Petrotechnics Improving Production Efficiency & Lowering Operational Risk Thu, 18 Sep 2014 10:03:20 +0000 en-US hourly 1 Petrotechnics to Share Expertise on Changing the Safety-Productivity Dynamic Across Upstream Operations at Annual Uptech Oil & Gas Summit Thu, 18 Sep 2014 10:00:49 +0000 Operational performance innovator shares how operators can reduce operational risk and improve the productivity of operations

Houston, September 18, 2014Petrotechnics, the leading provider of operational performance and predictive risk management solutions that change the safety-productivity dynamic across hazardous industries, announced it will be presenting on how organizations can change the safety productivity dynamic across their upstream operations  at the annual UpTech Upstream Oil & Gas Summit, in Lake Louise, September 22, 2014.

The UpTech, Upstream Oil & Gas Summit is Canada’s leading senior-level conference for the oil and gas industry. The Summit caters to technical experts and decision makers from junior, oil sands, intermediate and large cap oil and gas producers.  Petrotechnics will share its expertise on how organizations can change the safety productivity dynamic in their operations to reduce operational risk and improve production efficiency.

“When looking for a presentation on frontline operational management and predictive risk, Petrotechnics’ were a clear choice due to their experience in the oil and gas industry. We feel they are an excellent addition to the Educational Program,” said Conference Director, Oliver Thomas.

“For Petrotechnics, helping organizations reduce operational risk, improve the productivity of their operations and most importantly keep their people safe is what we are all about,”
said Petrotechnics’ North American Business Consultant, Blake Herman. “We are keen to share with the UpTech Upstream Oil & Gas community how the industry can evolve to a more effective way of working based on a common currency of operational risk.  In doing so they can optimize cross functional business processes and systematize how they manage and execute operational activity to better ensure safe, efficient and long term production.”

Petrotechnics’ flagship software solution, Proscient, changes the safety-productivity dynamic in hazardous industries. It allows organizations to collectively understand the impact of risk on operations so they can make the right decisions to improve their operational performance. With the ability to ensure more of the right activity is done safely, efficiently and sustainably, organizations can reduce their operational risk and improve production efficiency. The result is improved safety, optimized production efficiency, improved asset integrity, increased maintenance effectiveness and a reduction in unplanned shutdowns and more effective shutdowns and turnarounds.

About the UpTech Upstream Oil & Gas Summit
The UpTech Upstream Oil & Gas Summit is an invitation-only event catering to senior-level management and technical experts from junior, intermediate and large cap exploration and production companies in North America. For more information on the UpTech Upstream Oil & Gas Summit, please visit

About Petrotechnics
Petrotechnics has been working with customers in hazardous industries for over 25 years providing practical solutions that transform and improve frontline performance. Recently recognized as a “Cool Vendor in Oil & Gas” by leading analyst firm Gartner, Petrotechnics’ Proscient™ simplifies the complexities of frontline operations. It changes the safety-productivity dynamic by helping organizations reduce operational risk and improve productivity to ensure long-term safe production. Petrotechnics has offices in Aberdeen, Houston, Abu Dhabi, Singapore and Dammam. For more information, please visit:

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Demand for Proscient Drives Petrotechnics Sales and Marketing Expansion in North America Wed, 10 Sep 2014 04:23:20 +0000 Industry leading operational risk management solution ramps-up to support North American growth

Houston, September 10, 2014 – Petrotechnics, the leading provider of operational performance and predictive risk management solutions that change the safety-productivity dynamic across hazardous industries, announced the growth of its Business Development and Marketing teams to support unprecedented demand in North America. On the back of being named a “Cool Vendor in Oil & Gas” by leading technology analyst firm Gartner, the new North American team will support customer demand for Petrotechnics’ flagship solution, Proscient™.

Proscient changes the safety-productivity dynamic in hazardous industries around the world. It allows organizations to collectively understand the impact of risk on operations so they can make the right decisions to improve their operational performance. With the ability to ensure more of the right activity is done safely, efficiently and sustainably, organizations can reduce their operational risk and improve production efficiency. The result is improved safety, optimized production efficiency, improved asset integrity, increased maintenance effectiveness and a reduction in unplanned shutdowns and more effective shutdowns and turnarounds.

Petrotechnics’ industry leading work execution solutions claim 85% market share in the North Sea and 40% share in the deepwater Gulf of Mexico. With customers moving to the broader value offered by Proscient and recent accolades offered by Gartner as a “Cool Vendor in Oil & Gas” as well as being named a finalist for the 2014 US Gulf Coast Oil & Gas Awards, regional demand for Petrotechnics’ solutions is at an all-time high.

As part of its global growth strategy and to support regional demand for Proscient, Petrotechnics appointed Blake Herman, Sheila Berru, Keith Richardson, Courtney Brewer and Kimberly Caulfield to join the company’s North American team in various Business Development and Marketing roles. The appointment of this team provides senior expertise to the company’s world class business consultancy team with a combined experience of more than 75 years positioning and selling innovative technology solutions.

Blake Herman was appointed as Petrotechnics’ North American Business Consultant. Mr. Herman has more than 20 years of experience in the global high tech arena having served many of the largest oil and gas corporations through their technology investment and adoption. In his role, Mr. Herman will help industry clients understand the enormous impact operational performance and predictive risk management technology can have on the safety and productivity of their operations.

Sheila Berru and Keith Richardson have been appointed as Petrotechnics’ new Business Development and Account Managers. Ms. Berru has over 20 years of experience selling enterprise software and consulting services across the oil and gas, metals and mining and utilities industries. Mr. Richardson has over 8 years of experience delivering software solutions that allow organizations to solve their operational challenges across a wide range of industries, including Oil and Gas and Chemical. In their roles, Ms. Berru and Mr. Richardson are responsible for the North American sales of Petrotechnics’ solutions to hazardous industries.

Courtney Brewer is Petrotechnics’ North American Product Marketing Executive. Ms. Brewer comes to Petrotechnics with more than 8 years of marketing communications and public relations experience specific to oil and gas enterprise solutions. In her role, Ms. Brewer is responsible for understanding the various business challenges hazardous industries face and how these segments can benefit from Petrotechnics’ solutions. In addition, Ms. Brewer is responsible for developing and executing programs that drive market visibility and revenue growth for the company.

Kimberly Caulfield was appointed to Petrotechnics’ newly formed Key Pursuits team as Global Product Marketing Executive. Ms. Caulfield comes to Petrotechnics with over 20 years of worldwide product and corporate marketing experience focused on B2B technology. In her role, she will provide international insight and marketing support to the sales organization as it reaches strategic, global accounts

“The appointment of new Business Development and Marketing talent will augment Petrotechnics’ strong North American project delivery capabilities and supports market demand and adoption across North America, including Canada,” said Mike Neill, President of Petrotechnics North America. “These appointments are a key element of our strategic corporate growth objective – to empower organizations to reduce their operational risk and improve their production efficiency. I look forward to working with this team to explore new ways to improve the safety-productivity dynamic in North America’s hazardous industries.”


Petrotechnics North American Team

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Connecting Key Elements: A New Approach to Integrating People, Processes and Technology Can Change the Safety-Productivity Dynamic Fri, 08 Aug 2014 09:14:20 +0000

Scott Lehmann, VP of Product Management is featured in Hart Energy’s E&P Magazine explaining how a new approach to integrating people, processes and technology can change the safety-productivity dynamic:

Asset integrity, safety performance and production efficiency are inextricably linked in hazardous industries. While it may seem simple in theory to ensure that the work needed to maintain safe, efficient and sustainable production gets executed safely and efficiently, the reality is often very different.

Competing work conflicts, stretched resources, differing priorities across business functions and changing workforce demographics are just a few of today’s realities across the global oil and gas industry. Add to this the challenges that go with increased global demand, aging assets, maintenance backlogs and compliance requirements against the ever-present production requirements, and companies have the complex reality that faces frontline managers and operations staff each day as they make the difficult calls regarding safety and productivity.

People dimension

With a less experienced and more culturally diverse workforce recruited from across the globe coupled with the increasing complexity of operating environments, many companies find themselves in a race just to stay even, let alone improve. Employees jump from company to company in search of improved conditions, contractors have become the principal suppliers of frontline staff in some regions, and subject matter experts have become hot commodities.

Process and systems dimension

One of the key systems used across all hazardous industries is a work management system that typically encompasses at a broad level engineering, planning, maintenance, operations and HSE. Across these functions is the day-to-day management of the safety-productivity dynamic and the identification, prioritization, planning, scheduling and safe execution of the work activity required to ensure long-term safe and efficient production.

In each of these business functions (that are often managed separately) there has been a lot of focus at improving or optimizing processes. So, for example, in planning some organizations have spent significant time, effort and money to improve planning processes. They have been improved, in some cases quite markedly. However, often there is little improvement in terms of maintenance effectiveness, safety performance or improved production efficiency. The key may be in looking at how the end-to-end system can be optimized.

Read the full article here on Hart’s Energy E&P website.

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Refining Petrochemicals Middle East: Exclusive Interview Thu, 10 Jul 2014 16:20:59 +0000

Refining & Petrochemical Middle East delves below the corporate strategy to understand what really makes the industry’s leaders tick. This month, Iain Mackay, Executive Vice President of Petrotechnics is interviewed:

What section of a company’s operations do you target?

We help customers get more work done. We’re not addressing production optimisation in more barrels, or process efficiency, we’re focusing on getting more of the right work done safely, in the context of the state of the asset and equipment. Performing work in itself exposes the plant and people to risk, but the status of the plant also has risk because you may have a plant that is impaired, you may have deviation on safety critical devices, the devices that are in the facility to detect or protect gas clouds, fire, toxic atmosphere, so when people do work to maintain the plant, there are hazards associated with performing the work.

They’re performing work in the plant and the plant itself may already have a failure or be in a compromised state. You add those things together and you have a clearer view of operational risk.

How exactly do you help companies improve their operations?

Every operating company has a permit to work system, and every operating company has a means of assessing deviations to their safety
elements or their safety components. What we do is join the two together so that you can better balance workload and risk. We do that by providing a structured process in a visual form, so you can see your operations in real time. We allow companies to see their operations on a GANT chart view, so you can see in sequence the intended activity, the relation between the activity and that activity happening in the current status of the plant itself. And we provide a view of the risk so users can get a dynamic visualisation of all the elements of risk associated with doing work and the current status of the plant.

Read the full interview on Refining Petrochemicals Middle East’s website – click here.

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Refining & Petrochemicals Middle East Magazine Essential Supplier Feature Fri, 20 Jun 2014 13:07:01 +0000

Proscient mitigates risks and optimise production efficiency.

Petrotechnics’ new platform helps users capture and manage risk related data and helps to organise human performance.

Proscient can better prioritise safety and production critical workload to improve production efficiency. With a holistic view of operational risk , the day to day  judgement calls on how to best mitigate and manage risk arising from dynamic plant conditions, the daily intervention work and its impact on your plant; your teams can make more informed decisions.

With Proscient’s powerful operational decision support capabilities you can optimise how you prioritise and manage workload against risk on the 90, 28, 14/7 day plans and in real-time. This optimisation can help you drive significant improvements in safety and business outcomes in the form of lower operational risk, increased operational excellence, fewer unplanned shutdowns, faster and more efficient turnarounds and reductions in contractor and staff wait times.

With Proscient you can see and understand what is driving your asset integrity risk by area of the plant. You can then overlay the active and planned work to see how work is impacting the barriers or how impaired barriers could adversely impact the safe execution of the work.

Content courtesy of Refining Petrochemicals Middle East magazine:

To find out more about Proscient’s risk mitigation and production efficiency capabilities, click here.

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Petrotechnics to Demonstrate New Software Changing the Safety-Productivity Dynamic at Asset Integrity Canada 2014 Wed, 18 Jun 2014 09:05:34 +0000 Houston, 18 June 2014 – Petrotechnics, the global leader in transforming frontline operational performance and lowering operational risk, will be delivering a key presentation at the Asset Integrity Canada 2014 conference in Calgary on 24 June exploring how new software technology can help organizations change the safety productivity dynamic to better manage their asset integrity challenges.

The Asset Integrity Canada 2014 conference will be held at the Calgary Marriott Downtown Hotel from 23rd – 25th June 2014. The focus of the event is how best practice with practical tools can maximize the technical and operational performance of assets. Petrotechnics will present alongside senior executives from organisations including Suncor, Chevron, Fluor, Atkins, and Shell. Presentations will focus on the role of asset integrity management in extending the life of ageing assets and maintaining production performance.

Mike Neill, Petrotechnics’ US President will present Petrotechnics’ innovative vision for using technology to change the safety-productivity dynamic and extend the life of aging assets by reducing operational risk and improving operational performance.

“We’ve been providing innovative software solutions to hazardous industries for 25 years and we’ve seen a steady evolution in the complexity of the operational environment. The need for asset life extension and a more comprehensive and connected approach to asset stewardship in meeting the new performance demands is significant. New software technology can simplify the complexities of frontline operations and change the safety-productivity dynamic. Increasing production efficiency and lowering operational risks do not have to be mutually exclusive”, said Mike Neil, President of Petrotechnics USA. “Our Proscient software platform can drive a common and practical way to understand and proactively manage operational risk across an organization, empowering frontline workers and senior leaders to make better decisions around their operations. Enhanced decision making around workload and risk can drive better outcomes providing a safer and more efficient production environment. The benefits can be significant in terms of improving asset integrity and keeping people safe. Asset Integrity Canada 2014 provides the ideal forum to share our vision, experience and expertise with a respected asset integrity audience,” added Neill.

Recently recognised as a “Cool Vendor” by leading analyst firm Gartner, Petrotechnics has been working with customers in hazardous industries for over 25 years providing practical solutions to transform and improve frontline performance. Proscient simplifies the complexities of frontline operations. It changes the safety-productivity dynamic helping organizations reduce operational risk and improve productivity to ensure long term safe production.

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Exclusive Interview: Petrotechnics CEO Phil Murray Discusses the Role of Innovation and Technology in Changing the Safety-Productivity Dynamic Tue, 17 Jun 2014 10:51:05 +0000

Petrotechnics’ CEO Phil Murray discusses with Focus Reports how Petrotechnics supports the industry to enable efficiency and reduce risk in the wake of the Wood Review.

Mr Murray’s interview is part of a series commissioned by Focus Reports on the UK Oil Gas industry on unlocking new frontiers on the UKCS, innovation and value creation in the industry. The reports will be published in the Oil and Gas Financial Journal (OGFJ) and Offshore Magazine and include interviews with key stakeholders including Alex Salmond, First Minister, Scottish Government, Fergus Ewing, the Scottish Government’s Minister of Energy, Sir Ian Wood, Malcolm Webb of Oil & Gas UK, Neil Gordon of Subsea UK, Professor Alex Kemp of the Aberdeen University, Philippe Guys of Total E&P, and Bob Keiller of Wood Group amonst others.

“Phil Murray, CEO and founder of Petrotechnics discusses the role his company’s enterprise software can offer the oil and gas industry. He expresses his vision for this product, which can increase wrench time and create great efficiencies through organising work patterns better. His account details also the challenges his company faced in developing this software, and its role beyond solely the oil and gas industry.

Before founding Petrotechnics you worked with BP for a decade. What brought you to the realization that a holistic, safe and integrated work planning system was required?

It was not a single moment, but back in 1990 most of the computers used were housed in basements and operated on by technicians and specialists. PCs were arriving, but were often used by only the most senior staff. It was my opinion that this technology was transformational and that it could change, in particular, operations in the oil and gas industry. At that point, the oil and gas industry was made of ‘wooden derricks and iron men’ but this technology offered a real chance to improve on this already formidable industry.

I was eager to demonstrate the value of this technology and to do so I remortgaged my home. Since then, the theme of Petrotechnics has been seeking to improve operations through creative thinking and innovation. An understanding of the technology and of the business domain are two qualities that are rarely seen together. Petrotechnics, however has always maintained this expertise and many in the company are ex-OIMs, production officers, or supervisors from a wide array of industries. Taking forward technology and a creative view with regard to new solutions is key, as long as solid deliverables are achieved. Petrotechnics’ systems govern 85 percent of the work in the North Sea and work with supermajors across the globe: without our business’ systems, work would be far slower.

Delivering better ways of working is Petrotechnics’ key aim, and the company’s early work was pioneering, but it was not motivated by a single event, more the idea that emerging technology, particularly computer technology offered the ability to deliver great benefits to the oil and gas industry.

Speaking of innovation, Petrotechnics’ approach was obviously at the beginning very novel and original. Yet in 2013, the company was a finalist in the New Tech Development awards; what is still generating that originality and innovation within the company?

The business has taken its experience forward continually, but there have been a couple of defining moments for the company. Approximately 12 years ago, the enterprise decided there was a particular niche organizing frontline work. The business had previously made systems that had done well, but this space became a particularly important aspect for the business to target. Petrotechnics history was made delivering solid, reliable products and services; for the company to grow, we simply needed to replicate this success; it is a case of ‘back to the future.’ Fifteen years ago, the business launched the Integrated Safe System of Work (ISSOW). The first individual who was introduced to this system did not say they did not like it, nor that it would not work; but that it was illegal! Interestingly, he stated was that certain items of work had to be signed off, but the law states they simply have to be approved- which means ISSOW systems were, and are legal indeed.

To gain market penetration, Petrotechnics focused first on its own back yard in the North Sea to build relationships with the major oil companies before seeking to export the products after. Over the past ten years the business has won many awards, not solely for technology either. These include: Outstanding Contribution to Health and Safety in the North Sea, Outstanding Contribution to Health and Safety in the Gulf of Mexico, Software Product of the Year (2007) and HR Manager of the Year and Growth Strategy of the Year awards.

Whatever the company does, the aim is to be the best at it. This is reflected from ten years of growth for our business products, and has seen a move from our product being dismissed as illegal to being utilised across 85 percent of North Sea operations, and being deployed globally.

The UK has always been good at innovating, but also in gearing products towards export. Setting up a business in Aberdeen is not about working solely in this city. From day one, any new business should include a plan to go international.

As with any other business, we’ve evolved with the market and their demands. By listening to our customers and the recent focus in the UKCS market on preventing Major Accident Hazards, Asset Integrity and reduction of Hydrocarbon releases, we’ve been able to remain innovative in our offerings by ensuring our new products consider overall operational risk and how to better manage that- and change the safety-productivity dynamic. Fast forward 15 years later- we’ve realised ISSOW is just a step in managing operations more is required to manage such complexities of frontline operations. This realisation and ability to continually adapt is what keeps us original and innovative.

ISSOW solutions; are they more applicable in basins like the North Sea- is this why you have such a high prevalence here?

The North Sea is simply home base for Petrotechnics, and does lead in some means of thinking, particularly in safety and efficiency. Our next product play is very much into the North Sea, but we always retain an eye for broader export. The reason for this is that humans are the same across the world. Necessity and economic requirement mean that our product is ubiquitously useful. Our company is looking for that universality of application from an industrial perspective.

Teekay adopted Proscient software across its operations worldwide. Does your international strategy rely on feeding through international operators, or to what extent is it proactive?

Part of building a relationship with the majors is that one can do business with them and expand with greater ease into other locations where they operate. It is to be remembered that Aberdeen, as a centre of excellence does not only export technology from the North Sea, but people as well. As they move overseas, they bring concepts- like that of ISSOW technology with them.

Petrotechnics has also opened offices in Houston, Saudi Arabia and in Singapore as centres from which to leverage business advantage. This is expensive, but having people on the ground able to understand the local business culture helps. The language you speak is important in our particular business, but in that, I am not referring so much to the local dialect as to speaking in the terms of an operator, of an OIM or of a supervisor. One must speak the language of oil field operations. English helps, but the most important thing is not to talk about ‘bits’ and ‘bytes’ but in terms of ‘risk’ and ‘major hazards’ – terms understood better in the oil and gas industry.

The North East of Scotland prides itself historically on its robust, tangible mechanised expertise and more recently its advancing subsea and advanced engineering capabilities, but now in terms of software, to what extent is Aberdeen a hub of excellence for software development?

Petrotechnics visited Silicon Valley about five years ago, just after we had won the European Growth Strategy Award. Following our visit, I returned, and decided to change tack.

What the award had done was recognise the early part of our strategy, which was to take a disruptive innovation and build it into a product, which had proved very successful. The next stage of development was to create an enterprise scale system, something which sat well across the customer’s operations. This business is the only instance of a company which has deployed a system across every operation in the world’s largest oil company. Instead of resting on that success, Petrotechnics had to build on this success; it had to create a bigger product, filling a bigger niche. There was a gap in some of the world’s biggest enterprise systems, maintenance management and planning systems. Some of our enormous clients were working with huge software companies, but Petrotechnics saw a niche, and wanted to fill this space.

At that time, Petrotechnics did not have a clear enough understanding of how to create enterprise software. There were no companies in Aberdeen that created enterprise software and there were few companies in Scotland that programmed this software. From the start, this level of ambition required our enterprise to look further afield for help, support and even people- hence the trip to Silicon Valley.

The entrepreneurs over there were intrigued by our vision. The contacts made there included Ram Shriram, the founding investor in google and Gordon Eubanks previously of Symantec. We were advised building an enterprise software company in Scotland would be difficult.

This is because Aberdeen does not have nearly the level of industrial support that might be desired for an enterprise software company. The whole support network is not here in software, and for this reason Petrotechnics has had to ensure that its network looks to wider Scotland and beyond. Aberdeen is a great place to build an oil field services company or a technology company but creating enterprise software does have its challenges.

Petrotechnics is however, determined to succeed here despite acknowledging some challenges of the location. All our software developers are all based here in Aberdeen; the creativity, technology and domain knowledge they have is best held close to our heart of operations. What the business has had to do, however, is locate a Vice-President of Product Marketing and Management- he is an American based in Madrid. We needed a Vice President of Sales with global experience- and our business found such an individual in Shropshire. Access to the best expertise was very important, and the business has located such expertise far afield, ensuring our senior employees can work on a remote basis if necessary. This distribution of some of the company’s senior staff is difficult, but it is not nearly as problematic as not having the right personnel working for the business.

Sentinel PRO©, was an earlier a product you rolled out across a supermajor’s entire operations both on time, and on budget; yet you describe it as a ‘disruptive technology’: yet companies clearly see the value in your product- what is the key offering that attracts your clients?

Sentinel PRO© was a disruptive programme when it emerged 15 years ago. In technology, yesterday’s disruptive innovation is today’s commodity system. From being a pioneer, Petrotechnics now finds that there are many companies offering systems similar to Sentinel PRO©. The business realised that the future lay in something more ambitious; an overarching enterprise system about five years ago.

This new product required development of new technology, yet the business had to retain the values and attributes that had brought it forward previously. Proscient is the new product, and fills this enterprise space, managing not only how work is undertaken safely, but how the broader operational risk is managed, how the execution of ‘planning work’ is completed. The industry spent, and spends millions on maintenance management and planning systems, yet was still inefficient.

Around five years ago with Sentinel PRO©, Petrotechnics was gathering data across 85 percent of North Sea operations. Yet because companies were often unwilling to engage with this data further; firstly our business sought to prove the need for this broader software. Petrotechnic’s analysis of the data provided by its Sentinel PRO© programme indicated only 17 percent of work carried out in the North Sea was planned. Some argued with this figure, but no-one will argue that planned work accounts for over 50 percent of work done.

At this moment, our company decided the best means to proceed was to actually build the next generation of software system, to demonstrate what could be achieved in terms of greater efficiency. The intention was to really wake up potential clients to the opportunity holistic management offered, balancing workload against risk. The utility of this system is considered to be such that its use transcends industry categories.

In the time that it has taken to develop this software, the industry seems to have woken up to the need to improve efficiency as paramount. Noting that production efficiency has fallen off a cliff whilst production costs have gone through the roof has caused the industry to look for solutions. The Wood Review for example, looks at means to address these issues in their broadest sense, and OGUK have looked at production efficiency in particular. At the root cause of their recommendations to increase efficiency is an emphasis on improving ‘wrench time’, but the simple fact is that more work must be done with fewer staff. This is entirely about efficiency, not cost.

What is interesting about some of the recommendations coming out of the Wood Review is that there is an understanding that costs are escalating, but there remains less of a comprehensive strategy to tackle these inflating costs. Inefficiency has been tolerated across the industry- this needs to change. Petrotechnic’s offering allows an overview of what work is happening, how it is happening and how that relates to the risk status of the asset one is working on. Most importantly, it allows an understanding of how operational risk is affecting these processes. This can allow better utilisation of staff and other resources, one of the central means to actually start reducing these rising expenses.

Value drives efficiency; cutting costs is shorter term. Previously with CRINE (Cost Reduction in the New Era) platforms were built as cheaply as possible–and statistics support the assertion that platforms built in this era have the worst production efficiency because low cost of construction was aggressively prioritised. The cheapest kit, with an insufficient maintenance budget will always see production fall. The key question is not about cost- it is, to stress again, about efficiency.

Using Proscient systems can increase production efficiency by 20 percent with little difficulty. There is a huge opportunity there, and this is why the industry is starting to realise the potential of our system.

A second factor driving uptake of Proscient software is risk, which the software manages. Risk is different from safety. Sentinel PRO© was developed in an era where the focus was on personal safety and overseeing an individual job. The biggest risks, however, come from small hazards combining – fixating on individual jobs is not always as helpful as one would like and integrated solutions are vital. Risk must be balanced with what is needed to be achieved on the platform at the time- in aging assets maintenance, operation and risk must be coordinated- this is a key reason Proscient is so attractive for potential clients.

What precipitated the recent move of your platform onto an IPAD format?

What is interesting is that the change required to move staff onto using IPADS is less than the change that was required 14 years ago to move clients onto using PC software, when computers were new. That was a radical change in the way they operated, but today the move to the new format is not about changing styles of work but connecting different aspects of work. Displaying the data and information about the way clients work within silos in a highly visual format improves the ability of the client to act on the information. Importantly it allows this action to happen throughout the organisation. Petrotechnics offers companies a common currency of risk, which can be understood throughout the organisation. This allows best alignment of focus between managers and staff operating assets due to this holistic management system. Without connecting staff throughout an organisation, it is not possible to balance work requirements and the risk incurred in taking operations forward.

This need for risk and work to be balanced is recognised in Susan McKenzie’s Strategy for UK Offshore Safety. This new policy direction is something that Petrotechnics fully endorses. Focusing on major hazard risks primarily is the first point of call for addressing real potential problems; personal safety, whilst useful, is something the North Sea is already very good at. It is the broader picture that needs to be considered.

To return to the nub of the question, all these developments mean that easy access to this information is key, and why Petrotechnics is eager to have it available through ruggedized IPAD-type format.

How will Petrotechnics capitalise on this growing appreciation of risk and work balance over the next five years?

The company pioneered safe systems of work, and will pioneer operational performance and predictive risk platforms. The business climate in the North Sea is ideal for the continued adoption of this product at the moment, but we are designing it for use in varying hazardous industries and indeed are soon to announce some significant steps forward in other verticals. Right from the start, this business is seeking export in oil and gas, and diversification into other verticals. The future for Petrotechnics, for this reason holds abundant opportunities.

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Petrotechnics Sponsors UK’s Inaugural Oil and Gas UK Industry Conference as Part of Vision for Operational Excellence Tue, 10 Jun 2014 05:00:37 +0000 Aberdeen, June 10th – Petrotechnics, the global leader in transforming frontline operational performance and lowering operational risk, is pleased to announce it will be principle sponsor of Oil & Gas UK’s inaugural Annual Conference. The Oil and Gas Industry Conference will be a two-day event held at the Aberdeen Exhibition and Conference Centre from 11 to 12 June 2014.

This sponsorship is part of Petrotechnics’ ongoing initiative to work with the UK’s most prominent industry associations to promote the sharing of ideas, lively debate and networking across the Oil & Gas ecosystem. Our commitment to improving safety and reducing risk across the industry has led to CEO Phil Murray’s active membership of the Production Efficiency Task Force (PETF) as part of the ongoing relationship with Oil & Gas UK.

Murray, will present on ‘Exporting Technology from Aberdeen’ in a session entitled ‘Servicing the World – Demand for the UK’s Oil and Gas Supply Chain’. Petrotechnics has 25 years of experience in developing and exporting technical solutions from Scotland to the rest of the world. Its technology has been deployed in over 35 countries worldwide. The Industry Conference will be themed on Maximising Economic Recovery UK (MER UK), with the conference streams probing how we can develop a sustainable future for the UK oil and gas industry. Scotland’s First Minister, Alex Salmond MSP, will be speaking at the event alongside Sir Ian Wood and the Rt. Hon Danny Alexander MP, Chief Secretary to the Treasury and Member of Parliament for Inverness, Nairn, Badenoch and Strathspey. Rt Hon Alexander will speak on ‘Strength, stability, innovation: the future of oil and gas in the UK’.

In addition to this line up, the two day event will allow attendees to hear from industry experts, government and regulators on topics such as commercial issues and access to finance, data management, energy policy, environment, exploration, legal, operations, safety and skills and employment.

Petrotechnics’ CEO Phil Murray says “With a 25 year history of innovation we are proud to sponsor this inaugural conference. The conference is happening at a pivotal time for the UK Oil and Gas Industry with the future of the Industry dependent on a new wave of innovation both at home and overseas. The UK Oil & Gas UK Industry Conference provides a great opportunity for all stakeholders to share ideas and gain new insights into delivering a practical response to the issues raised in the Wood Report”.

Recently recognised as a “Cool Vendor” by leading analyst firm Gartner, Petrotechnics has been working with customers in hazardous industries for over 25 years providing practical solutions to transform and improve frontline performance. Proscient simplifies the complexities of frontline operations. It changes the safety-productivity dynamic helping organizations reduce operational risk and improve productivity to ensure long term safe production.

To find out more visit:

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Petrotechnics Put Its Best Foot Forward in the Aberdeen Kiltwalk to Raise Over £10,000 for Scotland’s Children’s Charity Aberlour Thu, 05 Jun 2014 12:26:36 +0000

Aberdeen, 05 June Petrotechnics, the global leader in transforming frontline operational performance and lowering operational risk has succeeded in raising over £10,000 for Aberlour, Scotland’s Children’s Charity.

As part of Petrotechnics’ efforts to raise money, members of the Aberdeen office took part in The Aberdeen Kiltwalk, walking up to 26 miles from Duthie Park to Potarch. With a Petrotechnics sponsored pit-stop along the way, staff were also on hand to dispense some much needed refreshments to weary walkers in the glorious sunshine. In the lead-up to the Kiltwalk, Petrotechnics also set an ambitious fund raising goal and with the help of friends, family, clients and the wider the local Aberdeen community, they successfully surged past their objective of £5000 to raise over £10,000.

“Petrotechnics have been amazing in their support for Aberlour and The Kiltwalk and it has been a pleasure to support them in their fundraising activities”, said Lydia Fyall, Aberlour Fundraising Executive. “Not only did they have 30 staff who donned kilts to complete the event, they also provided food for 1500 walkers at our pit-stop, not to mention a small army of volunteers to cheer them on. This has been a true team effort across the whole company. We’d like to thank Petrotechnics for all that they do for us and in helping us to improves the lives of Scotland’s most vulnerable children”, continued Fyall.

“Virtually the whole of the company has been involved, walkers, helpers, fundraisers and donators”, said Phil Murray, Chief Executive of Petrotechnics. “As ever the creative spirit of Petrotechnics came through in the fundraising techniques from lunchtime car washing and cake baking to a sponsored silence. Well done everyone!”

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Operational Performance and Predictive Risk – “The Next Phase of The Journey” Fri, 16 May 2014 13:23:55 +0000

Petrotechnics Executive Vice President, Iain Mackay and Michael Rogers discuss Operational Risk Management and why thinking Beyond permitting is the “The Next Phase of The Journey”.

Editor in Chief for Scandinavian Oil & Gas, Michael Rogers interviews Iain Mackay in “The Next Phase Of The Journey.” Scandinavian Oil and Gas is a recognised and respected source of premium news and insight for the North Sea and European oil and gas leadership. Building on 25 years Petrotechnics’ experience in the industry, Mackay and Rogers discussed where the industry is heading and what role operational risk will play in meeting the new challenges…

“Solutions from Petrotechnics empower organisations in hazardous industries to proactively manage assets to reduce less risk and achieve more optimised performance. The Petrotechnics’ philosophy has lead a new approach to managing asset integrity risk, and Scandinavian Oil-Gas Magazine spoke with Executive Vice President Iain Mackay about how the company has been helping customers to manage risk and transform their frontline operations for over the past 25 years.

As Executive Vice President for Petrotechnics, Iain Mackay leads the organisation’s professional services, solutions delivery and support organisation. Since joining Petrotechnics in 1998, Mackay has been a key architect behind many of the company’s strategic initiatives including market and product segmentation.

Solutions from Petrotechnics work to standardise policies, rules and risk management practices across an organisation, enabling users to control and manage work safely and efficiently. In a nutshell, Mackay says, “we want to be recognised as having a breadth and depth of experience in making a real difference to more people going home safe every day.”

Could you relate a little about how your background has shaped your approach to Petrotechnics’ goals?

“Two significant things happened 26 years ago, within a week of each other. One is that I graduated with a mechanical engineering degree and a week later there was the Piper Alpha tragedy. When you come from the northeast of Scotland, and you want to be an engineer, it usually means in the oil industry. After Piper Alpha, I chose to have a slightly different career path and for the next 10 years I worked for companies such as Bechtel and later McDermott International. It was McDermott which brought me back into mainstream offshore oil and gas activities and frontline operations – and where I began to work with Petrotechnics.”

“Later, the more I understood about Petrotechnics in terms of a drive to improve front-line operational processes – and that drive was about being innovative and about using technology – I saw that Petrotechnics actually had thought process and skills that really interested me. And as part of a small company, I felt that I could make an impact. So compared to large organisations, where things move slower, Petrotechnics was the proverbial ‘speedboat’.”

How has Petrotechnics worked to steer the industry towards proactive risk management to ensure production efficiency?

“Where we started in Petrotechnics was really about improving the efficiency and effectiveness of frontline operation. But what we realised was that a lot of the initiatives around improvement – especially using technology – were viewed as optional, about information retrieval, for example. Some used the set of diagrams that they kept in their drawer – or they could use an EDMS [electronic document management system]. And what we found was that people chose the thing that they could guarantee was reliable and up-to-date. Typically that was a hard copy that the production supervisor or production engineer actually had on a desk in his office. And in making the link between that behaviour and the technology that was being used, we realised that for technology to be successful in frontline operations it had to be replacing what we call ‘in-line process’.”

“We realised that the whole system of work was a hugely fragmented – very inefficient – and an exclusively paper-based process. And not only was this an opportunity for us to fundamentally change the efficiency of frontline operations, but it would make working safer. So back in the 1999, what we first did was to create and introduce the first integrated safe system of work, which replaced paper with technology, as well as integrating – from both business and engineering perspectives – the core elements of permitting, risk assessment and isolation, lockout, tag-out, isolation management control.”

“And it was a bit of a revolution that took the industry a little time to assimilate and adopt. But 10 years later, 85 percent of the UKCS uses one system – and effectively one business process – for an integrated approach to their safe system or work.”

Tools from Petrotechnics enable operators to assess risk, including both Asset Integrity Risk and Work Management risk. What challenges did you face when designing a system that addresses such a broad spectrum?

“Around about 2000, the industry was still wrestling with the output from the Cullen Report on Piper Alpha, which was quite sometime after Lord Cullen posted his recommendations. But in 2000, we saw that the industry was really struggling with trying to understand how to implement the whole concept of suitable and sufficient risk assessment for all jobs – for all tasks. And this is one of the things that our approach offered – that an operator could do that in an effective, integrated way so that the people at the frontline actually got the benefit of the identification and mitigation of the hazards.”

“Now if I roll the clock forward, the last decade has been about safety management and asset integrity. This is not new, because the whole concept of process safety management is not new. But I think the industry has been really trying to figure out how they could effectively adopt and implement it.”

“From a workload risk perspective, you can risk-assess a job and you can have a fairly high quality understanding of the execution of managing the hazards associated with one job. But any facility has multiple jobs that need to be done simultaneously. So if you add the hazards associated with multiple jobs together, you get this concept of the cumulative risk associated with workload. The whole concept of workload cumulative risk is now fairly standard vocabulary within the industry.”

“On the asset integrity side, we have an industry – in the North Sea and in many parts of the world – where assets are operating with impressive, significant life extensions. Maintaining the integrity of the asset involves regulatory inspection, maintenance and addressing failures.”

“So if you take a ‘normal’ offshore installation, for example, you’ve got two things coming together: one is you’ve got people doing work – and this is in the context of the current status of the asset. You’ve got a compound effect that merges workload and current status of the asset together. And that’s the pinnacle of where you should be focusing your time and attention on operational risks. You’ve got workload risk and you’ve got asset integrity risk – but you’re trying to manage both simultaneously in a very dynamic environment.”

Proscient – your Operational Performance and Predictive Risk platform – enables operators to proactively optimise their work schedule to avoid risk in their overall dynamic plan. Could you describe how this works and the potential benefits for your customers?

“In the past, the industry relied on electronic permit to work (EPTW) systems. And back in 2010, we said to ourselves internally that EPTW is not the end answer – it is just a step on a journey towards a much broader operational risk management solution. And that’s where we started building and focusing on Proscient. So in 2013-2014, we now have many signals and many forces coming together to validate, not only Proscient but what’s happening in operational risk management, which the industry says it’s needed to meet the challenges of production efficiency and process safety management.”

“There’s a number of different roles within an organisation – whether production, planning, asset integrity or technical safety – but with Proscient, each role is able to look at three real-time views of what’s happening in terms of workload and asset integrity. There’s the time view, where the user has a schedule view of what is planned as well as what is are currently in progress. There’s a space view, so the user can see in real-time the plan of the entire facility and all work, including any integrity deviations associated with the facility. And there’s also a cumulative-risk dashboard – in real-time – of the cumulative effect of both asset integrity and workload. And these are constantly changing.”

“Now, Proscient optimises the ability to execute workload in a given environment, allowing the user to be mindful of the risks. So having these views are fundamental to your the cognitive understanding of what decisions you need to make and when you need to make them if you’re trying to do more work consuming fewer resources – and we do more work safer.”

As Gartner, the industry analysts, categorises it, ‘…tools for automation of risk assessment methodologies, the capture of operational data and although less prevalent, the use of analytics to create situational awareness and continuously manage risk.’ And that’s exactly what we do.”

Teekay Petrojarl has awarded Petrotechnics a contract to deploy Proscient across all of their floating production storage and offloading assets worldwide. How will Proscient be applied to Teekay Petrojarl’s needs?

“Teekay Petrojarl’s FPSO fleet is based out of Trondheim, Norway, and they’ve got ten assets existing in three regulatory environments: Brazil, Norway and the UK. No matter where any FPSO was operating anywhere in the world, Teekay Petrojarl wanted to ensure that their brought harmonisation to their operations in that the FPSOs are working in a common, standardised way across the fleet. So a global business model for safe work practices and how work gets done was established, and that global model will be rolled out to all of their FPSOs around the world.”

“Now there is a component that comes from our experience of doing this worldwide for the last decade – and that’s in order to make sure that policy is actually implemented in practice, you have to understand the true differences between the different regulatory environments. But equally, from a cultural perspective – considering people – you start to understand the amazing similarities, despite geography, culture or regulatory environments. I think from the management perspective in a lot of organisations it’s a concern. But in actual fact, despite geography or religion or culture, people’s core values are the same – everybody wants to go home safely.”

“The speed with which we’ve been able to establish a standard global model for Teekay Petrojarl has been very impressive. That speaks both to Petrotechnics’ knowledge and understanding of what ‘best practice in a box’ from around the world looks like, but also toTeekay Petrojarl’s very clear vision and desire to do just that – to have a standard business model applicable for their global fleet. The fit was very good and because of that we were able to have an agreed business process in a matter of weeks.”

One example of Petrotechnics’ use of new technology to better manage asset integrity risk and improve production efficiency has been the roll out of a Proscient app for iOS mobile devices. How has the industry responded thus far?

“There’s been a massive level of interest – the result, I think, of both social and business components – of the pervasive nature of mobile devices and tablets. Now, especially with younger generation, there is an expectation of having these tools and devices available in the workplace. The most important question from our perspective is, ‘What does mobility do for the business process?’ It allows people to access information, in hand, from multiple sources – and they are also allowed to do it at the worksite. And the point of need is on the worksite. So mobility revolutionises where people are in performing the functions that they need to perform.”

There’s been a considerable amount of evolution of Petrotechnics products and solutions since the company was founded 26 years ago. Looking ahead, what is your vision for Petrotechnics’ offerings in the future?

“I think the industry has to be more efficient and safer – these have to go hand-in-hand. And what potentially could be happening in the future is a more proactive way to genuinely manage and predict these. The industry now has predictability, for example, for reservoir performance, but do they apply the same kind of analytics and predictability in operational safety, in process safety? We know what major incidents or major catastrophes look like in the past. But the ability to pattern match what’s happened before and map it to a set of circumstances in the future to predict and prevent rather than just to find and fix is only now becoming an expected norm.”

“I think it’s probably best summarised by having pioneered the safe system of workspace through 2000 to 2010, it was a very much a first step for a vision of a much broader solution set being around operational risk management. The industry context is actually aligning very well with that, whether it’s the regulators or the Department of Energy and Climate Change in the UK or the Petroleum Safety Authority in the Norwegian sector, the context in the industry is saying that this is a requirement. So the alignment of what our vision was and what the industry is now saying is perfect. But as we saw EPTW as being the start point of a journey, which has moved on, I think where we are right now is just the start the next phase of the journey.”

Article courtesy of Michel Rogers, Editor of Scandinavian Oil Gas Magazine


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