Factors Affecting Delay of Upstream Oil and Gas Development Projects in Indonesia: Case Study 2012 - 2013

2015 ◽  
Author(s):  
Josia T. Simanjuntak ◽  
Anggono Mahendrawan
Keyword(s):  
Oil And Gas ◽  
Development Projects ◽  
Oil And Gas Development ◽  
Factors Affecting

scholarly journals Analysis of Seismic Damage Zones: A Case Study of the Ordovician Formation in the Shunbei 5 Fault Zone, Tarim Basin, China

2021 ◽  
Vol 9 (6) ◽  
pp. 630
Author(s):  
Zhan Zhao ◽  
Jingtao Liu ◽  
Wenlong Ding ◽  
Ruiqiang Yang ◽  
Gang Zhao
Keyword(s):  
Oil And Gas ◽  
Damage Zone ◽  
Power Law Distribution ◽  
Oil And Gas Development ◽  
Factors Affecting ◽  
Oil And Gas Exploration ◽  
Carbonate Formation ◽  
Fault Damage Zone

Fault damage zone has an important influence on subsurface fluid flow and petrophysical properties. Therefore, it is of great significance to study the characteristics of fault damage zone for oil and gas development of ultra-deep carbonate formation. This study uses seismic data and the derived variance attribute to identify two types of damage zones and analyze the spatial geometric characteristics of the damage zones. The results show that the type 1 damage zone is wider than the type 2 damage zone. The width of damage zones distributed on both sides of the Shunbei 5 fault core shows obvious asymmetry, and the damage zone width and throw conforms to the typical power-law distribution on the log-log plot. We discuss the factors affecting the width of the damage zone and its formation process. Finally, we discuss the influence of the damage zones on oil and gas exploration. It seems that the seismic variance attribute is a useful technique for characterizing the ultra-deep strike-slip fault damage zones.

TUBINGLESS COMPLETIONS IN THE SURAT BASIN

1976 ◽  
Vol 16 (1) ◽  
pp. 107
Author(s):  
M. A. Delbaere
Keyword(s):  
Oil And Gas ◽  
Small Diameter ◽  
Development Projects ◽  
Well Bore ◽  
Gas Wells ◽  
Oil And Gas Development ◽  
Gas Field ◽  
Field Development ◽  
Reservoir Stimulation ◽  
Well Completion

Oilfield operators have always looked for ways of reducing the costs of oil and gas development projects and especially when investment costs were critical to project economics. Tubingless completions have evolved over the last 30 years in North America to fill the need for reduced investment costs particularly in the case of fields with either limited reserves or limited profitability.Tubingless completions basically utilise small diameter tubulars to function as both production casing and flowstring. The tubulars are cemented in the borehole, not to be removed or recovered until the field is depleted and/or the well abandoned. The technique is limited in application to those fields with no corrosion or wax or hydrate problems and with a limited requirement for reservoir stimulation and workovers. The greater the number of operations performed within the tubingless well bore the greater the risk of losing the well.The main benefits of tubingless completions are as follows:Reduction in development well completion costs.Marginally productive hydrocarbon zones can be completed and tested.Completion of individual gas zones of multi-pay wells within their own permanently segregated flowstrings at much lower capital and operating costs.The experience this far with Kincora gas field development wells indicates the tubingless completion method to be completely feasible for gas wells drilled in the Surat Basin and possibly in other areas of Australia.

Early social impact management of an oil and gas development in a NT Aboriginal society—a case study

2008 ◽  
Vol 48 (1) ◽  
pp. 271 ◽  
Author(s):  
James S D Kernaghan
Keyword(s):  
Impact Assessment ◽  
Social Impact ◽  
Oil And Gas ◽  
Management Plan ◽  
Social Impact Assessment ◽  
Oil And Gas Development ◽  
The People ◽  
The Social ◽  
Wide Range

In 2005 a draft Social Impact Management Plan (SIMP) for the Blacktip Project was prepared by James Kernaghan on behalf of the Blacktip Joint Venture. The SIMP was prepared for the purpose of providing a basis for consultation with the communities that would be potentially affected by the project and the means through which social impacts could be managed. After Eni Australia became 100% owner and operator of the project in December 2005, the SIMP was revised to reflect the values and practices of Eni globally. This paper presents a case study of the early development of social impact management practice for the Blacktip Project in the southern Bonaparte Gulf, northern Australia, in the period from discovery to the middle of the construction phase (end 2001 to end 2007). The primary outcomes, so far, of the social impact management process for the Blacktip Project have largely been positive and work continues to ensure that this remains the case. From a management perspective, the key outcomes have been a Social Impact Assessment (SIA) report, a Social Impact Management Plan (SIMP) and the establishment of an Social Impact Advisory Committee incorporating representatives from the key external stakeholder groups. The paper starts with descriptions of the project and affected communities and the law and policy context in which the project sits. This is followed by a detailed account and discussion about the land acquisition process and the social impact assessment and management plan development, including the scope, methodology and analytical framework used in the SIMP. The paper then provides an account and discussion of the nexus between project development and social impact management. The conclusion gives some observations about the experiences had in the SIMP implementation to date, during the first two construction phases of the project. Often there are a very wide range of social and economic issues that get touched upon in the development of a social impact management plan for a resource project. The resolution of these broader issues is naturally beyond the scope and capability of any company or project and there are often misconceptions in communities about what can be done. The best that a company can do is to approach the management of social impact in a way that tries to build a practical foundation for community development, through consultation with stakeholders in an open and participatory process. The people and organisations that live and work in a region are responsible for the social and economic development of that region, as a part of that community. Some contributions can be made by resource developers, however it is up to the people themselves, the individuals and the families in any community to choose and then pursue their individual and collective destiny. Others cannot do it for them. The paper attempts to provide some insight into the cultural, political, social and commercial realities associated with the development of the project in the particular society involved. In doing so, it is hoped that a useful early case study in the field of social impact management will emerge that may be useful for oil and gas developments and developing communities elsewhere in Australia and the world.

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