Abstract

The paper describes a project known internally as "InWell" to address multiple requirements in Repsol Drilling & Completions.

InWell is defined by a new Operating Model comprising Governance, People, Process, Functions and Technology. This paper addresses changes to the Technology element - often referred to as "Digitalization".

The paper includes a discussion about the business transformation strategy and case studies for addressing three of 18 functionalities identified in the first round of development.

The InWell development strategy followed four steps; identification of performance issues, envisioning of a future operating model, identification of functionalities required/supporting this operating model and matching to digital solutions.

Our case studies focus on three functionalities provided by three separate companies, Unification of Planning and Compliance, Real Time Data aggregation and Key Performance Indicators. Each functionality was addressed with an existing commercial application customized to meet specific requirements.

A corporate web-based Well Construction Process (WCP) was initially piloted and then extended to include all well projects. The WCP identifies the key Tasks that must be completed per project, and these are all tracked. Data from this application is used by a third-party Business Analytics application via an API.

Real time data from many sites and a wide range of sources was aggregated and standardized, Quality Controlled and stored within a private secure cloud. The data collation service is an essential building block for current third-party applications such as the operating centre and is a prerequisite for the goal of increased automation.

A suite of Operator specific Key Performance Indicators (KPIs) and data analytics services were developed for drilling and completions. Homogenized KPIs for all business units provide data for objective performance management and apples-to-apples comparison. Results are presented via custom dashboards, reports, and integrations with third party applications to meet a wide range of requirements.

During a four-month Pilot Phase the InWell Project delivered € 2.5 million in tangible savings through improvements in operational performance. In the first 12 months € 16 million in savings were attributed to InWell. By 2022 forecast savings are expected to exceed € 60 million (Figures 1 & 2). The value of Intangible benefits is thought to exceed these objective savings.

Figure 1

The Business Case for InWell – Actual & Projected Savings and Costs.

Figure 1

The Business Case for InWell – Actual & Projected Savings and Costs.

Figure 2

InWell Services addressing Value Levers and quantified potential impact.

Figure 2

InWell Services addressing Value Levers and quantified potential impact.

A multi-sourced digital strategy can produce quick gains, is easily adapted, and provides high value at low risk. The full benefit of digital transformation can only be realised when supported by an effective business operating model.

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