From R to D, … Let’s drive together - Subsea UK SubTech FFebvre.pdf · Repair Composite bandage...
Transcript of From R to D, … Let’s drive together - Subsea UK SubTech FFebvre.pdf · Repair Composite bandage...
Subtech 07 – 13/12/07 F.Febvre
Lack of funds is often blamed as the main reason why there is not more new technology delivered to the field
Then E&P companies, Industrial Contractors, Labs point the finger at each other, claiming the other side should be the “capital venturer”
The “Spend Your Money First” misunderstanding
And yet both sides pledge $Billions to R&D each year !
Subtech 07 – 13/12/07 F.Febvre
The “Portfolio vs Product” Paradox
Research plans from E&P organization driven by company-wide needs perception for years to come. Portfolio based plan.
Difficulty to get asset support for pilot:“Not in my well you don’t”“I’d prefer serial number 002““Test it on an unimportant platform somewhere else”
Development plans from suppliers based on their knowledge of specific research. Product based plan.
There is no sure sale ! Especially if it is a step change“It’s too innovative”“Why don’t we stick to what we sell best ?“
How can we reconnect these two worlds
... and deliver more technology to the field ?
Subtech 07 – 13/12/07 F.Febvre
An Oil Company Corporate R&D Plan
Some Benefits
Locate research where excellence is: PAU, Scotland, Houston, Calgary
Significant leverage through JIP: up to 20 fold
Align exploration and development strategies: heavy oil, HP/HT,..
Attract and recruit new bright minds
Keep the edge on some proprietary topics (G&G)
Accept non immediate return or failure
France
NorwayUK
USA Qatar
Canada
Subtech 07 – 13/12/07 F.Febvre
Research Partnerships in Pipelines
Fabrication
Helical Pipe fabricator (ITI)GRC is not a Party
Ultra deep water Pipe Insulation
Smart PIG developments
A Pipescan robotInsulated / coated / buried pipes
EU Project -Contribution “in-kind”
Sealing Platelets -in suspension
Sub-sea Grouted Tee
Repair
Composite bandage
Inspection
Subtech 07 – 13/12/07 F.Febvre
A Typical Contractor Corporate R&D Plan
Example to build on existing strength & knowledge
“Exotic” Pipes Reeling & Coating
Buckle Arrestors
Alternative pipeline solutionsHFI PipeElectrically Heated Pipe in PipeHigh Strength Steels
AUV Developments
Riser Solutions
Subtech 07 – 13/12/07 F.Febvre
How does it all fit in the Field Development ?
CAPEX
Time
Preliminary study
Conceptualstudy
Pre-project
InstallationCommissioning
Basicengineering
Construction100%
50%
0%
100%
50%
0%
Technical risk & uncertaintyon Project definition
TODAY
Idea Field Application
Field Application
R&D project
Lab test ongoing
Pilot launched
1 pilot conclusive
Ready for 1st sanction
First project launched
1 industrial project started
2 projects running
First Pilot Launched Field ProvenR & D Project
Typical: 4 years If the case No typical duration
2 different Ds of 2 parallel worldsAnd no golden compass
Subtech 07 – 13/12/07 F.Febvre
Field Development must be a Trigger
Corporate R&D plans help to be a Pace Setter
Each Conceptual Study must evaluate innovative solution (Company Rule)
What if the required technology is not mature and in the corporate R&D ?
y y +1 y+2 Y+3 y+4 y+5
2 projects running
1 industrial project started
Field Application
First project launched
Field Application
Ready for 1st sanction
1 pilot conclusive
Pilot launched
Lab test ongoing
R&D project
Idea
Implemented in Total
Field Proven
First Pilot Launched
R & D Project
"Follower" case
“Pace Setter" case
The pilot must be identified before
concept selection
Subtech 07 – 13/12/07 F.Febvre
Beat the Post Strategy
Select some technology that can be qualified by the end of the pre-project
Sponsor Lab test, qualification, pilot
TechnologyQualified
Keep Base Case Concept
NoEnhance Concept for Basic Engineering
Yes
Set a base case development at concept select stage with field proven technology
In parallel: seek to enhance concept by adding non qualified technology
Subtech 07 – 13/12/07 F.Febvre
Beat The Post Strategy: Field example
Attract proposals from engineering contractors
Tap in the wealth of knowledge to pick a few technologies before the project steam roller is on
HT Complex Fluid Tie-back: Define the needsStarting Case is wellhead platform but could subsea be alternative ?
Pipeline design alternative to PIP ?
Wax tolerant instrumentation ?
Inhibitors ?
Riser design ?
Possible access to proprietary research
Development team has incentive to deliver a pilot in short time frame
Budget is linked to engineering phase
Subtech 07 – 13/12/07 F.Febvre
Technological Targets from Selected Contractor:
Bridge well
Active cooling spool
Heated Flowline Systems
Swimmers (AUV + ROV)
13% Cr Materials
Electrical ESDV
Down hole water separation
Hydrate and wax management
Well Intervention
Idea Field Application
Field Application
R&D project
Lab test ongoing
Pilot launched
1 pilot conclusive
Ready for 1st sanction
First project launched
1 industrial project started
2 projects running
First Pilot Launched Field ProvenR & D Project
Typical: 4 years If the case No typical duration
Beat The Post Strategy: Field example
Subtech 07 – 13/12/07 F.Febvre
From Research To Development: What recipe ?
3 ingredients are required:
• Needs, constraints, challenges extracted from petroleum engineers, operations• Commitment to deliver in time from R&D, contractors• Ambition from Management
R&D Field DevtR&D Field Devt
And a good mixing bowl:
Innovation
Reviews
Subtech 07 – 13/12/07 F.Febvre
Conclusion
Portfolio based
No time constraint
Technology Development
Unique object
Method / Know-How
Corporate
Product based
1st oil target
Field Development
Market Strategy
Hardware
Non Corporate
This process is also aimed at over-coming a number of paradoxes:
vs
vs
vs
vs
vs
vs
Subtech 07 – 13/12/07 F.Febvre
Conclusion: Bridge the gap between the 2 Ds
Two ways to get from R to D
Corporate Research with champions, Universities, SME, ITF, partnerships
Conceptual Field Development Stage:
Call from development teams to contractors to set-up test pilot & qualification to mature technology within 2 years
Via development studies group in HQ who watch industry for emerging technology to be disseminated
Alternating the R&D decisions between HQ and Business Units