Heritage Petroleum Company Limited (HPCL) is the newest operating oil and gas company in Trinidad and Tobago and was vested and entrusted with the operation and management of all the exploration and production assets of Petroleum Company of Trinidad and Tobago Limited ("Petrotrin"). Being driven by oil-based revenue meant that rig intervention projects had to be innovative, economically viable and practical to meet the company’s financial commitments. This paper presents the concepts and processes behind the development and implementation of HPCL’s Workover Scoping and Procurement Framework.

The offshore team recognized the need to frame the well review and workover candidate selection process as well as a procurement process that was both operationally accommodating and in accordance with public procurement regulations. This process would also have to be tested, since it was a new concept that was not practiced by Petrotrin.

The well review process involved defining reservoir deliverability and in-place volumes through static and dynamic modelling, establishing current well potential and deliverability via nodal analysis with installed completion designs, topside infrastructure conditions and flow restrictions.

The procurement process was achieved by identifying local resources and generating framework agreements for services and equipment. Job specific resources were tendered to ensure a transparent selection and award. The process also involved ranking the risks of all candidates. Economic analyses were performed to determine whether the financial indicators were positive to ensure viability of the campaign. A scorpion plot was also used to manage the performance of this framework during the campaign.

The result was a campaign consisting of 15 wells that was delivered on time and within the workover budget. Actual production gain was over 1700 BOPD as opposed to the expected gain of 1450 BOPD. Budgeted Net Present Value (NPV) and actual NPV was calculated to be US$ 9.42 million dollars and US$ 11.7 million dollars respectively. All resources were demobilized and removed from the offshore acreage to reduce risks and floating expense to the company at the end of the campaign.

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