Transcript Norske petroleumsinstitutter 1999

FORCE WORKSHOP
Future Petroleum Research Directions
April 8-9 2002
The Role of the Petroleum Institutes in the
Petroleum Cluster
(OG21)
Liv Lunde
Institute for Energy Technology
P.O. Box 40, N-2027 Kjeller, Norway
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Norwegian Petroleum Institutes (2001)
Contracts
bill NOK*)
RF
Rogaland Research
CMR
Christian Michelsen Research
IFE
Institute for Energy Technology
Number of
Scientists
102
85
ca 40
35
70
65
SINTEF-group
318
251
Total
530
436
-
*) Share of export 20 – 25%
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Rogaland Research and Sintef Petroleum Research
Enchanced Oil Recovery
Utility:
Enhanced production rate from
30% to 45%
Reserve value increases with
NOK 500-600 bill.
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Christian Michelsen Research
Increased safety precautions on processing
plants for natural gas
Utility:
More than 60 platforms in the
North Sea are constructed/
modified for increased safety
related to gas leakage
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Institutt for Energy Technology and Sintef Petroleum Research
Multiphase transport in pipes
Utility:
Transport of oil and gas in the
same pipe over long distances
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MARINTEK
Marine constructions
Utility:
New cost efficient
solutions for
Norwegian waters
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Value Chain from idea to product
Basic Research
Strategic Research
User driven
R&D
Demonstration
University
Institutes
Contractor Industry
Oil Companies
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Leading products
Competence
Added Value
The linear model
Fund.
research
START
Applied
research
Innovation
prod. dev.
Production
Sales
Market
Society
2
3
4
FINISH
1
The teamwork model
Fund.
research
Market
Society
Applied
research
Sales
Innovation
prod.dev.
Production
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Many Starts & Finishes
simultaneously
Financing
10%
Studies
Problem solving
months
Customer
70%
Technology development
projects
Customer/NRC
0.5-3 years
20% Strategic Institute Programmes (SIP)
NRC/Institute (Customer)
Basic studies and
increase of competence
NRC = Norwegian Research Council
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3-5
years
OG21
National technology strategy for value creation
and increased strength of competence within the
oil and gas cluster
Aug. 2000
KONKRAFT groups of top managers
Aug. 2000
Working party to establish national technology strategy
Mar. 2001
Preliminary report delivered
Aug. 2001
Board established
Chairman M. Loktu, Statoil
Nov. 2001
Secretariat established
Jan. 2002
Report to and meeting with government representatives and
ministers
April 2002
Draft final report completed
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OG21
Main targets
• Secure optimal economical development of the resources on
the Norwegian Continental Shelf
• Strengthen the petroleum industry’s international force of
competition
Vision
We want:
world class competence
a leading global industry
We want to be:
the most productive province of the Shelf
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The Organisation of OG 21
Ministry of Petroleum and Energy
The Oil and gas cluster/
Forum of top leaders
OG 21 Forum
Priority of fields/resources
OG 21 Board
OG 21
Secretariat
Project grants
Recruiting
Board of Program, NT, NFR
Strategic Research
Board of Program IE/ Oil and gas, NFR
Industrial
R&D
Demo 2000 &
commerciaisatinn
Group. 1
Planning and evaluation
Network
Group. 2
Group. 3
Group. n
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The Research Institutes' position in OG21
•
Important link between educational insitution and industry
- Build-up of competence via strategic research
- Education of PhD students and exchange of researchers
- Training/education of personnel for the industry
•
Proactive in promoting new solutions
- Targeted research towards applications
•
Large group of international customers in leading edge
technology
- Updated on technology development in other parts of the world
- Transferring new knowledge and technology to Norwegian companies
•
Maintaining technical skill and competence in a field with large
turbulence within oil companies and industry
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SINTEF-IFE Multiphase Development
• R&D Investment
in institutes
500mill NOK in 1983-95
TROLL FIELD
• Savings in:
Investment 500mill
Production 500mill pr.y
• Total Savings
30 mrd. NOK
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Altra
Genesis
Rockwater
TotalFinaElf
Kvaerner
Norsk Hydro
Statoil
ABB
FMC Kongsberg Subsea
Aker
Reinertsen
Mærsk
Shell
Sable Island
ExxonMobil
Phillips
Conoco
Bechtel
Chevron
Shell
Granherne
Kværner
BP
MSI
Texaco
FMC
ESI
Aker
Intec
R J Brow n
J P Kenny
Pemex
Intec
OKIOC
Genesis
Advantica
Fantoft
Odebrecht
BP
Granherne
Smith Rea
Kværner Oil & Gas
TotalFinaElf
Doris
Coflexip
Stolt Offshore
Technip
Snamprogetti
Agip
SASP
DOD
South Pars
Saudi Aramco
Technip
Stork
Trident
Intec
ONGC
BP
Kværner
Petrobras
Legend:
OFFICES
AGENT
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JNOC
OLGA USERS
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World leading R&D at Norwegian Institutes
Rogaland Research
Drilling and well technology, reservoir control, enhanced
production, down hole water shut-down, supervision of
marine environment
Christian Michelsen Research Gas safety/explosions, ultra sound fiscal gas
measurement, fluid flow measurement, virtual realityvisualisation
Institute for Energy Technology Tracer technology, internal corrosion, modelling of multi
flow transport, MTO-safety
SINTEF-group
- Petroleum Research
Reservoir modelling, rock mechanics, seismic method
development, gas hydrates, multiphase technology
-
Energy Research
Burning of gas, LNG
-
Material Technology
Stainless materials, fracture mechanics
-
Chemistry
Modelling of oil contamination
Marintek
Marine operations – sub sea technology
Hydrodynamic modelling
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Expectations to OG21
Cluster Agreement on Strategy
•
Define main challenges
•
Agreement on the various actors’ role in the cluster
• Promote co-operation between the various actors - avoid conflicts
interest
Focused and increased effort on targeted fields of development
Focused and co-ordinated marketing of Norwegian competence
•
Increased export of Norwegian products and services in an
international market
Considerable increase in Government funding needed to secure
prioritized long-term R&D activities for years to come
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of
CONCLUSIONS
Challenges for the Institutes
• Further focus on niches where Norway and the individual institute has
comparative advantages such as unique facilities or unique competence
• More uniform and coordinated marketing of the institutes towards a
global marked as an attractive partner in the petroleum cluster
• Maintain and strengthen our international competitive competence as
suppliers of R&D at the premises of the industry. Closer co-operation
also with universities and contractor industry
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