In 2012, a benchmarking exercise was conducted to assess the performance of Bonga wells, a Deepwater (DW) project in Nigeria. The review revealed that the average Bonga well ranked fourth Quartile when compared with similar DW wells globally. After reflecting on the benchmark results, the Bonga Wells team concluded that something drastic needed to be done urgently to reverse the trend otherwise future projects will become unattractive and the profitability of the Bonga Field will be impacted negatively. Late 2012, a clear steer was given by Bonga Wells Leadership to reverse the performance trend. The mantra for the team was to beat the best performance anywhere in the world and there was a very strong leadership commitment to make it happen. The team concluded with a target to deliver ‘best in class' wells consistently within 24 months.

To achieve superb performance in drilling, one should look at the major causes of failure and tackle them head on. That was exactly what was done in Nigeria. In collaboration with directional drilling contractor, the Shell Nigeria Exploration and Production Company (SNEPCo) Wells (Drilling and Completion) team brought losses due to non-productive time (NPT) from millions of dollars down to zero in only a little more than three years. SNEPCO's non-productive time (NPT) values was considerably high which resulted in the drilling and completions of only three wells. This performance was not sustainable and something had to be done. The strategy used to turn things around and as reported in this paper was to Define and accurately measure NPT and inefficiencyHave a pre-defined performance metrics or KPIRoot Cause Analysis Investigation, Implementation of Learning and Continuous Improvement.Effective Collaboration and People Management

The Bonga field is located offshore deepwater Nigeria. Part of the second phase of the development comprised five frac-pack treatments executed in a multi-darcy environment. With permeability variations from 1 to 7 Darcies, the salt-tolerant fracture fluid that was used for the frac treatments had efficiencies in the order of 40%, compared to 10 to 15% most commonly achieved in such treatments (Witteveld, 2004; Cipolla, 2005). Use of such a high-efficiency fluid resulted in substantial reduction in pump rates and horsepower requirements. All five treatments were performed from a stimulation vessel, three of the treatments with the conventional two-trip technique and two using the single trip perforating and frac-packing technique. The single trip system allowed the completion time to be reduced by 1 to 2 days as compared with conventional system. This paper discusses Bonga Phase 2 frac-pack treatments, with a comparison of the two techniques (single trip versus conventional) from a cost savings as well as well performance standpoints based on field applications. Design, execution and evaluation of the treatments are detailed, along with a discussion of the fluid system, and the lessons learned during the completions campaign.

The importance of HSE in oil and gas activities especially in drilling operations cannot be overemphasized. Over the years, many systems of how to reduce and eliminate HSE challenges in our operations have been implemented. These systems keep changing to meet goal zero target. Despite the implementation and the published advances in HSE approaches and tools, HSE performance continues to be at least one incident above target which is Goal Zero. This paper is focused on identifying if the Best Value Approach (BVA) can be modified into a HSE leadership model to help HSE leaders, frontline barrier leaders with delivering GOAL ZERO. This paper specifically focuses on identifying the unique practice of the BVA that has generated a significant amount of documented high-performance results in the procurement of services and project management. This paper will translate this proven performance to HSE leadership. The paper will match this theory with a current HSE leadership practice of Assist and Assure in Shell. The aim, match theory to practice and then to theory and then produce a concept that will help HSE leaders optimise the implementation of the Assist and Assure Process.