KAZAKHSTAN UPSTREAM OIL AND GAS technology and R&d ...

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Industry opportunities 112 A sound financial case and business model Throughout the course of this project, attempts were made to gather views on the sort of local companies that could make a positive difference to the way the upstream oil and gas industry operates. At one point, project participants were asked directly to rate the various technology solutions put forward in terms of the strength of the industry opportunities associated with them. The topranked solutions are listed in the box at the top left corner of the map. Below this box is another that contains a list of perceived upstream oil and gas industry strengths in Kazakhstan. (This list is based on an assessment of the maturity of the technology solutions outside and inside Kazakhstan, supplemented by much valuable input from KING.) A straightforward comparison of the two lists leads to the conclusion that the most realistic industry opportunities lie in the area of steel and concrete structural design and fabrication, the provision of upstream chemicals and sand-screen manufacturing. Six of the possible opportunities highlighted by project participants have not made it through onto the short list – blocks to progress were thought to exist in these cases. The high cost of corrosion-resistant alloys could theoretically be allayed by setting up local production facilities; however, manufacturing (and testing) capabilities in Kazakhstan were thought to be lacking. Undertaking more R&D in this area is a sensible way forward. In the case of SCAL services, there has been a lot of investment in the last year, but there are further upgrades desired by the operators. Jack-up rigs for cold climates and ice-scouring-resistant design constitute immature technology globally. Both will require a combination of R&D and heavy industry participation to move the technology forward; as such neither offers immediate industry opportunities. Sulphur storage, transportation and products seem like perfect opportunities for Kazakhstan to build local capability. But two critical things must happen before these will be realised. There needs to be overhaul of the regulations surrounding the use of sulphur; and the markets in Kazakhstan need first to be created and grown. While the roadmapping project has succeeded in identifying real opportunities for local companies in Kazakhstan, in the longer term a more formal and rigorous approach is needed to maintain a continuous flow of similar ideas. Ideally, this ought to be overseen by a strong government/industry council. Its role would be, in the first place, to invite oil and gas operators to provide regular information about their materials, products and services requirements, the scale of these requirements and their timing. This market research would be made available to the relevant international and local companies who would subsequently be invited to put forward local manufacturing and service solutions – ideally with strong local job creation, technology transfer and supply chain development credentials. A sound financial case and an effective business model (including skills development and training needs and based on, for example, a joint venture, licensing agreement or a wholly foreign-owned, locally registered company) would be a condition of the opportunity gaining government support. For such a process to work, there needs to be good communication and open dialogue between government and industry. There is a widespread view that there needs to be less bureaucracy surrounding the import of goods and equipment and that the business regulatory environment has to become more fluid and transparent and easier to negotiate. there needs to be good communication and open dialogue between government and industry. Kazakhstan Upstream oil & gas technology and R&D roadmap
GOVERNANCE NOW 2015 2020 2025 Process platform: governance body, e.g., Scientific-Technical Council under Kazenergy Priority local industry areas: SCAL; CRAs; jack-up rigs for cold climates; steel concrete structures and modular designs; scouring-resistant design; sand-screen manufacturing; sulphur storage and transportation; sulphur products; flow assurance using chemicals and heating Opportunity transparency. Establish, maintain and disseminate long-term overview (1–5 and 6–10 years) of total estimated third party expenditure in key areas. The key areas are 1) HSE in design and operations; 2) subsurface characterisation; 3) production well delivery and performance; 4) in-field flowlines and equipment; 5) gas/fluid processing; 6) manufacturing of IOR/EOR injectant; 7) injection well delivery and performance; 8) end product handling (HC/S) plus integrated processes 9) exploration; 10) hydrocarbon maturation; 11) construction; and 12) operation 113 R&D INDUSTRY Perceived local technology strengths: integration of seismic with other data; advanced seismic inversion; steel concrete structures and modular designs; sulphur re-injection; sour gas equipment; sulphur separation; flow assurance modelling and monitoring; heating for flow assurance; chemical flow assurance; EOR modelling; OSR Proposed specific local industry topics Identified gaps In local industry focus areas: CRAs: no local companies to test and manufacture; current high cost of CRAs SCAL: major advanced opportunities to be addressed Cold climate jack-up rigs: globally immature Scouring resistant design: globally immature Sulphur storage and transportation: regulatory restrictions Sulphur products: current lack of market in Kazakhstan Accelerate top-ranked local industry opportunities: • Steel concrete structures and modular designs • Sand screen manufacturing • Chemical industry supplying most of required upstream chemicals (I)OCs and (I)SCs Detail opportunities: market size, timing, boundary conditions, skills and international providers Detailed discussions/workshops. Dependent on optimum business model to establish: • Kazakhstan SME to license technology • Joint venture • Wholly foreign-owned local company Ongoing development of commercial and study facilities (in economic zone) in Kazakhstan R&D project scoped for: • Cold climate jack-up rigs • Scouring resistant design Wide distribution of opportunities within Kazakhstan Provisional matching opportunities/Kazakh groups/ international providers For 1 and 2: new technology, skills growth, use of expatriate labour driven by Kazakh SME/partner Identify required skills, gaps and consequential training programme Annual basis, 2015+; requests for details with respect to three key areas (I)OCs and (I)SCs Specify opportunities: market size, timing, boundary conditions, skills, international providers Annual initiation of new SMEs in Kazakhstan, probably initially as JVs ENABLERS SKILLS Address regulatory restrictions and sulphur market Relevant training programmes Industry opportunities Kazakhstan Upstream oil & gas technology and R&D roadmap
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Kazakhstan upstream oil and gas tec
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A pragmatic steer for technology de
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Kazakhstan Upstream oil and gas tec
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KazNTU Izim Dussembayev, Institute
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Technology solutions Over 230 possi
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It would be realistic to expect the
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Learning and skills development in
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THE INTRODUCTION THE FUNDAMENTALS F
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Roadmap development Project objecti
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Stage 3 - the way forward The work
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The causes of the challenges facing
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4.2 Field Management−Optimise Rec
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VALUE TTA 1 RESERVOIR CHARACTERISAT
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The technology solutions and their
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Introducing the topic maps Introduc
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1. Reservoir characterisation Reser
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1.1 Seismic data acquisition and pr
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NOW 2015 2020 2025 TECHNOLOGIES AND
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1.2 Reservoir description - geology
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NOW 2015 2020 2025 Basin modelling
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1.3 Well logging and in-well monito
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NOW 2015 2020 2025 Wireline formati
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1.4 Core analysis and data interpre
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1.5 Fluid property analysis Challen
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2. Field equipment Designing and bu
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2.1 Corrosion plus equipment and ma
Page 61 and 62: NOW 2015 2020 2025 Corrosion resist
Page 63 and 64: 2.2 Operating in the ice and during
Page 65 and 66: NOW 2015 2020 2025 TECHNOLOGIES AND
Page 67 and 68: 2.3 Management of sulphur Challenge
Page 69 and 70: NOW 2015 2020 2025 Sulphur separati
Page 71 and 72: 3. Fluid flow and processing Flow a
Page 73 and 74: 3.1 Flow assurance and sand control
Page 75 and 76: NOW 2015 2020 2025 3D flow modellin
Page 77 and 78: 3.2 Water management Challenge comm
Page 79 and 80: NOW 2015 2020 2025 Diagnostic evalu
Page 81 and 82: 4. Wells and field management The m
Page 83 and 84: 4.1 Drilling and well costs Challen
Page 85 and 86: As for the second challenge, most o
Page 87 and 88: NOW 2015 2020 2025 Casing and liner
Page 89 and 90: 4.2 Field management: optimised rec
Page 91 and 92: NOW 2015 2020 2025 Well stimulation
Page 93 and 94: 5. HSE and operations The oil indus
Page 95 and 96: 5.1 Emergency response and disaster
Page 97 and 98: NOW 2015 2020 2025 Quantitative ris
Page 99 and 100: 5.2 Operational HSE risk reduction
Page 101 and 102: NOW 2015 2020 2025 Breathing appara
Page 103 and 104: 5.3 Environmental impact Challenge
Page 105 and 106: NOW 2015 2020 2025 Chemical and mem
Page 107 and 108: Technology and R&D n R&D funding ne
Page 109 and 110: GOVERNANCE Process platform: govern
Page 111: Capabilities across the 15 prime ch
Page 115 and 116: INDUSTRY ENABLERS SKILLS R&D GOVERN
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