Ahmed, Syed (Saudi Arabian Oil Company, Saudi Aramco) | Al-Zubail, Ahmad (Saudi Arabian Oil Company, Saudi Aramco) | Al-Jeshi, Majed (Saudi Arabian Oil Company, Saudi Aramco) | Yousef, Khaled (Saudi Arabian Oil Company, Saudi Aramco) | Musabbeh, Alya (Saudi Arabian Oil Company, Saudi Aramco) | Mousa, Saad (Saudi Arabian Oil Company, Saudi Aramco) | Bukhari, Adeeb (Saudi Arabian Oil Company, Saudi Aramco) | Seraihi, Emad (Saudi Arabian Oil Company, Saudi Aramco) | Alamri, Sultan H. (Saudi Arabian Oil Company, Saudi Aramco)
This paper describes integrated solution that leverages Industrial Revolution 4.0 to sustain crude quality specifications for Saudi Aramco supply chain covering more than 50 GOSPs (Gas Oil Separation Plants), Pipelines, and Terminals. Sustaining crude quality specifications such water content (BS&W), salt content, etc. for the Arabian Crudes (Arab light, Arab Extra Light etc.) requires big data analysis across the supply chain. To address this challenge, Saudi Aramco developed a customized solution called Crude Quality Monitoring Solution (CQMS) which leverages 800 critical data streams every minute (PI values), classifies the data according to the risk level impacting crude quality specifications. Three developed risk levels are leading proactive, lagging proactive, and lagging reactive, each of which has a defined acceptable risk matrix. Each risk matrix initiates automated notifications for corrective actions proactively. Moreover, patterns and operational events can be easily recognized in the solution visually. The paper also describes several examples where the solution notifications have proactively remediated process disturbances by up to 20% at upstream and downstream facilities while ensuring asset integrity. The solution deployment has also substantially improved the operational efficiency across the network by benchmarking critical data streams. Saudi Aramco is continuing to enhance the solution capabilities to ensure maximization of the crude network.
A Saudi Aramco department operates 12 gas oil separation plants (GOSPs) that have water-oil separators (WOSEPs) for produced water deoiling. The water is then injected back into the reservoir to maintain pressure. This paper provides details of the operational best practices and technologies for ensuring that the produced water is within specification.
A thorough analysis was conducted to determine the areas of improvement by adjusting process parameters, enhancing the upstream process controls and implementing modifications in the WOSEP. The impact of all changes was measured by monitoring the quality of produced water, particularly the oil in water concentration, through frequent sampling. Moreover, design deficiencies were observed, which led to the proposal of specific WOSEP internal upgrades and new technologies for enhancing the deoiling performance. All recommendations were combined into a single roadmap for the department.
Significant improvements in produced water quality were observed. This includes an 80% reduction in off-spec samples and a lower average oil in water concentration. The roadmap also includes proposals for major upgrades to the existing WOSEP design.
The WOSEP performance roadmap provides innovative yet simple best practices that can improve the deoiling efficiency. Moreover, it links WOSEP performance to process flow stability.
Reliability engineering unit conducted comprehensive and detailed study of machinery lubrication systems for salt water injection pumps and gas compressors operating at various facilities of north Ghawar producing department of Saudi Aramco to achieve lubrication excellence. As a part of lubrication study, data from the following sources was collected, analyzed and gaps were addressed for better contamination control to enhance equipment reliability and compliance KPI.
One of the goals cherished by modern organizations is gender balance, as a proven way to enhance productivity, boost the motivation of employees and enrich the leadership pipelines of internal succession plans. The energy sector follows closely this trend, inclusive of major organizations of operations and services, especially in Oil and Gas. And in no other region of the world this is now more visible than in the Middle East, one of the most active and traditionally leading and strategic regions in the segment. This paper summarizes what factors were fundamental for the very visible blooming of the female leadership, particularly in the oil and gas sectorin the Gulf Cooperation Council GCC countries. Certainly, middle-eastern women do not account yet for a large or representative number inthe highest roles of private or National Oil Companiesof their countries, but things are rapidly changing, and the blooming is real.
A comparison of key elements considered diagnostic about the empowerment of women, like female workforce percentages, gender gap indexes, and representation of women in leadership roles in oil and gas are herein analyzed for the GCC, comparing those with figures of other regions of the World. Other indicators were included in the analysis, which proved to be key for developing women's leadership, in particular, communication strategies, empowering plans, training, active and visible endorsement of top leaders and other strategies of governmental agencies and corporations. Definitively, the Middle East, and particularly the GCC countries, in which our study is centered, have boldly address cultural issues and traditional barriers, to produce step-changes that are quickly transforming the oil and organizations in all countries of the region. A forecast of opportunities for women's leadership in the upstream and downstream sectors of the oil industry in the future is proposed, in a story of learned best practices worth sharing.
The paper includes a summary of the standing and utilization of social media channels by main organizations in oil and gas. A frame of the current trends analyzed resulted in the identification of the organizations more successful in the utilization of these key channels, so relevant for the general audiences and the new generations. Some unexpected findingsshaped our conclusions about strategies instrumental for step-changes needed in political or cultural settings that may be challenging for boosting women's empowerment.
Young engineers and professionals from the Saudi Aramco E&P business line organized a visit in May for undergraduate students from King Fahd U. of Petroleum and Minerals to Saudi Aramco's Visualization Center. The students were first introduced to the Exploration and Petroleum Engineering Center (Expec) and its functions. The introduction was followed by a short video titled "Expec, Center of Innovation." The students were then guided to the Visualization Center, where engineers Khalid Zamil, Mubarak Dossary, and Bader Harbi welcomed the visitors and illustrated to them how visualization applications are developed and used in Saudi Aramco. The objective of the visit was to expose the students to advanced technologies used in the E&P business and motivate them to consider joining E&P businesses after graduation.
These energetic and highly motivated individuals had been selected to represent their peers at the Middle East's first YEPP-led IPTC Student Education Day held in conjunction with the SPE International Petroleum Technology Conference. The event was designed to introduce these aspiring future engineers to what the oil and gas industry is like and also to show how to proceed in making that first step out of higher education and into the realm of the "real world," all from the point of view of a young professional. The students were guided by the Middle East YEPP Council, including Tony Thomas, Schlumberger; Ali Al-Muftah, Bapco; Hani Al-Khalifa, Saudi Aramco; Nael Sadek, Lufkin; Rana Rassipour, Canadian Nexen; and Razik Shaikh, Dubai Petroleum Co. The theme was "Our industry 5 years from now and what role will students play in shaping it." Feedback from both the students and the companies has been positive, and the Middle East YEPP Council hopes that this will be the first of many such events.
E&P and member of the SPE section in Oman, won the U.S. $1,500 cash grand prize for single-handedly recruiting 169 new members. Irvine-Fortescue was also the 2004 grand prize winner. "Employees in the upstream petroleum in-dustry belong in SPE. This is the best resource for technological and professional development. One of the most important factors here is the sharing of our experience and knowledge for the benefit of others," said Irvine-Fortescue.
Young industry engineers and professionals from the Asia Pacific region gathered at the Equatorial Hotel in Malacca, Malaysia, in September for a YEPP workshop with the theme "How YEPPs Can Make a Difference in the Industry." A total of 97 attendees from Malaysia, Brunei, Australia, Indonesia, Vietnam, China, Japan, Saudi Arabia, Thailand, and Kuwait attended, representing a diverse set of operating and service companies including Petronas, Shell, ExxonMobil, Saudi Aramco, Kuwait Oil, Woodside, Schlumberger, PetroVietnam, Sinopec, and BJ Services. In addition, 10 students from U. Teknologi Petronas and U. Teknologi Malaysia were sponsored to attend the event. Event Cochairperson Alex Parks of RPS Energy opened the workshop and discussed its objectives. Tuan Haji Akhbar Tajuddin Wahab, Head of Southeast Asia Region for Petronas, was the first keynote speaker and presented a history of his company and its ongoing transformation from a national oil company to a multinational corporation.
The first Young Exploration and Production Professionals (YEPPs) meeting involving YEPPs from throughout the Middle East was held in November in Doha, Qatar, during the SPE International Petroleum Technology Conference. This was the first meeting where YEPPs got to meet face to face and discuss their newly formed YEPP sections and the challenges they are facing. Participants also planned an Education Day and a 2006 YEPP workshop. The YEPP meeting was attended by Ali Al-Muftah (Bapco), Hani Al-Khalifa (Saudi Aramco), Nael Sadek (Lufkin), Rana Rassipour (Canadian Nexen), and Razik Shaikh (Dubai Petroleum Co.), and it was chaired by Tony Thomas of Schlumberger. The meeting kicked off with Sadek of the Egypt Section discussing the progress made by YEPPs in Egypt and highlighting some of the obstacles such as finding time to meet regularly and getting financial support.