Abstract

The share of global hydrocarbon production from ‘aging’ assets is increasing, whereas global demand for energy continues to increase at 1–2% per year (IEA 2019). In 2018, the International Energy Agency estimated the global average production decline at 4% per annum (Gould and McGlade 2018). Production from many of Australia’s established basins, such as the Cooper–Eromanga basin and the North West Shelf, is dominated by aging assets. To arrest this decline, actions must be taken to meet global demand for oil and gas, sustain production and underpin shareholder expectations of a return on their investment. Arresting field decline is a multifaceted problem. A single fix, whether technological or operational, will not maximise production or asset value. Any project to arrest field decline, grow production or (re)develop a field must be considered in its entirety, as an integrated system, by a multidisciplinary team. In addition, and critical to success, the required outcome must be clearly established and committed to by field owners, consultants and staff assigned to the project. This paper demonstrates how using a committed, outcome-focused approach, an integrated project team identified field redevelopment opportunities that significantly increased estimated ultimate recovery in an aging oilfield (that had already produced more than 70–80% of the developed resource) in the Cooper–Eromanga basin, South Australia. Factors critical to success were: (1) a commitment to look at all aspects of the field, from geology and geophysics, through the completion, well and field performance and operational infrastructure to identify development opportunities; (2) an ability to be agile, cycling quickly through the workflow as new information became available; (3) dedicated resources, clear communication and a commitment to integrated work across consultant and staff resources; and (4) management support.

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