Well delivery is an engine for growth. In recent years, Maersk Oil has built up strong technical capabilities and established a solid track record in challenging environments. Looking ahead, it sees opportunities to improve well delivery performance further and build a sustainable competitive advantage.
The market for oil and gas is becoming increasingly volatile and operating environments are more complex than ever. Reservoirs are deeper, fluid pressures and temperatures are higher, water depths are increasing and rock properties are more challenging. This is prompting Maersk Oil to revisit how it plans and executes wells, and find ways to improve focus and efficiency. In response, the Subsurface and Wells teams are working together on a project to enhance the Well Delivery Process.
”To drive performance, we need to ensure continuous improvement is deeply embedded in the Well Delivery Process and our culture, rather than being treated as a separate activity,” says Well Performance Director, Inigo Del Busto.
Today there are several local variants of the process. Each Business Unit has reshaped and implemented the process to drive performance locally. At a global level there is an opportunity to improve performance by defining a single way of delivering wells and replicating best practices across the business units.
Taking performance to the next level also requires a step-change in behaviours. This starts with strong collaboration and integration between Subsurface, Wells, Facilities and Production Operations. Getting this right means breaking down silos and working as one team to set well objectives and deliver them. All large oil companies face similar challenges, with varying degrees of success.
Aiming for the top
The aim is to enable local teams to consistently achieve even better well delivery performance. To create the conditions for well delivery teams to be more successful, Maersk Oil first needs to get the building blocks right, with all teams clear about what to deliver, why, when and how. Then it needs to apply focus to big decisions and manage the performance cycle rigorously. This combination will significantly enhance well delivery.
Collaboration begins with the design of the process itself. The corporate well delivery process project team is working with Subsurface and Wells team members from all Business Units to shape the process. Leveraging best practices will ensure the end result is practical, relevant and valuable.
Best practices from existing operations are being used to shape and inform the refreshed process. The Well Delivery Process is due to be finalised later this year before it is launched globally. This is a great opportunity to bring the best of the global expertise to both new and existing projects. Delivering safer, more efficient wells and taking performance to the next level.
“Collaboration is key to optimal decision-making which leads to the best well delivery safety and efficiency. Our highest performing teams are integrated throughout the process allowing collaboration from initiation through to execution. The new process will replicate this across our entire wells portfolio,” says Nick Hocking, Geoscience Lead, Maersk Oil North Sea.
Maersk Oil has identified three foundations to ensure safer and more efficient execution of the well delivery. The foundations are safety, deliverable clarity and performance management cycle. Safety is our top priority and is embedded at all stages of the well delivery lifecycle, from well requirements to execution in the field. Clarity is critical to success and so we have invested in clarifying and simplifying inputs, content expectations and best practices for each deliverable. The performance management cycle challenges teams to achieve higher performance and embeds lessons learnt in ways of working.
“We believe these three foundations and targeted changes we are making are the key to consistently delivering top quartile wells. This will further enhance our competitive positioning in Qatar, Denmark and the UK, and set us up for growth in new areas,” says Steve Haden, VP, Head of Corporate Wells.