NABORS – RigCLOUD Releases New Drilling Emissions Reporting to Accelerate Decarbonization of the Oilfield

New digital tool delivers emissions and performance data to drillers and operators which optimizes engine utilization and reduces their carbon footprint

Aug. 18, 2021 – RigCLOUD®, the oil and gas industry’s next-generation, open, cloud-based rig instrumentation, analytics, and digital operations platform, today announced the release of its Drilling Emissions Reports, which are designed to help users optimize engine utilization and reduce their carbon footprint while drilling.

The newly released RigCLOUD emissions reporting is available to both drillers and operators.

As the energy industry collectively moves to reduce its carbon footprint, the lack of accurate emissions data continues to be an obstacle. Often, greenhouse gas emissions from the wellsite are estimated based on the amount of fuel purchased. But how much of the fuel was used? Where is the biggest opportunity for emissions optimization?

This tool provides accurate and reliable data on fuel consumption, greenhouse gas emissions, CO2 per foot drilled, average engine load and average number of engines online during each drilling activity, all accessible with the click of a button. To optimize emissions output, drilling contractors and operators have visibility into the minimum engine requirements throughout the well construction process. This capability enables customers to reduce their environmental impact without compromising operational performance.

Carlos Rolong, Senior Director of Operations at RigCLOUD, said: “Digitalization and automation have significantly contributed to improved efficiency and drilling performance. Now, RigCLOUD is using these advances to improve environmental performance. By deploying emissions analytics and advanced engine management, we are empowering anyone who is contracting or operating a rig to make progress on their sustainability commitments.”

Though reporting is an important first step, it is just the beginning. Engine optimization and management solutions will soon be available to customers. This innovative system will provide activity-based estimations of peak power demand using artificial intelligence (AI) based predictions. Similar to modern cars with auto-stop features, rig engines will cycle on or off as required during certain drilling activities to optimize greenhouse gas emissions.

Subodh Saxena, SVP of Nabors Drilling Solutions, said: “This is an exciting time in the industry as we embrace sustainability with the same collective sense of urgency that enabled us to deliver both substantial operational efficiency gains and overcome safety challenges. We are using RigCLOUD’s technology across Nabors’ fleet to improve our carbon footprint in the oilfield and I expect that this type of technology will be embraced across the industry.”

For more information: https://www.rigcloud.com/node/71

Rigzone – Global Gas Flaring Could Cost $82B Per Year

Global Gas Flaring Could Cost $82B Per Year

That’s according to GlobalData, whose recent report outlines that countries could make up to $82 billion per annum if they utilized this gas instead of flaring it. The company noted that many countries persist with the activity, even though technological solutions exist to avoid gas flaring. This includes developed countries such as the United States and Russia, GlobalData highlighted.

Besides lost revenue, it’s also an environmental issue as gas flaring is one of the major contributors to CO2 emissions, GlobalData outlined.

“It would do many countries, especially in Europe and Asia where natural gas prices are setting all-time records, a lot of good if oil and gas operators found the strategy to sell this gas rather than lose it – not only for the money but for meeting their CO2 targets too,” Anna Belova, a senior oil and gas analyst at GlobalData, said in a company statement, which was sent to Rigzone.

“The top 12 gas flaring countries flared almost 13 billion cubic feet of gas per day. To put that into context, that amount of gas could easily keep the whole of Japan well supplied for a year. All of that power has simply gone to waste,” Belova added in the statement.

Reducing global gas flaring will require a multi-prong approach due to unique regional drivers that prioritize flaring over monetization of gas, Belova noted.

“Small-scale modular technologies, aimed at converting gas into liquids or chemicals, represent a logical choice for remote and distributed flaring sites,” Belova said.

“Alternatively, multiple sites by different operators can be combined with large-scale midstream and downstream components – provided enough flaring density. This approach was pioneered by Saudi Aramco and has now been applied in Texas, with LNG-based monetization of gas, and Russia, with natural gas used as feedstock for petrochemicals,” the GlobalData analyst continued.

“Given that technological solutions exist at multiple scales, regulatory and investor pressures are needed to drive investments, supported by voluntary environmental, social and governance (ESG) commitments by operators to end routine flaring of gas globally,” Belova went on to say.

In its report, GlobalData revealed that the top 10 flaring countries, by volume from 2010 to 2020, comprise Iran, Venezuela, Russia, the United States, Iraq, Nigeria, Indonesia, Malaysia, Mexico and Angola.

Gas flaring involves excess natural gas being burnt or flared off during an oil and gas operation, the report highlights, adding that the process takes place across the oil and gas value chain but is predominant in the upstream sector. The report notes that it has often been an easier recourse than harnessing the excess gas but adds that, lately, there has been a conscious effort from industry leaders to minimize this activity by setting up a gas recovery system, or even channeling the gas to produce alternate revenue streams.

GlobalData describes itself as a leading data and analytics company. The business, which is headquartered in London, focuses on several sectors, including oil and gas, power, mining, pharma and financial services, its website shows.

To contact the author, email andreas.exarheas@rigzone.com

Power from shore solution will help Equinor reduce offshore platform emissions in the North Sea

Power from shore solution will help Equinor reduce offshore platform emissions in the North Sea

A key objective of the Troll West electrification project is to reduce NOx and CO2 emissions by replacing existing gas turbine-driven generators and compressors on the Troll B and C facilities with power from shore. The plan is to supply electrical power to Equinor’s Troll B and Troll C semisubmersibles with a 40-mile (65-kilometer), 150-megawatt subsea transmission cable from the Kollsnes natural gas processing plant on the island of Ona.

Equinor has communicated that they estimate that reducing the power from the gas turbines on the Troll B and Troll C facilities will reduce annual carbon emissions by approximately 500,000 tonnes – an amount equivalent to about 1% of all emissions from Norway. In addition, NOx emissions from the field will also be reduced by an estimated 1,700 tonnes per year. Siemens Energy’s scope of supply for the project includes a range of electrical equipment, including transformers, reactors, and switchgears. Siemens AG is also part of the project consortium and will provide static frequency converter systems, large-scale drive trains, and special frequency converters, which will allow power to flow bi-directionally for normal and island operation. The PMS provided by Siemens Energy will help maintain a safe balance between power demand and consumption, thus ensuring overall grid stability. “Siemens Energy has been working in the Troll Field for more than two decades and is proud to support Norway’s ambitions to reduce greenhouse gas emissions by 40% through 2030 and by 80- 95% through 2050,” said Jennifer Hooper, Senior Vice President, Industrial Applications Solutions for Siemens Energy. “Our ability to provide a large portion of the equipment package for this project, coupled with our electrification experience on other offshore platforms operated by Equinor, including Martin Linge, Johan Sverdrup, and Goliat, were key factors in the contract award and will ultimately reduce project execution risks.”

Installation and commissioning of the electrical equipment for the Troll West project are scheduled for 2022 – 2023.

Siemens Energy will provide the complete packages for the electrical transmission, distribution, and power management system for the Troll West electrification project in the North Sea.

Siemens Energy is one of the world’s leading energy technology companies. The company works with its customers and partners on energy systems for the future, thus supporting the transition to a more sustainable world. With its portfolio of products, solutions and services, Siemens Energy covers almost the entire energy value chain – from power generation and transmission to storage. The portfolio includes conventional and renewable energy technology, such as gas and steam turbines, hybrid power plants operated with hydrogen, and power generators and transformers. More than 50 percent of the portfolio has already been decarbonized. A majority stake in the listed company Siemens Gamesa Renewable Energy (SGRE) makes Siemens Energy a global market leader for renewable energies. An estimated one-sixth of the electricity generated worldwide is based on technologies from Siemens Energy. Siemens Energy employs more than 90,000 people worldwide in more than 90 countries and generated revenue of around €27.5 billion in fiscal year 2020.

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Toward self-optimization: An interview with Antonio Pietri

Toward self-optimization: An interview with Antonio Pietri

By Dominik Don
McKinsey

Energy producers are looking to optimize operations and increase the performance of assets across the value chain. Linking technology, data, industrial AI, and advanced visualizations with operations can help.

The oil and gas industry is in transition. As energy increasingly moves away from fossil fuels and toward sources of renewable energy, companies must strike a balance between addressing climate change and managing their portfolio and performance. To successfully navigate the energy transition, stay competitive, and continue powering the world, oil and gas companies must embrace new digital technologies that not only enable more efficient operations but also reduce their carbon intensities. At the same time, they must transform management systems and expand workforce capabilities to capture the full value potential of digital.

Antonio Pietri

McKinsey: What are your thoughts on how digital technologies can help energy companies navigate the transition to renewables?

Antonio: Most of our customers are proceeding along their digitalization journeys, increasingly deriving real-time insights from their assets and, in some cases, optimizing individual processes. There has been a significant progression by capital-intensive industries around leveraging digital technologies—and increased automation has been integral to this acceleration.

At the same time, the energy transition and circular economy are driving the need for organizations to evaluate and transform existing business and operating models with a renewed focus on achieving sustainability goals. Operating in today’s uncertain times, energy companies are faced with three major challenges. First, there is the need for new technologies that either use carbon in a more efficient way or enable the use of renewable energy to lower carbon emissions. Second, there is a need for significant capital to transition the industry to new process technologies. And third, there is a business-model challenge, which is forcing a broader view of the value chain.

Energy producers are looking to optimize the health of their operations and the performance of their assets across the value chain as they face increased regulation and pressure to significantly reduce CO2 emissions in their existing assets, as well as establish alternatives to traditional fossil fuels. Adopting new technologies such as AI and machine learning enables increased levels of data usage and performance transparency, as well as faster decision loops. Embedding industrial AI within our software combines data science and machine learning with domain expertise, and it has created a lot of excitement among our customers and in the marketplace. By accelerating digitalization and enabling operational excellence for capital-intensive industries, our AI moves plants further down the path to self-optimization, developing increasingly autonomous processes to instantly react and adapt to changes across the value chain and driving higher levels of safety, sustainability, and profitability.

Sidebar About Antonio Pietri
Antonio is president and chief executive officer of AspenTech and serves on the company’s board of directors. He previously served as executive vice president, worldwide field operations, and before that he served as senior vice president and managing director, regional operations, Asia–Pacific. He holds an MBA from the University of Houston and a BS in chemical engineering from the University of Tulsa.

McKinsey: Regarding self-optimizing plants, what specifically has changed to make the consideration of such plants possible?

Antonio: Leveraging the ever-increasing amounts of structured and unstructured data, industrial AI improves visibility into operations and delivers insight into the future, providing the basis for increased autonomy. Cloud and edge technologies enable software solutions to be deployed and integrated throughout the plant to support the speed of analysis needed to provide timely insights.

The self-optimizing plant will be self-learning, self-adapting, and self-sustaining. “Self-learning” refers to the plant’s ability to continually monitor and capture performance data to understand the impact of changes in the environment or feedstock quality. Based on that knowledge, the facility self-adapts. For example, if a storm comes through and lowers the temperature by ten or 15 degrees Fahrenheit, the plant knows to adjust the recirculation rate in its towers as well as some inlet and outlet temperatures for heat exchangers.

This plant is self-sustaining because it will monitor equipment and process health. In the event of a potential equipment failure, the facility alerts the business that some action or response is required. In some cases, the response will need the approval of changes in operating constraints. And in some cases, it will mean automating decisions, much like we’ve done with advanced process controls over the past 30 years.1

McKinsey: What are some steps to help these companies begin or continue on the digitalization journey?

Antonio: We typically talk about five steps that help illustrate the maturity models of energy companies on the way to the self-optimizing plant. The spectrum of maturity ranges from basic operational control systems at plant sites to fully integrated, automated, and autonomous companies. Each subsequent level represents thematic step changes in the levels of digitalization applied.

The first step is basic digital adoption with simple applications of control systems in operations, site-by-site basic refinery planning, spreadsheet-based scheduling, ad-hoc troubleshooting, and maintenance work orders. The second step is selective advanced-analytics adoption. Companies fully embracing this second step today deploy advanced analytics for value-creating use cases, such as prescriptive maintenance for uptime, adaptive advanced process control, and online optimization of individual units to further orchestrate and improve value. The third step is cross-discipline optimization. Today’s industry leaders are already exploring cross-discipline optimization, which can require the deployment of multiple digital solutions.

The final two steps are step four, the self-optimizing plant, and step five, the self-optimizing enterprise. Transitioning to step four requires significant trust in digital tools, organizational alignment around risk, and fully fledged digital organizations that drive continuous change. At step five, an asset or plant creates value only in the context of the enterprise value chain. To unlock the full potential of the autonomous plant, the value chain must make decisions that prioritize which assets produce which products, as well as which objectives are being optimized for each product and production line at each site.

McKinsey: And what sort of challenges do you foresee?

Antonio: First, as digital technologies continue to evolve and become more affordable and easier to deploy, the energy sector’s rate of adoption will accelerate. Last September, we conducted a crowdsourced audience poll with 300 energy and chemical industry executives representing 150 companies. For this group, operational excellence, margin optimization, and sustainability were the top three priorities to help improve their operating environments. However, despite 60 percent stating they had invested in digitalization teams with clear mandates, there was rarely an explicit link between digitalization and executive priorities.

Second, in terms of specific technologies, I see a carefully determined combination of conventional technologies and AI. AI, ubiquitous data, connectivity, and collaboration can work in concert with established operational technologies to consider the future state of refineries and petrochemical plants. Until recently, most companies had to tie this all together themselves or through a multitude of disparate partnerships. Industrial AI that is seamlessly embedded is more ubiquitous, as it can be applied to a wide variety of operational datasets and models, which in turn gives plant personnel more impactful information that can reveal alternative strategies and be used to either advise operators or—where closed-loop systems are operational—enable rapid responses with autonomous control.

McKinsey: Keeping all of this in mind, where does one start?

Antonio: Incorporating even the smallest technological advances can stimulate a shift in the ambition and energy of the enterprise. While organizations often state, “We cannot afford to invest in technology in this environment,” we would assert that, in most cases, companies can’t afford not to.

For more on how oil and gas companies can embrace new digital technologies, see “The autonomous plant: Entering a new digital era” on McKinsey.com

Dominik Don is an associate partner in McKinsey’s Munich office.

1 For more on advanced process controls in energy and materials, see https://www.mckinsey.com/industries/metals-and-mining/our-insights/the-potential-of-advanced-process-controls-in-energy-and-materials

The Future Of Oil And Gas Is Sustainability

By Benjamin Beberness, Global Vice President, Oil & Gas Industry Business Unit, SAP

There is no easy way to put this; COVID-19 has been a one-two punch to the oil and gas industry from the consumer and commercial angles. With no need to travel to the office, vacations cancelled, and cargo ships at a standstill, the oil and gas industry has had to reconsider its strategy for a future. It’s clear that it will look very different from the recent past and will have to be much more sustainable. Add to this, increased tension with oil suppliers and you get the perfect storm that the industry is weathering currently. So how do you plan during such an unstable time? The solution lies in digitizing the oil and gas industry to prepare for the future of work and sustainability.

The duration of COVID-19’s impact on the industry is unknown, so devising a plan to adapt and digitize now is key to emerging from this global crisis in a strong position. While assessing the damage is important for moving forward, there are forward looking actions that oil and gas leaders can take now. After all, coronavirus is not the only factor that is fueling change in the industry. Sustainability, both in terms of the environment and company longevity, are on the minds of oil and gas executives around the world. They may be surviving this pandemic even though oil prices are plummeting, but there will always be another threat looming and growing expectations from investors to become more sustainable. This is why preparation now will pay dividends in the future.

The Current State of Oil and Gas

Oil and gas has been severely impacted by a chain reaction of events. Factories were forced to shut down, curbing the need for cargo ships and planes. Offices mandated professionals to log in from home, no longer requiring them to fill their tanks as often. Travelers cancelled their trips cutting the aviation sector’s typical 11% share of oil consumption in transportation. And as a result of all these realities, worldwide oil demand dropped considerably.

The Organization of the Petroleum Exporting Countries suggested global demand would fall by 6.8 million barrels a daythis year. While the worst is most likely behind us, as governments begin reopening municipalities, an ongoing contraction from previous highs is inevitable for the foreseeable future. But with that said, the oil and gas industry has put in significant effort to cut supply in order to minimize the blows dealt by such a major drop in demand.

Digitization Helps Oil and Gas Get Creative

The closing of offices around the world has put remote work to the test. And with many oil and gas companies relying on highly manual and in-person processes, this transition presented a number of speed bumps. However, Galp, a Portuguese oil and gas company, did not have to experience these setbacks. Even with their employees logging in from home, they set a new digital data platform live remotely to empower their modern infrastructure. This is especially notable because it is a first for such a traditional company and industry, and it paves the way for more forward thinking players in oil and gas that want to succeed, even while remote.

Galp isn’t the only company in the oil and gas space that is putting digital transformation front and center during this unprecedented time. In the past few weeks a steady stream of companies announced they would allow their workers to work from home for longer and longer periods of time due to the persistent threat of coronavirus and the proof that remote staff can be productive. Chevron CEO Mike Wirth in an interview with CERAWeek Daniel Yergin Stated “There will be a new paradigm on the other side of this. I don’t think that everybody will always work from home, but I also think the traditional model of where everybody comes to the same place and people get on planes to attend meetings … I think there will be changes” Twitter even declared that their employees would be able to work remotely permanently, so long as their positions didn’t require physical presence.

It’s entirely possible that other sectors will follow this lead and save on office space in the long run. And this, too, will impact oil and gas, as a lifestyle change away from the office will cut down on the amount of gas needed to transport professionals to offices and business meetings. Across industries, cost reduction has been a focus to ensure business continuity. Many companies are considering shedding custom code in exchange for market-based, standard solutions to dramatically reduce costs. And shedding offices could also be an essential way to save money going forward. That’s why the oil and gas industry need to make changes now in order to make the most out of what could be a permanent shift toward remote work. Digitization and automation help cut costs in a time where many other factors are largely out of a company’s control.

Shortening the Journey to Renewable Energy

Slowly, and then all at once, governments around the world were required to lower emissions and investors wanted more sustainable energy investment opportunities. In order for companies to properly measure and report out their progress, digital infrastructure must be in place properly. Repsol, Total, BP, Equinor, Shell and ENI are all part of the Oil and Gas Climate Initiative (OGCI) and have committed to a sustainable, “net-zero” version of their current selves in 2050. If the oil and gas industry standardized data collection, processing and storage going forward, then it would be much easier to determine which companies were on track to meeting their sustainability goals.

What’s Next for Oil and Gas

The oil and gas industry is due for a rebound, but the timing is unclear. A large reason for this is because oil and gas is at the bottom of the funnel for so many other industries. In order for oil demand to increase, so many other industries (like travel, manufacturing and retail) will have to open first to get people and products traveling again. Shifts in demand happened so quickly due to travel restrictions and mandatory quarantines, but the return to previous levels of travel and consumer confidence will take time. The winners of tomorrow will extend beyond the barrel and invest in renewables, digitization and diversification today.

Credit to Forbeshttps://www.forbes.com/sites/sap/2020/06/23/the-future-of-oil-and-gas-is-sustainability/?sh=634ac751747c

Find out how SAP is helping Oil and Gas companies prepare for a different future here.

SAP is the world’s leading provider of business software – enterprise resource planning, business intelligence, and related applications and services that help companies…

SAP is the world’s leading provider of business software – enterprise resource planning, business intelligence, and related applications and services that help companies…

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