Foreseeing near future opportunities for oil and gas fields, Petrobras created a corporate program dedicated to study, develop, and implement Digital Integrated Field Management (GeDIg) among its production assets. Over the last three years, Petrobras has been developing a pilot strategy based on multiple scenarios to evaluate the technology level of digital oilfields. Six assets were chosen, taking into account the diversity of production processes (heavy oil, offshore, onshore, brown, and green fields) found all over the Brazilian fields. Two different approaches were implemented: in-house development and partnership with integrated companies. Petrobras program is supported by three fundamental elements: people, process, and technology. Humanware, workflow processes, and change management are the key factors for new technologies implementation such as collaboration centers, intelligent completion, and fast loop artificial lift optimization. After the pilots first year of operation, lessons learned will be gathered to guide the expansion of the digital oilfield concept for other Petrobras assets. The objective of this work is to describe the methodology applied in the six pilots and how Petrobras is going to improve its digital way of work and add value to its assets with Digital Integrated Oil and Gas Field Management. Introduction E&P is moving towards a new digital era, where technology supports new workflow processes, and Petrobras, foreseeing the near future opportunities for oil and gas fields, created a corporate program dedicated to study, develop, and implement Digital Integrated Field Management (GeDIg) among its production assets. Petrobras defined a pilot strategy based on multiple production scenarios, taking into account its production processes diversity (heavy / light oil, brown / green, offshore / onshore fields). The main goal of the pilot strategy is to evaluate the benefits of digital oilfield implementation, combining production scenarios with asset intelligence level. Six assets were chosen and different approaches were considered. In each pilot, the digital fields are being designed with real time operation, data base integration, and collaborative functional model to achieve faster decisions based on concise and reliable information. To implement the new digital way of work, humanware, workflow processes redesign, and change management become important tools to transform the processes into its TO BE form. The methodology applied in the pilot strategy is presented in the next section, followed by the detailed description of each pilot. At the end, the lessons learned from the GeDIg program will be presented. Pilot Strategy Digital Integrated Field Management (GeDIg) is E&P integrated management for production processes to add value to oilfield through personnel training and right time information access (automation, modeling and simulation). In addition, GeDIg aims real time monitoring and control, production and cost optimization, pursuing ultimate reservoir recovery augmentation. Besides digital oilfield benefits evaluation, GeDIg program expects to design the best strategy for a multi-production scenario in broad digital field implementation.

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Abstract. This paper describes a real "Journey" starting in 1977 with the first production well in Enchova Field, at a water depth of 110m. It covers twenty-five years, since the concept of a Mobile Offshore Drilling Unit was first used to produce an oilfield in advance of a definitive production system, evolving to a complex and fit-for-purpose Platform, able to handle all requirements of fields located in Ultra-Deep waters of around 2000m. This Journey follows, step-by-step, the technology challenges to be overcome with a sequence of field experiences as well as lessons learned at each step. The article details milestones and very innovative systems, like the first Semi-Submersible based System, with an oil production capacity of 10,000 bpd, as well as flaring of all associated gas exporting the crude to a spread-moored FSO through a floating hose. This Floating Production System combined simultaneous production and drilling capabilities. A further step was one of the first FPSOs around the world. Designed in 1977, with oil produced for the first time in 1979, it used an innovative concept that comprised atmospheric wellhead cellars (WHC) and a multiplexed subsea control system. The FPSO was installed using a tower-yoke system able to keep the Unit on station as well as to gather all fluids from the subsea system and export treated oil to a vessel moored at another tower system. With the increasing water depth, new challenges arose. They have driven PETROBRAS to innovative concepts like taut-leg mooring, vertical connection method for flowlines into subsea hardware and new flexible line developments. Since there were, at that time, no similar situations around the world, PETROBRAS had, along these twenty-five years, to take the lead and, many times, Campos Basin was used as a real fullscale lab, applying concepts that were yet to be field-proven. The operational experience throughout these years was fundamental for the new coming projects and a summary of their respective performance is also presented at this paper. Today Campos Basin has on stream 13 fixed platforms and 21 floating product systems. Four new production units will be installed until 2004 at water depths as deep as 1,250m and oil production capacities of up to 180,000bpd each. We shall compare and address key points of these new units and, in addition, show the success of Dynamically Positioned Floating System, producing wells down to 1,800m water depths. Introduction and Background. It was in 1974 that oil flowed out or the first time in Campos Basin, through an open well test of the wildcat RJS-9. This very first oilfield was named Enchova and, thus, the exploitation of Campos Basin started 25 years ago. Today, this field is still on stream and together with many others around it, contribute with more than 80% of Brazil's oil production and about 45% of the Brazilian natural gas output. Campos Basin is located on the north coast of the Rio de Janeiro State and comprises an area of around 115,000 km2.

This paper describes the current studies for the future development of the Pre-Salt reservoirs operated by Petrobras in the so called Santos Basin Pre-salt Cluster, offshore Brazil, in deepwater. The development of the whole area was divided in three phases:Dynamic Information Gathering Phase, composed of Extended Well Tests (EWTs) and Production Pilots. The EWTs will be implemented in parallel with the exploratory appraisal campaign and intends to evaluate the long term production behavior of the wells and the reservoir, as well as the fluid lift and flow assurance. The Pilot Projects, to be implemented after the EWTs in some areas, as in Tupi, will anticipate production and injection (water and/or gas+CO2) information, resulting in a better understanding of the secondary recovery mechanisms and reducing the risks of the future development systemsPhase 1, extending to 2017, will comprise conventional subsea completion systems and, wherever possible, standardization of the FPSO hulls and respective topside equipment, as usually done with the wells and subsea equipment applied in the development projects. In this phase many uncertainties will be still present, and the production systems will be planned to provide flexibility for different reservoir drainage solutions.Phase 2, which will consider non-conventional solutions, starting no later than 2017. Some of the concepts under evaluation by Petrobras are: the use of dry completion units; gas processing hubs; floating liquefied natural gas; digital field management; oil transportation through pipelines; gas storage in caves in the salt layer; EOR in selected areas considering the CO2 captured from the associated gas of neighboring areas, among others. One of the most important issues to support the development plans is logistics. In the remote Pre-Salt cluster, all areas related to the production will also have to be planned in advance, such as: hiring and training new employees, construction of onshore basis, transportation schemes (boats, helicopters), oil transportation and refining strategy, gas transference and commercialization strategies and other topics. Regarding the supply of the long lead items, it comprises the acquisition or leasing strategy of the critical production systems such as rigs, floating production units, pipeline laying vessels, flexible and rigid pipelines, X-mas trees, among others. INTRODUCTION The area known as the Pre-Salt Cluster, in the Santos Basin, is located in ultra deep waters, between 1,900 and 2,400 m, approximately 290 km offshore the Rio de Janeiro Coast, Southeast Brazil. Figure 1 shows the main blocks of the Pre-Salt cluster, currently in the Appraisal Plan Phase. The structure was created around 160 millions years ago, when the supercontinent Gondwana began to break apart, giving place for the South American and African continents. The rift phase created the conditions for the deposition of sediments on the trough between the two continents. The rift phase created the conditions for the deposition of sediments on the trough between the two continents. As the separation continued, the sea water began to fill the space, creating a low energy and high salinity environment, propitious to the growth of special bacterial colonia, such as the stromatolites. The secretion of these microorganisms, together with the precipitation of carbonate salts, created nucleus to form carbonate rocks, known as microbialites, where the oil in the Pre-Salt was discovered. Later on, due to the severe climate change on Earth, the salt dissolved in the sea water in this low energy environment precipitated, forming a thick salt layer that became a perfect seal for the hydrocarbon that migrated to the microbialites.

In recent years, offshore industry contractors have incurred heavy losses on large engineering, procurement, installation, and commissioning (EPIC) contracts, also referred to as lumpsum turnkey (LSTK) contracts. Many of the losses are due to schedule delays, and the contract results often do not meet the operators' and owners' criteria for a successful project. These losses have led to an industrywide debate of whether EPIC or reimbursable contracts should be pursued and what model (or solution) could be mutually beneficial for both contractors and operators.The commercial arrangements are further complicated by: • Technology Issues: Most operators increasingly rely on contractors to provide new technology, especially in deepwater and ultra-deepwater developments. Therefore, the contractors must invest in technology development and propose acceptable commercial models for new technology so that win-win situations are provided for both contractors and operators.• International Arena: Many National Oil Companies (NOCs), which operate in countries "open" to the offshore industry's international markets, have stringent commercial terms and expect local content. The distribution of appropriate risks among operator and contractor commensurate with their original roles and eventual rewards would solve this debate.