Realising the value from next generation integrated operating centres (IOC)

Abstract

The oil and gas (O&G) industry has long been at the forefront of integrated operations centres (IOCs). A remote control room is often the starting point for an IOC. The control room is responsible for monitoring operations, reporting performance issues, and visualising information. In leading O&G players around the world, basic control room functionality has been enhanced by next generation IOCs that provide proactive support, including integrated planning, optimised decision models, automated procedures, and root cause analysis. This paper describes the features of advanced IOCs and their benefits: improved production (reduced production bottlenecks and increased facility runtime); enhanced organisational capability (increased process standardisation and optimised work processes); reduced risk exposure (e.g. hazardous areas and operator fatigue), reduced operational expenditure (15–25% in maintenance costs and 10–15% in logistics costs). In Australia, advanced IOC functionality and the associated benefits are yet to be widely observed. For an IOC to achieve its full potential, companies must start with a clear vision and business case for building the IOC, and how it will support the operating model. This paper details this and other recommendations that need to be considered, for example, changes to the organisation structure, ways of working, employment model, talent acquisition and development to capture value, and to develop a roadmap that delivers agility for future changes.