In an industry where there are still some capital projects being started-after the 2014 price collapse, added to the pressure with each new project to deliver the best cost benefit and before the deadline, you still got a key role in exploration and production of oil and gas. HeGe Wroldsen, Director of oil and gas of the IFS Center of excellence, highlights four trends that are changing the oil and gas industry.
HeGe Wroldsen, Director of oil and gas of the IFS Center of excellence, a global provider of business management software, highlights four trends that are transforming the oil and gas industry in 2017.
1. Leave the old models of work, enter the smart financial models based on delivery services
According to Research and Markets, global spending on it in the oil and gas industry will be $ $48,5 billion by 2020-with key factor the ' improvement of resource efficiency '. Information technologies and operation are beginning to converge, since the new technological possibilities as IoT have become more accessible and offer new ways to work in a more ' intelligent ', for less. This increase in accessibility will allow not only large companies but also small businesses can transform the asset management system and increase your uptime.
The oil and gas industry has been a precursor in adopting ' sensor technology (technologies that detect events or changes in an environment and send the information to computers that distribute action mechanisms). Throughout this year, we will see these sensors collecting more and more and in greater quantities of data – and important companies using more convincing data to impact the operations of your business. In 2017, we will see these precursors users getting real returns, enabling the industry to build financial models smarter, offering performance-based services, rather than fixed-price services (closed).
Some of the exploration and production companies are realizing now that their underlying asset management systems, if they are agile and flexible enough, can be transformed with the integration and analysis of data, making it possible to deliver services ' smarter '.
2. Active Aging at a crossroads – maintenance or scrap?
The unpredictability of the market means that the industry has reduced spending on large-scale maintenance and modification of assets. However, has not stopped to operate. The more a company takes on maintenance of assets, the greater the potential to become a threat from the point of view of safety, environmental and operational.
Oil and gas organizations are having difficulty to overcome these backlogs-backlogs of the main companies in the North Sea region last year – not supported by downsizing in the industry after 2014. Perform a complex maintenance project, means an increase in the use of contingent work. According to Accenture, "the labor quota-maybe 30-50% of the entire workforce of a typical energy company-can be subgerenciada, underutilized and subotimizada".
So, the effective use of downsizing and contingent work, means having the right tools to plan and execute complex projects, manage the workforce and become more imperative in keeping within companies the time and cost efficiency. However, the traditional software portfolios only add complexity and cost.
3. Extracting the most from existing resources: new technologies offer the helping hand
Those companies that can move to new projects will continue to do that with fewer people. However, without the appropriate resources, companies run the risk of not being able to finish projects. We are seeing the emergence of a gap, particularly in the offshore environment. Older engineers are being held by your experience or being shut down because of its high cost. There is also a lack of young engineers to reduce that gap, but are young people who traditionally adapt more easily to new technologies.
The technology is available. Drones provide inspection solutions for difficult-to-access equipment, which has directed the industry to meet these cases. The Oil and gas company BP is investigating the use of unmanned aerial vehicles (Uav) since 2006-and recently began a project in Alaska for topographic mapping and search for damages in pipes. The drones can also be used to remotely inspect hard-to-reach land or assets in offshore platforms. The data collected by drones can be integrated with the backbone and asset management with the management software of the workforce to perform relevant actions maintenance schedules.
4. A leaner industry is now ready to tackle renewable markets
The latest edition of the Medium-Term Renewable Market Report from the International Energy Agency predicts renewable energies grow 13% between 2015 and 2021 than in the previous balance sheet. In the case of maritime wind farms, oil and gas organizations oriented to the service have a relevant offshore experience – adapt to the wind power requires only the application of this new path. Oil and gas organizations, with their YOU leaner and use of emerging technologies, will be well placed to adapt quickly to new business strategies and to support the growing markets.
Continuing in front
2017 is presenting new challenges for the oil and gas companies as the industry follows by pristine waters. Organizations need to balance their budget cuts and downsizing with increasing pressure to realize value faster than before, and explore new opportunities.
A way to increase efficiency is to move the cloud infrastructure, and we will likely see more companies doing this within the oil and gas industry. Cloud-based infrastructures can increase the perception of value and offer more flexibility, rapid implementation solutions. The cost of entry is low and according to the IDC, "the companies that will survive and thrive are those who know how to leverage technologies that bring new possibilities, such as cloud and mobility, to aid in the automation and optimization of processes and the application of analysis to improve products. ”
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