Shell has opened up parts of its Stones Deepwater mooring line to universities and research institutions. The Stones Metocean Monitoring Project provides access to data – unreachable until now – helping to build scientific understanding of the Gulf of Mexico’s role in global climate and ocean circulation.
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Published by Shell on Nov 29, 2017
Data from KPMG’s 2018 Oil and Gas CEO Outlook, released Oct. 10, reveals that globally, almost all oil and gas CEOs believe new technology creates opportunities. Eighty-five percent are piloting or have already implemented Artificial Intelligence (AI).
However, only 59 percent feel their organization is an active disruptor in their own sector, and 57 percent feel that the lead times to achieve significant progress on transformation can be overwhelming
“Technology is disrupting the status quo in the oil and gas industry. AI and robotic solutions can help us create models that will predict behavior or outcomes more accurately, like improving rig safety, dispatching crews faster, and identifying systems failures even before they arise. This level of predictability can have a profound impact on our industry, said Regina Mayor, Global Sector Head, Energy, and Natural Resources, KPMG.
When asked about the biggest long-term benefits of AI, 46 percent of CEOs indicate an acceleration of revenue growth, 39 percent indicate increased agility as an organization, and 39 percent point to improved risk management, all within a three-year time frame. Further, they indicate high levels of confidence in their organizations’ digital transformation programs, AI systems, and robotic process automation.
Further, 58 percent of O&G CEOs feel AI and robotics technologies will create more jobs than they eliminate. In fact, 93 percent of CEOs expect an increase in industry-wide headcount over the next three years.
As oil prices remain elevated, industry confidence is up and CEOs are setting their sights on growth opportunities, with 85 percent very confident or confident on industry growth, and 88 percent very confident or confident on company growth prospects.
As part of their growth strategies, 83 percent of O&G CEOs anticipate a moderate to a high appetite for M&A activity over the next three years, largely driven by the need to reduce costs through synergies/economies of scale; a speedy transformation of business models; increased market share and low-interest rates.
“The higher price of oil is playing a significant role in driving a more positive sentiment across the industry,” said Mayor. “Executives are really honing in on ways they can improve internal efficiencies through strategic M&A moves and the use of robotics, AI and other means of digitalization across the industry.”
Despite a rosy outlook, there are still concerns and threats to achieving growth. Among the biggest threats to, 23 percent of CEOs point to emerging/disruptive technology risk, 20 percent say environmental and climate change risks and 18 percent point to a return to territorialism are most concerning.
Publisher by: Laxman PaiWednesday, 10 October 2018 23:36
By Milana Vinn
Managing complicated repairs remotely saves oil companies time and money
Replacing parts of an outdated Baker Hughes turbine at a petrochemical plant in Johor Bahru, Malaysia, is about as fun as it sounds. The chore was supposed to halt operations at the facility for at least 10 days and cost $50,000 to fly a specialized U.S. work crew about 9,000 miles. Instead, once the equipment upgrade began last year, it took only five days and zero air travel—just an on-site technician wearing a dorky helmet camera and a few American engineers supervising remotely. They watched and coached the local crew through the helmet from a Baker Hughes site in Pomona, Calif.
Augmented-reality headsets, which overlay digital images on a real-world field of vision, are driving advances in industrial technology a few steps beyond FaceTime. While the likes of Apple, Amazon.com, Google, and Microsoft race to develop mainstream AR consumer gadgets in the next couple of years, they’ve been outpaced by oil companies looking for ways to cut costs. Some are simply buying the goggles and building custom software; others are investing directly in AR startups; still others are making the hardware as well. Baker Hughes, a General Electric Co. subsidiary, calls its rig a Smart Helmet. “Traditionally I would have to pay for two people’s travel, two people’s accommodations, and so forth to visit the customer’s site to do the mentoring,” says John McMillan, a regional repairs chief at the company whose team uses the helmet regularly. “It’s saved me a lot.”
Baker Hughes co-created its AR headset with Italian developer VRMedia S.r.l. and wrote its own software. BP Plc says it’s using AR glasses to bring remote expertise to sites across the U.S. Startup RealWear Inc.says it’s signed two dozen other energy companies, including Royal Dutch Shell Plc and Exxon Mobil Corp., to test its $2,000 headset. On March 6, AR software maker Upskill announced a fresh $17 million in venture funding from Boeing Co., Cisco Systems Inc., and other investors.
Remote gear can help experienced workers stay on the job even if they can no longer handle the travel or other physical demands of rig maintenance. “With these technologies, it’s more about the people than the hardware,” says Shell Executive Vice President Alisa Choong. Janette Marx, chief operating officer for industry recruiter Airswift, says remote work is also a good sales pitch to skilled technicians who might be lured by cushier gigs in Silicon Valley.
The bigger prize for oil companies is reduced downtime for equipment. Each day offline for a typical 200,000-barrel-a-day refinery can mean almost $12 million in lost revenue. Offshore oil and gas facilities often halt operations while waiting to fly specialists in by helicopter and, according to industry analyst Kimberlite International Oilfield Research, shut down 27 days a year on average. Little wonder, then, that analyst ABI Research estimates energy and utility companies’ annual spending on AR glasses and related technology will reach $18 billion in 2022, among the most of any industry.
Remote AR work doesn’t always go smoothly. Oil rigs often lack reliable wireless networks, and many headsets don’t yet meet the strict standards for areas near hazardous materials or high-risk jobs. Under certain conditions, for example, the headsets might emit dangerous sparks. That’s one reason many of the oil companies’ pilot programs remain just that for now.
Baker Hughes hasn’t had to worry about those issues yet, says John Westerheide, director of emerging technologies. In Malaysia, engineers were able to view equipment, send images to the headset screen, and talk directly to the on-site workers with few hiccups. “The way that we currently go to work,” Westerheide says, “that’s going to become much more virtual, interactive, and collaborative.” —With David Wethe
Many industries have exploited the exciting opportunities to create new products and markets, but the oil and gas sector has lagged behind and has resulted in the oil and gas industry failing to exploit the potential of new technologies
The oil and gas industry is now at a pivotal point in its evolution and we are now on the cusp of a transformation. The rise of new technologies, coupled with the ongoing global push for a reduced environmental impact, is altering the industry. Organisations across the sector face growing pressure to streamline their operations in order to improve overall efficiency and unlock additional barrels of oil to maximize revenue.
Despite these new hurdles, the oil and gas sector has been generally very slow compared to other industries when it comes to leveraging the potential of new technologies to innovate and optimize the performance of its systems. While companies have tackled the lower oil price with positive actions to reduce environmental impact, lower operating costs and increase efficiency, these gains must now be made sustainable, Therefore, we must truly transform the way we work.
In light of these challenges, it is now vital that players, both new and old, fully embrace the potential of new solutions to kickstart the sector’s technological revolution and achieve the higher level of stability it desperately needs. Research conducted by McKinsey & Company found that the effective use of digital technologies across the industry could lower capital expenditures by up to 20%, reduce operating costs in upstream by 3 to 5% and by about half that that in downstream, demonstrating the clear cost-savings opportunities and efficiency to be had.
Investment in today’s visionaries for tomorrow
With new technologies emerging every day, many with the same promise of reducing costs and optimizing a business’ performance, ways to achieve technological advancement across the industry are now in abundance and oil executives must consider how best to accelerate this innovation to ensure its continued success on a global scale.
At the core of most of today’s technological innovation is either a desire or need to solve a particular problem. This way of thinking is often demonstrated best by those with a different vision of the industry’s future, who are able to identify the areas needing improvement and develop new solutions accordingly. The current oil and gas sector is no exception, and we are now seeing a rapid increase in the number of emerging oil and gas startups looking to move the industry away from its traditional practices and towards a new and more efficient way of operating.
In an industry where innovation is now the key to sustainability, the ‘if it isn’t broke, don’t fix it’ approach to development will no longer suffice. Larger companies must refocus much of their investment on the smaller, more ambitious technology developers to ensure revolutionary solutions enter the oil and gas market faster and enable them to prepare their existing solutions for success within a new era of innovation.
Accelerating changes to how we work and embracing new technologies will, therefore, be at the heart of the industry’s transformation; improving productivity, increasing efficiency and creating well-paid jobs. That said, it still vital that companies continue to balance this level of innovation with their existing knowledge of best practice for oil and gas organizations, to ensure a consistent position within the industry of both today and tomorrow.
One particular concept we have seen emerge across the oil and gas industry within the last decade is the digital oilfield, which refers to the real-time automation of operations through a combination of business process management systems and complex information technology, to ensure the simple management and tracking of the data. This has presented oil and gas companies with one way to streamline systems and achieve technology innovation, however, a greater investment in startups could see many other opportunities come to fruition. This means we must have a technology vision for the industry and a future where remote operations and automation are the norm.
Embracing a collaborative approach
One of the biggest challenges for oil and gas companies when achieving this degree of innovation on an industry-wide scale is finding the best way to integrate ground-breaking, new technologies. Embracing a more collaborative amongst new entrants and existing players is essential for streamlining the oil and gas landscape, reducing costs and overcoming the current lack of widespread technological development across the sector.
Partnered with a clear strategy for implementing this innovation across their business model, a greater convergence between the old and new will ensure companies are taking the best solutions from across the industry, not only to achieve innovation but to also give them a greater competitive edge within an increasingly in-demand and saturated market. This will require the industry, technology providers, government, regulators all working in partnership to deliver the technology transformation.
This kind of approach can provide huge benefits for all involved. For startups looking to enter the space, it can help them to connect with major investors and bring their solutions to market quickly and successfully as a result of increased investment, facilities, and resources. For the larger companies looking to invest in technology-driven solutions, this can help to change their outlook on their existing infrastructure and help to fill any technology gaps with revolutionary companies and products.
Oil and gas technology has not yet been at the forefront of the global innovation agenda, yet with demand for these services increasing every day, it is becoming increasingly ranked as a priority for change in many countries worldwide. It is now time to fully kick-start the industry’s technological revolution and the key to achieving this lies within the hundreds of emerging solutions being created by developers striving for sustainability and efficiency.
Originally published on Information Age
Sourced by David Millar, TechX director, the Oil & Gas Technology Centre
Humans have five senses, yet none of them can understand unstructured information. Watson helps the oil & gas industry surpass human limits and enables the kind of decision making that keeps operations running at full speed. Find out more at https://www.ibm.com/industries/oil-ga…
This TED Talk heralds a new era in fighting climate change, from space
Watch this video to learn about a bold, new initiative to combat global warming
EDF and partners are launching a rocket to put a new satellite in orbit that could change the course of global warming in our lifetimes.
MethaneSAT will gather data about a pollutant – methane – that’s warming the planet, and put that data in the hands of people who can easily fix the problem.
EDF President Fred Krupp unveiled the groundbreaking project at TED’s flagship event in Vancouver, British Columbia, as part of The Audacious Project, successor to the TED Prize.
Just the first step will have the same near-term climate benefit as shutting down one-third of the world’s coal-fired power plants.
Fred Krupp, EDF President
Our goal is to cut methane emissions 45 percent by 2025, and the data gathered by this satellite will make that possible. Nothing else will have the same kind of near-term impact at such a low cost.
The power of information
To learn the magnitude of the problem with methane, we collected data with drones, planes, helicopters, even Google Street View cars. It turned out that emissions are up to five times higher than what the government is reporting.
So we didn’t wait for Washington. We published our research, shared it with everyone and saw them take action. Leading oil and gas companies replaced valves and tightened loose-fitting pipes. Colorado became the first state to limit methane pollution. California followed suit, and the public joined in.
By bringing the right people to the table – and leveraging the best of technology, science, data and partnerships – we were able to make the invisible visible, empowering everyone. This enabled us to find new solutions that can be taken to scale and make a lasting impact.
And that’s what the emerging Fourth Wave of environmentalism is all about.
Advanced analytics solution, developed with BHGE, will be installed on BP’s upstream assets around the world
HOUSTON – BP announced today that it has successfully deployed Plant Operations Advisor (POA), a cloud-based advanced analytics solution developed with Baker Hughes, a GE company, across all four of its operated production platforms in the deepwater Gulf of Mexico.
The announcement comes after an initial deployment of POA proved the technology could help prevent unplanned downtime at BP’s Atlantis platform in the Gulf.
The technology has now been successfully installed and tested at BP’s Thunder Horse, Na Kika, and Mad Dog platforms – and it will continue to be deployed to more than 30 of BP’s upstream assets across the globe.
“BP has been one of the pioneers in digital technology in our industry, and co-development of Plant Operations Advisor with BHGE is a key plank of modernizing and transforming our upstream operations,” said Ahmed Hashmi, BP’s global head of upstream technology. “We expect the deployment of this technology not only to deliver improvements in safety, reliability, and performance of our assets but also to help raise the bar for the entire oil and gas industry.”
Built on GE’s Predix platform, POA applies analytics to real-time data from the production system and provides system-level insights to engineers so operational issues on processes and equipment can be addressed before they become significant. POA helps engineers manage the performance of BP’s offshore assets by further ensuring that assets operate within safe operating limits to reduce unplanned downtime.
“BP has been one of the pioneers in digital technology in our industry, and co-development of Plant Operations Advisor with BHGE is a key plank of modernizing and transforming our upstream operations.”
Ahmed Hashmi, BP’s global head of upstream technology
Now live across the Gulf of Mexico, POA works across more than 1,200 mission-critical pieces of equipment, analyzing more than 155 million data points per day and delivering insights on performance and maintenance. There are plans to continue augmenting the analytical capabilities in the system as POA is expanded to BP’s upstream assets around the globe.
BP and BHGE announced a partnership in 2016 to develop POA, an industry-wide solution for improved plant reliability. The teams have built a suite of cloud-based Industrial ‘internet of things’ (IoT) solutions that have been tailor-fit for BP’s oil and gas operations.
“The partnership between BP and BHGE has resulted in a unique set of capabilities that quickly find valuable insights in streams of operational data,” said Matthias Heilmann, president, and CEO of Digital Solutions and chief digital officer for Baker Hughes, a GE company. “Together, we are creating leading-edge technologies to automate processes and increase the safety and reliability of BP’s upstream assets. As we extend the solution globally, this will become the largest upstream Industrial IoT deployment in the world when complete.”
BP is currently in the process of deploying POA to its operations in Angola with additional deployments in Oman and the North Sea scheduled for 2019.
BP is a global producer of oil and gas with operations in over 70 countries. BP has a larger economic footprint in the U.S. than in any other nation, and it has invested more than $100 billion here since 2005. BP employs about 14,000 people across the U.S. and supports more than 106,000 additional jobs through all its business activities. For more information on BP in America, visit www.bp.com/us.
About Baker Hughes, a GE company
Baker Hughes, a GE company (NYSE: BHGE) is the world’s first and only full stream provider of integrated oilfield products, services, and digital solutions. We deploy minds and machines to enhance customer productivity, safety, and environmental stewardship while minimizing costs and risks at every step of the energy value chain. With operations in over 120 countries, we infuse over a century of experience with the spirit of a startup – inventing smarter ways to bring energy to the world.
Name: BP U.S. Media Affairs
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The SWIT™ technology provides high-quality water in areas that are essential for increasing sweep efficiency and avoiding reservoir souring. By creating a total subsea waterflood system, increasing IOR possibilities beyond what is achievable by traditional topsides water injection systems, the SWIT Technology fills a technology gap.
The Seabox™ unit is our base disinfection and sediment settlement unit. The Seabox unit will encompass three different treatment processes. At the intake, the seawater passes through an electro chlorination grid where sodium hypochlorite is mixed into all of the passing seawater. Inside the Seabox unit, the seawater will be allowed to react with the chlorine for more than one hour. At the same time, particles larger than 15 microns will be settled out. At the outlet from the Seabox unit, a second electrochemical process producing hydroxyl radicals is used for final bacteria kill and to ‘decompose’ biological matters.
The current Seabox standard unit will treat 40 000 bpd of seawater and are operated and controlled by our proprietary control system. Other capacity units can easily be designed using our standard components. The unit has no moving parts and only the Treatment Unit of the Seabox unit needs to be replaced for maintenance at regular intervals. Typically every 4 years.
The SWIT Technology consists of different configurations, where the Seabox unit is the cornerstone for providing a fully disinfected water with the bulk part of particles removed. Combined with microfiltration and membranes, we provide completely particle-free water, sulfate reduced of sulfate free water and low salinity water. Water qualities can be adapted to the reservoir-specific needs.
Published with permission from NOV.