Turn your workover costs into an investment: a case study in an east coast CSG project
Over the next decades, up to 25% of the operating budget of east coast CSG to LNG companies will be spent on interventions required to maintain or remediate productivity of the thousands of wells already drilled in Queensland. The cost of each intervention can range between 30% and 50% of the drilling cost of an individual well. Identifying which interventions, also known as workovers, do not contribute to the overall project value can help save the operators millions of dollars over the life of the field. Production of unconventional wells increases initially after workovers and stimulations, but, ultimately, this production declines, often at a rapid rate. Wells are then abandoned after reaching an economical limit. This limit is influenced by multiple factors, some of which can be technical, such as characteristics of the reservoir, or commercial, such as in the price of gas or related to the availability of installed capacity required to process the product. On the basis of a real case study with a CSG to LNG company in Queensland, the present paper will elaborate how one of the operators is making confident decisions around which wells should be included as part of their workover program. Early findings of the study showed that significant value can be created by applying technology in the identification of which areas of the field are most likely to yield a better return and cases where the production decline can be mitigated only by drilling new wells.