Page 40: of Offshore Engineer Magazine (Jul/Aug 2021)

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INTERVENTION & ASSET LIFE EXTENSION is devised to optimize outcomes.

The Well Intervention and Stimulation Alliance was

Another typical drawback of offshore intervention activ- established by Schlumberger, Aker BP and Stimwell ity is that most operators deem the cost to be prohibitive.

Services in 2019.

Because repurposing a rig for intervention can be extremely complex and costly, vessel-based solutions are emerging as both operationally viable and economically advantaged.

However, a model in which an intervention vessel is sched- uled for three or four jobs in a six-month period may be fnancially unsustainable. With a proactive approach driven by early engagement and collaboration amongst multiple players — including multiple operators — we can ensure greater reliability, viability, accessibility and predictability, all of which helps to drive down overall costs without com- promising the outcome.

In the offshore North Sea, we have a recent example in which early engagement and collaboration enabled an opera- tor to restore production through a unique combination of surveillance and intervention techniques deployed on wire- line. The operator selected a cluster of candidate wells for in- tervention, with the main objective of securing an increase in production. Collaboration and early engagement facilitated the development of a novel approach, technical and com- mercial alignment helped to facilitate the project’s outcome, and access to domain expertise was established amongst the subsurface teams. A combination of logging tools — a well production logging system and a multifunction spectroscopy service — was used to identify under-performing hydrocar- bon intervals, bypassed pay zones and water shutoff oppor- tunities. Subsequent remediation techniques using slickline and powered wireline intervention technologies were applied, resulting in production optimization while also reducing wa- tercut. As a result, the operator was able to increase produc- tion by 1,200 bbl/day on four wells, while also reducing water production by approximately 15,000 bbl/day.

Digital is Key

In recent years we have seen signifcant leaps in digital in- novation. These leaps are now enabling the next step in per- formance optimization. Applications such as intervention can

Aker BP enable even small increases in production performance or re- covery factor, yet even a minor increase can yield a signifcant didates for interventions, and the best procedures for those increase in value generation. Digital is enabling the industry candidates. With this approach we can also improve upon the to amplify the results of interventions, while also increasing overall procurement process. Today, the procurement process probability. The focal point of a digital strategy is facilitated typically results in fulflling a pre-defned work plan based via a digital platform, which is built upon three core areas: on the contractual systems. Rather, the procurement process workfows, data and operations.

should seek to align the full ecosystem of suppliers and ser- From a workfow perspective, we are working with custom- vice providers — regardless of company or service provider ers to transition their technical workfows from the desktop — along the value chain to ensure a comprehensive approach to the cloud, where artifcial intelligence is proven to enhance 40 OFFSHORE ENGINEER OEDIGITAL.COM