investments, increasing recovery factor and, therefore, increasing production efficiency, Petrobras has begun to implement the Integrated Operations Management (GIOp) as a supporting element to achieve the long term goals of the company, as established in its 2020 Strategic Plan. The GIOp is an initiative of the Exploration and Production (E&P) branch at Petrobras. This initiative is guided by the articulation of technical disciplines and companies involved in operational activities, focusing on the proactive role, bringing quality and comprehensive view in the planning of operations. Its implementation is occurring in the operational units of the south and southeast regions of Brazil, an area that responds for more than 80% of national oil and gas production. As in other operating units of the Petrobras E&P, Operations Unit of Espírito Santo, responsible for the management of production assets in the Campos and Espírito Santo basin, began the process of GIOp implementation through pilot projects. The results obtained so far are considered positive; however, beyond all the technical challenges observed for system implementation, it is noteworthy emphasizing the importance of managing people in the process, an element that has been confirmed as relevant in the GIOp implementation of one of the pilot projects. This paper aims to highlight the main challenges in managing people for the implementation of an integrated operations system and to present the case study of the early implementation of GIOp in the Jubarte and Cachalote Asset, whose production fields are located north of the Campos Basin.
