Petoro ONS MAGAZINE 2016
IN PRODUCTION: The Ivar Aasen platform in the summer of 2016. Photo: Det norske


The drilling rate on Ivar Aasen broke records from the get-go. Since then, things have only gotten better. This efficiency can translate into an additional NOK 1-2 billion for Det norske and its partners. The key - cooperation.
The rate of penetration on the first well we drilled averaged 156 meters per day. In the last well, we delivered 308 meters per day," says the head of drilling and wells in Det norske oljeselskap, Øyvind Bratsberg.

He has good reason to be pleased. From the turn of the millennium up to now, comparable wells drilled from comparable rigs have delivered between 100-110 meters per day on the NCS, according to statistics from Rushmore. Completion was also speedy. The average on the NCS is 250 meters per day. The Ivar Aasen team delivered from 500-600 meters per day. Det norske has made it easier for the drilling and well organisation to handle resource management and safeguard the transfer of experience across all departments. This includes adding a dedicated engineering manager at the same level as the toolpusher.

"We are very pleased with the efficiency of the ultra-modern drilling rig Maersk Interceptor. An organisation with clear roles and responsibilities is vital." 
Øyvind Bratsberg

Bratsberg points to five factors that have been crucial for the success. First, the way the team was integrated. Early on, Det norske placed the subsea experts and the drilling and well experts together in an open-plan office. The team also included five key people from the drilling service supplier. This ensures a smooth process for the orders for the next well also, and that everyone has the same, up-to-date information.
Number two is clear and unambiguous management that delegates the authority to make decisions to the technical experts, and that constantly follows up and is present in the office setting. Det norske has not practiced a rigid system where every issue must be resolved at a toolpusher level. Decisions are made at the engineer level. Number three is the team's own ambitions to deliver the best result ever on the Norwegian Shelf.
"When you build a house, the home-owner doesn't usually call around to all the professionals needed to put up a house. You leave the job to the experts, and move into a finished house." 
Torjer Halle

"The fourth item is performance, both, as regards health, environment, safety and operations. The team has suffered personal injuries that could have had a worse outcome. This makes us stop and think. Nevertheless, the overall HSE results were good,” says Bratsberg.

The final item is continuous improvement. The penetration rate increased steadily between the first well at 156 meters per day and the last well at a record 308 meters per day, as a result of targeted work and painstaking review of potential improvement areas. According to Bratsberg, 2500 improvement items had been identified when the drilling programme was complete.
Working chair of Schlumberger in Norge, Torjer Halle, also points to the cooperation between Det norske, Schlumberger and Maersk Drilling as one of the keys to this success. For Schlumberger, the fact that Det norske awarded them an integrated services contract, has been crucial.

This means that Det norske, instead of awarding as many as 30 minor contracts, has given Schlumberger responsibility for delivering all drilling and well services. This has several advantages, assuming the tool is used correctly, says Halle. This contract form allows the operator to turn over a far greater portion of the responsibility to the service provider. Fewer involved parties can yield considerable savings.

"This also allows the service provider to exploit its special expertise in a much different way in the planning and execution of the services,” says Halle.

When you build a house, the homeowner doesn't usually call around to carpenters, plumbers, painters and all the other professionals needed to put up a house. You leave the job to the experts, and move into a finished house. Just like this type of project, says Halle, who praises Det norske for the way they have integrated Schlumberger and let them take responsibility.
The Ivar Aasen story is an example of a good culture of cooperation. Many talk about it, not everyone gets it right. Cooperation also means different things in different companies and cultures. On Ivar Aasen, everyone involved agreed to pursue open cooperation, founded on trust.  The results don't lie – this resolve has paid off.
Ivar Aasen jacket – and Mærsk Interceptor in the background. Photo: Det norske
ONE TEAM: Maersk, Schlumberger and Det norske in the operations room for geo-management in Trondheim. They are in continuous contact with the rig at all hours of the day, this forms the basis for success. Photo: Det norske
Recipe for cooperation
  1. Integrated teams
  2. Clear management and delegation of responsibility
  3. High ambitions from the start
  4. Performance, both within HSE and operationally
  5. Continuous improvement
  6. Integrated services

Ivar Aasen
  • What: oil field west of Johan Sverdrup in the North Sea
  • Resources: contains about 204 million barrels of oil equivalents
  • Production wells: Maersk Interceptor has drilled seven production wells and six water injection well
  • Main contractors:
    – Schlumberger
    – Maersk Drilling

  • Operator: Det norske oljeselskap (34.7862 per cent)
  • Statoil Petroleum (41.4730 per cent)
  • Bayerngas Norge (12.3173 per cent)
  • Wintershall Norge (6.4651 per cent)
  • VNG Norge (3.0230 per cent)
  • Lundin Norge (1.3850 per cent)
  • OMV Norge (0.5540 per cent)
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