Wednesday, 8 February 2012 • 0830-1000 hours
World Ballroom B
Panel Session 1: Unlocking Unconventional Resources – Keys to
Success: Technology, Costs, Opportunity, Global Adoption
- Lim Min-Teong, General Manager, Development, Shell Malaysia E&P
- Craig Stewart, President & CEO, VICO Indonesia
- Martin Stäuble, Vice President Gas, Shell China Exploration and Production
- Liu Zhenwu, Vice President, Advisory Center, China National Petroleum Corp.
- Jean-Marie Guillermou, Senior Vice President, E&P Asia Pacific, Total
- Diana Hoff, Vice President Technical and Engineering, Santos
- Hinda Gharbi, President, Schlumberger Asia
In November 2009 the International Energy Agency (IEA) in Paris released its world outlook report http://www.worldenergyoutlook.org/ with the following headline: “The long-term global recoverable gas resource base is estimated at more than 850 tcm [trillion cubic meters].” That translates to just over 30,000 trillion cubic feet (Tcf) of gas which means that in just one year the IEA doubled its estimate of 400 tcm in its 2008 report.
The enormous difference in the IEA estimates is almost singularly because of the addition of what for decades was labelled as unconventional gas, and the new demon is the success of shale gas, arguably the shiniest recent success in the petroleum industry. Shale gas success is directly the result of economically managed deployment of petroleum technology, namely horizontal wells with multiple fracture treatments. For the exploitation of these resources in other countries, which is not at all automatic even if they are identified geologically, such activities must be examined carefully and they must prove themselves as viable.
Coalbed Methane (CBM) is another important unconventional gas that is helping address the world’s growing energy needs in countries like Australia, Canada, China, India and USA. In many areas, market conditions and technological advances have made the exploitation of this resource a viable option. The unique characteristics of CBM reservoirs demand novel approaches in formation evaluation, well construction, completion, stimulation and reservoir modeling. Recent advances in well design and production technology offer scope to significantly increase production of gas contained in coal that can be commercialised.
This panel will examine the keys to successfully unlocking the world’s Unconventional Resource base (CBM, coal seam gas, Shale Gas, ultra tight gas reservoirs, Oil Shale and Heavy Oil). Topics expected to be covered include costs, opportunities, technological challenges and global adoption and replication of best practices and technologies in order to make Unconventional Resource an equally attractive resource compared to conventional oil and gas.
World Ballroom B
Panel Session 2: Technology Development and Innovation
- Pinar O. Yilmaz, Advisor, Upstream External Projects, ExxonMobil Exploration Co.
- Michael Sanders, Vice President, Portfolio Management and Technology, Baker Hughes
- Somkiet Janmaha, Executive Vice President, Geoscience Group, PTT Exploration and Production Plc.
- Rick Weber, Vice President Technical, ExxonMobil Exploration Co.
- Giambattista de Ghetto, Senior Vice President, Research and Technological Innovation, E&P Div., ENI
- Jean-Georges Malcor, CEO, CGGVeritas
Earth’s remaining recoverable oil resources are found in complex geologic formations, in remote locations, and under harsh conditions. Technology is needed to overcome these challenges and bring these abundant resources to market. By developing and deploying these needed technologies on a global scale, oil and gas industy play an important role in meeting the energy supply challenge. With technology, we are able to locate reserves far beneath the Earth’s surface and able to reach offshore resources from onshore facilities with pinpoint precision, reducing costs, increasing value, and minimizing the environmental footprint. Technology allows us to unlock trapped natural gas otherwise deemed too costly to recover.
Technical achievements require the intense collaboration of hundreds of scientists and engineers, plus a significant investment in research and development over an extended period of time. Innovation neither occurs in a vacuum nor occurs overnight. It demands a complete understanding of the full lifecycle of a resource. Furthermore, given the complexity and long-term nature of today’s oil and gas projects, technical innovation is necessarily a dynamic, iterative process. Applying the newest technologies to large-scale, capital-intensive projects can be a costly process, where inefficiencies and mistakes are easily magnified. Massive investments of capital and time in research and development are needed. Our industry not only develops new energy technologies, but applies and manages them effectively, and do so in an environmentally-responsible way. Through innovative integration, integrated oil companies are helping meet the world’s supply challenge.
Thursday, 9 February 2012 • 0830-1000 hours
World Ballroom B
Panel Session 3: Operational Excellence: People, Processes and
- Gerbert Schoonman, Vice President, Production Asia Pacific, Hess Corp.
- Vinit Hansamuit, Vice President, Reservoir Engineering Dept., PTT Exploration and Production Plc.
- Fawaz F. Bitar, Head of Operations, Production Division, BP
- Tom Knode, HSE Manager, Halliburton
- John McCreery, Partner, Bain & Co., Inc
Oil & Gas and service companies have made strong commitments to the delivery of safe, reliable and high integrity operations. Safe (both personal and process) and reliable operations are also efficient ones – extremely important as costs rise across the industry.
Expectations are high and rightly so – operators must satisfy host Governments, independent regulators, partners, shareholders and wider stakeholders in society that their operations meet these minimum standards.
Oil and gas operations are becoming more complex as the industry moves into new greenfield frontiers – for example, ultra deep water, the Arctic, HPHT fields. Brownfield operations are also becoming more complex. Mature fields require intense reservoir management and (often) the implementation of enhanced oil recovery schemes. Ageing facilities need constant attention to maintain operational integrity and process safety. Technology advances on many fronts underpin progress in all of these areas.
At the same time, both operators and service companies are working hard to resource staff and accelerate the development of capabilities to counteract the wave of retirements that the industry faces over the next 5-10 years.
This panel will examine the strategies required and issues that the industry faces across the dimensions of People, Processes and Technology in the pursuit of Operational Excellence and the highest standards of personal and process safety, integrity and reliability.
World Ballroom B
Panel Session 4: Deep Water Challenges – GOM’s Long Term Impact
and How the Industry Can Move Forward
- Richard Ward, President – Asia Pacific, Baker Hughes
- Phil Rae, Director, InTuition Associates
David Stewart, Vice President, Wells Disciplines, Shell
Hasliza Othman, General Manager, Field Development, Petroleum Resource Development of PMU, PETRONAS
Mark Waltz, Managing Director - Technical Services, Transocean
Until early 2010 deep water developments were on track to provide a significant share of world production for decades to come. The industry had made fantastic technical advancements in its ability to operate in deep water, and was proud of what it had done. The incident in the Gulf of Mexico abruptly changed the situation. It caused a serious re-thinking of the role of deep water exploration by governments and the public. It’s also caused the industry to reassess the risks of operating in deep water.
The world still needs energy, and it’s still very clear that the resource base is there in deep water. The question that presents itself now is what are the long term impacts of the GOM tragedy and what should the industry do to move forward. This panel will provide a broad set of perspectives on this question by addressing:
- What’s happened to the regulatory environment worldwide since the incident, and how that will effect deep water operations;
- What we can do to better identify and mitigate the risks inherent in deep water operations;
- What’s the role of technology and human factors in mitigating these risks; and
- Actions we should take as an industry to improve how we relate to governments and the public.