Plenary Sessions

The Conference at Intelligent Energy International featured plenary sessions led by internationally renowned experts, across each of the three days.

  • Plenary Session 1:
    How Can Intelligent Energy Be The Way Forward Out Of The Downturn?

    Tuesday 6th September
    10:45 - 12:30

    Sub-committee: Jan-Erik Nordtvedt, Epsis; Amy Zeringue, Chevron; David Johnson, Petrolink; Chai Chon Fui, Shell
    Contributor: Tony Edwards, Stepchange Global Consultancy Ltd
    Panellists confirmed to date: Johan Atema, VP Production Excellence Producing Assets, Shell; David Boyle,UK Operations Manager, ConocoPhillips; Mark Edgerton, Alba Asset Manager, Chevron; Greg Hickey, Digital Technology Operations Advisor, BP Upstream Technology

    Moderator: Judson Jacobs, Senior Director, IHS Energy

    This session will focus on how Intelligent Energy efforts could be a way to manage our assets differently, more efficiently, and effectively during this downturn…and how to translate and sustain those methods into new modes of operation as we prepare for the inevitable rebound of commodity prices. Different options exist — which approaches are companies taking and what is the right balance of cutting costs vs. doubling down on new ways of working?

  • Plenary Session 2:
    Applying IO To The Major Project Process To Reduce Capex And Opex While Retaining A High Availability

    Wednesday 7th September
    11:00 - 12:30

    Sub-committee : Vidar Hepsø, Principal Researcher, Statoil and Tony Edwards, CEO, Stepchange Global Co
    Speakers: Peter Boyle, Senior Principal Consultant Risk Management Services, DNV GL; Tony Edwards, CEO, Stepchange Global Co; Judson Jacobs, Senior Director, IHS Energy and Carl Schmitz, Operations Manager, Shell
    Moderator: Vidar Hepsø, Principal Researcher, Statoil

    This session brings together a panel of oil and gas executives that have used unmanned principles and Integrated Operations to enable operational efficiency and reduce costs. Whilst Intelligent Energy, Integrated Operations and digital oilfield (DOF) have seen major performance improvement initiatives over the last decade, there is still a reluctance to fully embrace the approach in greenfield projects. This is mainly due to a lack of understanding of what is possible and what the value created is. There are in fact very few examples where the operational and project concept has been radically changed through the application of intelligent energy approaches. A low CAPEX-OPEX future calls for ‘an appropriate level of smartness’ where the configuration of technological capabilities must be better matched with human, process and governance capabilities. The panel will discuss how to apply IO and Intelligent Energy in the Major Project Process to reduce CAPEX and OPEX while retaining a high availability.

  • Plenary Session 3:
    Making The Digital Revolution Work For Intelligent Energy

    Thursday 8th September
    11:00 - 12:45

    Sub-committee: Walt Aldred, Schlumberger; Hege Kverneland, NOV; Justin Rounce, Schlumberger
    Panellists: Rustom K. Mody, Vice President Technical Excellence/Enterprise Technology, Baker Hughes Inc; Gianfranco Visentin, Head, Automation and Robotics Section, European Space Agency (ESA)
    Moderator: David Reid, CMO, NOV

    How can we take advantage of the digital technology revolution to operate effectively in the new paradigm for oil and gas? In the current economic environment the challenge of the industry is to deliver increases in efficiency and capability. This session will explore the capabilities and limitations of this new generation of digital technologies and what opportunities they offer IE for both short term incremental and medium to longer term radical change.

    The rapid development and proliferation of digital systems from Big data analytics to autonomous systems is already having a significant impact on industry and our everyday lives. The digitally driven ecosystem of product selection, automated warehousing, and coordinated delivery etc. have enabled internet shopping. In the near future these technologies promise even more radical changes such as self-driving cars. Other major industries, such as mining, have turned to autonomous systems to reduce cost base and increase productivity, today mines in Australia are operated remotely using
    autonomous vehicles.

    • Trends and Drivers:
      What internal and external market factors require us to change? These include: technology development, social, economic, regulatory, dealing with uncertainty, environmental and liability.
    • Opportunities:
      What significant value could be realised for the industry through efficiency gains and new capability that would provide economically viable access to existing and new reserves? How will our organisation and working lives change?
    • Value Chain:
      What motivations and factors influencing elements of the value chain that will drive the creation delivery and adoption of applications of digital systems.

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