Final Report Internship

INDUSTRIAL INTERNSHIP PROGRAM 30th Nov 2009 – 9th Jul 2010

LIST OF FIGURES

Figure No

1.1

2.1.1

2.1.2

2.1.3

2.1.4

2.1.5

2.1.6

2.1.7

2.1.8

2.1.9

2.2.1

2.2.2

2.2.3

2.2.4

2.3.1

2.3.2

2.3.3

2.4.1

2.5.1

2.6.1

2.6.2

2.6.3

2.6.4

Title

Sections in Production Department (SPD)

Good Well Test Result 1

Good Well Test Result 2

Bad Well Test Result 1

Bad Well Test Result 2

PCSB Overall Production Coding Structure

Idle Well Management

Screenshot of RTIS

Screenshot of PIMS

Screenshot of ODC

Gas Balancing Illustration

Crude Oil Density in 2009

Composition of C6+ in the Oil for the Year 2009

Composition of C1 in the Gas for the Year 2009

Shutdown Timeline for Samarang Total Shutdown 2010

Example of Part of the Scorecard

Timeline of STPF Generation

Gas Export Layout to Labuan Gas Terminal (LGAST)

Example of Daily Operation Highlight for Oil Production

Red- iron oxide on the pipe

Fungal growth on the surface of pipeline

Pressure and Temperature on stream8, stream7, and stream9

Amount of Heat Required to Heat the Gas Back to Ambient Temperature

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12

12

13

13

16

17

18

18

19

21

21

21

22

25

27

29

34

37

38

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LIST OF TABLES

Table No

2.2.1

2.2.2

2.3.1

2.6.1

Title

RF for SMP-A, SMP-B and SMP-C

RF for Samarang

Objectives of TARA, TAScO, and IPOP

Comparison of Electric Steam Boiler and Pipe Coating

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23

26

40

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1.0 INTRODUCTION

1.1 Overview of PETRONAS Carigali Sdn Bhd – Sabah Operation

PETRONAS is a business entity and petroleum is its core business. Its vision is to be “A leading

Oil and Gas Multinational of Choice”. PETRONAS Carigali sdn. Bhd. (PCSB) is wholly owned

subsidiary of PETRONAS. It was exploration and the production operating arm of the

PETRONAS.

PCSB incorporated on 11 May, 1978, Carigali was formed to augment the exploration and

development activities of the foreign oil companies and through its participation, to enhance the

pace of development of the upstream sector in the country.

Nowadays, PCSB has grown to become a full-fledged filed operator and is one of several

companies currently involved in crude oil and gas production in Malaysia, by having a place

alongside with multinationals in the country’s petroleum sector, Carigali is expanding beyond

the shores of Malaysia toward attaining vision to be A Multinational Exploration and Production

(E&P) Company of Choice Creating Value through Continuous Improvement and Growth.

Since the first venture was establish in 1990, Carigali has expanded to 25 countries. In Malaysia,

Carigali operates in three regions, namely Peninsular Malaysia Operation (PMO), Sarawak

Operation (SKO) and Sabah Operations (SBO).

SBO is one of the three divisions in Carigali formed to operate oil and gas fields in the coast of

Sabah. The base of operation is located at Menara PETRONAS, Kota Kinabalu. In line with

Carigali’s vision, SBO is one of the pillars that support the vision and responsible to maximize

venture profitable and reserves recovery while observing good oils fields, business, and HSE

practices. SBO contributes towards Carigali’s business objectives, simultaneously helps to

develop Carigali into a fully competent oil and gas company. Nevertheless, as a national oil and

gas company, nation and social obligations will always be Carigali’s priority.

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SBO started in early 1987, where for the first time SBO rented small office space at Kompleks

Karamunsing, Kota Kinabalu as the base for its operation in Sabah water. Eventually due to the

rapid expansion occurred in the operating starting from 1992, it urged the company to rent larger

office at Center Point, Kota Kinabalu. Finally, SBO was poised for growth and sustenance from

1997 with its own office in Menara PETRONAS, Kota Kinabalu. However in March 2009, due

to the increase of manpower and rapid expansion of the operation, Menara PETRONAS Kota

Kinabalu no longer fitted, urging the company to move two departments to Kompleks

Karamunsing Office level 12 which are Maintenance Engineering (SME) department and Well

Integrity Engineering (SWE) department.

SBO started to grow with a sequence of operatorship handover of three existing oil and gas fields

and one gas terminal; namely Tembungo from ESSO Production Malaysia Incorporated (EPMI)

in 1986, Samarang, Erb West and Labuan Gas Terminal from Sabah Shell Petroleum Companies

(SSPC) in 1995, 1996, and 1995 respectively. Dynamic expansion in SBO continued with the

commissioning of two new gas production platforms, which were Samarang Kechil in 2002 and

Kinarut in 2003. Another new gas terminal, Sabah Gas Terminal was built in 1996 and produced

its first gas in 1997. Please refer to Appendix A for the fields’ layout in SBO.

There are a total of eleven departments currently exist in SBO which are as follows:

a) Human Resource (SHR)

b) Administration (SAM)

c) Operation Performance Improvement (SPI)

d) Safety, Health and Environment (SSE)

e) Finance and Accounting (SFA)

f) Supply Chain Management (SSCM)

g) Reliability and Integrity Engineering (SRE)

h) Production (SPD)

i) Regional Planning (SRP)

j) Maintenance Engineering (SME)

k) Well Integrity Engineering (SWE)

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1.2 Department Profile

Production Department (SPD) in PCSB-SBO is basically responsible for production and

operation which covers both offshore and onshore operation management. Production

department can be divided further into five distinctive sections as shown below:

a) SPD – Southern

This section’s role is to manage operation in southern sector of PETRONAS operation

in Sabah which covers the following fields:

i) Samarang

ii) Sumandak

iii) Samarang Kechil

iv) Labuan Gas Terminal (LGAST)

v) Asam Paya

b) SPD – Northern

This section’s role is to manage operation in northern sector of PETRONAS operation

in Sabah which covers the following fields:

i) Tembungo

ii) Erb West

iii) Kinarut

iv) Sabah Gas Terminal (SBGAST)

c) SPD – Planning

This section is responsible for planning and forecasting gas and oil production. Apart

from that, this section also plays important role in planning field development and serves

as the first line troubleshooter. There are five more sub-units in planning section which

are as follows:

i) Production Analysis (PA)

ii) Hydrocarbon Accounting and Allocation (HAA)

iii) Field Planning (FP)

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iv) Integrated Gas Planning (IGP)

v) Integrated Operation Planning (IOP)

d) SPD – Logistic

This section is responsible in managing and driving the logistics and operation service

activities to achieve production targets and HSE performance to maximize value returns

and meeting customers’ expectation.

e) SPD – Operational Readiness and Strategy Assurance

This section is responsible in managing the upcoming projects in Sabah namely

Sabah Oil and Gas Terminal (SOGT), Kinabalu Non Associated Gas (NAG), and Sabah

Sarawak Gas Pipeline (SSGP). This section is also responsible in exploring and studying

deepwater operation.

Figure 1.1: Sections in Production Department (SPD)

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1.3 Objectives of Industrial Internship Program (IPP)

The primary objective of Industrial Internship Program (IIP) is to gain through practical

experience, a sound appreciation and understanding of the theoretical principles learned as an

undergraduate at the university. IIP is oriented towards developing the skills, knowledge and

attitudes that are needed to make an effective start as a member of the engineering profession.

The main purposes of IIP are to expose the trainee to the working world, and to develop the

ability to relate theoretical knowledge with industrial application. It is expected that student will

be able to polish the skills in work ethics, communication, and management. In compliance with

these purposes, the objectives that need to be achieved are as follows:

To apply theoretical knowledge in industrial application.

To acquire skills in communication, management, and teamwork.

To practice ethical and professional work culture.

To implement Health Safety and Environment (HSE) practices at workplace.

1.4 Scope of Work, Tasks, and Main Activities

Thirty two weeks of attachment with planning section of production department was very

informative, insightful and engaging. Even tough most of the activities did not involve much

application of technical concepts and theories that were taught in university, the experience of

doing the jobs was valuable to give an insight on the real nature of engineering work which

required us to be flexible to accept and learn new things. The knowledge was obtained literally

from experienced engineers including some literature researches. Throughout the internship

period, trainee had the opportunity to be attached and learn from five different sub-units in

planning section as follows:

a) Production Analysis

- Learned on how to analyze well tests, idle well management, deferment analysis,

and planning tools.

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b) Hydrocarbon Accounting and Allocation

- Learned on gas balancing, sample and composition analysis, Current Production

Level (CPL), and Reconciliation Factor (RF).

c) Field Planning

- Learned on shutdown coordination, scorecard preparation, short term production

forecast, and generation of Monthly Target Letter (MTL).

d) Integrated Gas Planning (IGP)

- Learned on gas billing generation and gas metering.

e) Integrated Operation Planning (IOP)

- Learned on Capacity Review Proposal, daily operation highlight, and tanker

lifting scheduling.

Apart from that, trainee was also exposed to abundance of administrative works, event

management activities, and toastmaster training meetings which shape the student to be more

well rounded not only exceptional in technical skills but also competent in soft skills. The trainee

also embarked on a personal project which was a feasibility study on pre-heater installation at

Sabah Gas Terminal (SBGAST) with the objective to eliminate pipe sweating problem. Further

discussion on this project is available in the next section.

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2.0 MAIN ACTIVITIES

2.1 Attachment to Production Analyst

The purpose of production analyst (PA) is to perform well surveillance and programming from

the production technical availability and execution of well operation in a manner that is

consistent with PETRONAS policies and objectives. Production analyst is also responsible to

control production operation to ensure optimal production of hydrocarbon in ensuring business

sustainability and value in order to achieve the agreed production targets. Some of the principal

accountabilities of production analyst are as follows:

a) Validate well data and analyze well performance involving well head pressure and

temperature data, base sediment and water (BS&W), and gas-oil-ratio (GOR).

b) Prepare well production optimization plan to maximize well potential through gas-lift

optimization, gas production optimization, and well first-line troubleshooting and

intervention.

c) Consolidate and prepare proposal for production enhancement activities covering the

scope of Production department and synergize with Well Integrity Engineering’s

(WIE) scope and plan.

d) Perform daily data integrity and quality check of Operation Data Capture (ODC) data

input from site location both offshore fields and onshore terminal or plants.

e) Prepare monthly well surveillance report for integration into field planning report.

Throughout the brief attachment with production analyst, trainee was fortunate to learn new

skills and knowledge pertaining to production analysis. The knowledge gained is as follows:

Well test analysis.

Deferment analysis.

Idle well management.

Planning tools.

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2.1.1 Well Test Analysis

Well test is important to measure well potential (how much we can produce from that well).

From the test, the rate of the string can be calculated based on the liquid rate, gas rate and water

cut percentage. Other than that, well test is also essential to monitor the well

performance/behavior and predict reservoir performance/condition by noting the flowing tubing

head pressure (FTHP), casing head pressure (CHP), flowline pressure (FLP), and separator

pressure by monthly basis. Good quality well test is vital to enable:

Efficient gaslift optimizations.

Better forecast and technical potential listing.

Better reserves estimation.

Detection of irregular behavior of well & reservoir.

More accurate hydrocarbon accounting / allocation.

NOTE: Gaslift is the amount of gas that is re-injected into the well to aerate the fluid and reduce

its density to force the fluid out of the wellbore in case there is insufficient reservoir pressure.

Well test is conducted by involving many sides of operation including the offshore personal,

operation supervisor, and production analyst. Following are the guidelines of performing well

test:

1) Raw Data Interpretation (Offshore Personnel)

i) Ensure zero check of the chart was done prior to well test.

ii) The acceptable range of the plots is between 30 to 70. Last practice was 20 to 80.

iii) Translation into day rates based on the duration of the test.

iv) Test duration needs to be at least 4 hours; 6, 12, 24 hours for unstable/ gas lifted wells

v) Following data must be recorded and reported:

a) Gross liquid (PD liquid meter reading and/or strip chart)

b) Gas out (chart with orifice size and pressure gauge)

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c) Lift gas in for gaslifted wells (gas lift rates, GLR)

d) Pressures: FTHP, CHP, FLP

e) Choke size

vi) Do quick comparison with previous month result, identify great abnormality in well test

result, identify the issue & constraints (facility) and seek opportunity to do retesting.

2) Data Validation (Offshore Personnel & Operation Supervisor)

i) Determine the well test results; Gross, Net, GOR, GLR, Gas Utilization Factor (GUF)

ii) Are the results feasible (GOR, liftgas orifice)?

iii) Check well performance trend (no major deviation).

iv) Ensure the testing conditions are representative and all data required in ODC are filled.

iv) Enter data into ODC & PUR or reject test.

NOTE: GOR = volume of gas (scf) / volume of oil (bbl). It is a parameter used to validate

current well test results against previous test

3) Data Verification & Evaluation (Production Analyst)

i) PA first to check the data by reviewing the following:

• Chart readings in 30-70% flow range and zero reading is at zero on chart.

• Gas chart is correctly interpreted (correct orifice factors used).

• Lift gas input and well production is stable.

• MPFM (multi phase flow meter) reading: check based densities for oil and water, gross

figure and BS&W (base sediment and water) in the correct order of magnitude.

Followed by a check on possible reporting error and any operational change during the test was

conducted.

ii) If data is missing (eg. lift gas not measured, bean size not provided) or reporting errors are

detected, operations should be contacted or the test will be rejected. A new well test is then

required.

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iii) The complete data is then compared with the expected well performance. In general well test

results are accepted within the range of +10% of the historical performance trend.

Please refer to appendix B for well test process flow.

Example of Good Trending of Well Test Result

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Good well test trending reveals a smooth graph (for an idle case

scenario, depending on the well characteristics)

Figure 2.1.1: Good Well Test Result 1

Figure 2.1.2: Good Well Test Result 2


Example of Bad and Doubtful Trending of Well Test Results

Criteria of Bad Well Test

Next, we also need to know whether the well result is feasible or not. Generally, well test is not

accepted IF:

a) GOR is out of range, whether it is too high or too low.

b) Data is not completed in PUR (need to be re-entered).

c) No gaslift injection rate is given.

d) Inconsistent trending (does not follow normal trend).

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Example of bad well test data - inconsistent trending; does not follow the normal trend

Figure 2.1.3: Bad well test result 1

Figure 2.1.4: Bad well test result 2

Refer to Appendix C for the example of well test result in Erb West and Samarang.


Calculation of oil rate

One of the main purposes of well test is to measure the well potential. Shown below are the

calculation steps to calculate net (amount of oil produced):

From the well test, we will measure the gross (liquid rate) from test separator. Let say:

Gross (liquid rate) = 1000 bbl/d

Watercut Percentage = 40%

Therefore, net (oil rate) = 60% x 1000 = 600bbl/d

water produced = 40% x 1000 = 400bbl/d

2.1.2 Deferment Analysis

Deferment in oil and gas industry is defined as deviation of production flow from technical

potential due to planned or unplanned interruption. In other words, deferment occurs if the wells

are not able to produce oil and/or gas due to interruptions. Planned deferment is deferment that

occurs as a result of activities that are planned in Monthly Target Letter (MTL) namely revamp,

planned shutdown, and etcetera. Unplanned deferment on the other hand is caused by any

unexpected interruption such as malfunction of compressor and other equipments. If a shutdown

is planned for 5 days, but it took 7 days in real case, the excess 2 days of deferment is also

accounted as unplanned deferment.

Deferment plays an important role in oil and gas business. Frequent unplanned deferment will

result in less production of oil and/or gas which is something we would like to avoid. Percentage

of unplanned deferment can be predicted based on the historical data. Let say the percentage of

unplanned deferment of a field for January and February are 4%, unplanned deferment for March

can be predicted as 4% with tolerance of 1%. Deferment is calculated as follows:

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Deferment = Downtime x Technical Potential (TP)


Example of Deferment Calculation

Let say a well is down for 5 days, with monthly TP of 1500bbl/d,

Deferment = 5 x 1500 = 7500bbl (deferment for 5 days)

However, this deferment will be converted to daily basis by dividing the deferment with the

number of days for that month. Let say we want to calculate monthly deferment for December

based on the same data as the above deferment,

Monthly deferment = 7500bbl/31d = 242bbl/d

Let say the monthly TP for the field is 10000bbl/d

Percentage of deferment = 242/10000 * 100%

= 2.42%

Coding of Deferment

The purposes of this coding system are to:

1) provide comprehensive guidelines for all code user to utilize the codes effectively and to

provide a tool for all personnel involved in the operations to fully utilize the codes for planning,

monitoring, analysis and improve production performance.

2) minimize differences in production status categorization between all operating region.

As of current practice, all interruptions are coded differently based on the types of interruption.

Following are the categories of interruption:

a) Process – process related such as circuit faulty, winding failure, etc.

b) Operation – operation related such as vessel inspection, control venting, etc.

c) Well – well related such as X’mas tree leaks, tubing leaks, etc.

d) External – does not belong to any other category such as weather, riots/war, etc.

e) Rotating – related to rotating equipment such as cooling system, turbine section, etc.

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Example of Coding:

IUPGB

Figure 2.1.5: PCSB overall production coding structure

Refer to Appendix D for the coding table.

2.1.3 Idle Well Management

Basically, all wells can be categorized into three, active, idle, and depleted. Active well can be

divided more into either flowing or closed in. Some of the reasons why a well is closed are due

to sand production, high GOR, insufficient FTHP, and many more. If the active well is closed

for more than 90 days, it will be categorized as idle well. Idle wells can be classified into two

which are effective and non effective.

Effective idle wells are wells that will result in immediate net incremental production at field if it

is restored. Study would normally be done by maintenance department (SME) and reliability

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Interruption

UnplannedProcessRelated

Code of incident


engineering department (SRE) for the activation plan. If the problem involves reservoir, it would

be passed to Petroleum Engineering Division (PED) for further action.

Non effective idle wells on the other hand are idle wells that will not result in near-term

production gain at field if it is restored. We normally leave the non effective idle wells until there

is a technology for reactivation (in case it is shut down due to facilities constraint). Shown

below is the summary of well category and its management:

2.1.4 Planning Tools

Some of the examples of planning tools used in SBO are Production Information Management

System (PIMS), Operation Data Capture (ODC), and Real Time Integrated Solution (RTIS). The

objective of all these planning tools is to provide a medium for information sharing so that

everyone involved in the operation is able to obtain the necessary data in an efficient manner.

This also improves the efficiency of operation data management indirectly.

ODC serves as a front line planning tool for both offshore and onshore personnel to update their

daily operation data for others’ perusal. PIMS generally provides information for most of

operation related data ranging from well test result, gas balancing, hydrocarbon allocation,

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Figure 2.1.6: Idle Well Management


interruptions, forecast TP, and many more. Main components in PIMS that are important to

production analysts (PA) are PUR and IAP. PA normally looks for PUR to get operation

interruptions, well test, and well activities while IAP to get forecast TP. RTIS is a newly

introduced planning tool currently used for daily deferment management and to generate Plant

Operational Performance (POP) scorecard.

On the bottom line, these planning tools have been a great help for everyone involved in

operation be it from offshore, onshore or office based. Below are some of the figures for each

planning tool available in SBO.

Figure 2.1.7: Screenshot of RTIS

Figure 2.1.8: Screenshot of PIMS

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Figure 2.1.9: Screenshot of ODC

2.2 Attachment to Hydrocarbon Accountant

The job purpose of hydrocarbon accountant (HA) is to perform production allocation and

accounting work to capture oil and gas revenue for further consolidation and reporting by

Production Sharing Contract (PSC) accounting in a manner consistent with PETRONAS policies

and objectives. It is vital for the management and control of production to ensure optimal

revenue from hydrocarbon operation in ensuring continuous business sustainability and value in

order to achieve the agreed revenue target. Some of the major accountabilities of hydrocarbon

accountant are as follows:

a) Verify and validate daily production level to ensure data integrity and accuracy of

report through meter ticket validation and production reconciliation.

b) Generate and provide daily production data for endorsement.

c) Propose field production Base Sediment and Water (BS&W) and gas-liquid

composition for endorsement.

d) Perform production reconciliation and field allocation to ensuire proper tracking and

assignment to respective PSCs.

e) Analyze the effectiveness of Measurement, Testing, Allocation and Balancing

(MTAB) procedure to ensure favorable outcome to regional operations.

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Throughout brief attachment with hydrocarbon accountant, trainee had the opportunity to learn new

knowledge relating to hydrocarbon allocation and accounting as shown below:

Gas balancing. Current Production Level (CPL) and

Reconciliation Factor (RF). Sample and composition analysis.

2.2.1 Gas Balancing

The main principle for gas balancing is actually gas produced equals to gas utilized. The gas

produced will be used for many purposes not only for sales, but also as fuel to other utilities in

the platform such as compressor and scrubber. Other than sales and fuel, the gas is also vented or

flared in some occasions because it is not economical to be commercialized. In Tembungo field

for example, since it is an old platform, it does not have the facilities to commercialize the gas.

As the result, the gas produced in the platform is flared instead because the modal required to

build the export pipe exceeds the gas value. Back to Tembungo, it does not have the meter to

measure the volume of gas produced. So, we calculate the total gas utilized to predict the total

gas produced based on the principle:

gas produced = gas utilized

The same principle applies to Erb West. However in Erb West, meter does not exist in the flare

system. So very often we encounter that total gas produced does not equal to gas used because of

uncertainty in total gas flared. Data for Tembungo field is obtained through Operation Data

Capture (ODC) while for Erb West, we seized the data from Daily Operation Report (DOR).

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Figure 2.2.1: Gas Balancing Illustration

Refer to Appendix E for the example of spreadsheet for gas balancing in Tembungo field.


2.2.2 Sample and Composition Analysis

One of the tasks the trainee involved was doing analysis on the density and composition of crude

oil and gas at Erb West and Samarang. It is discovered that the main components in the crude oil

are heavy hydrocarbons (hydrocarbon that has more than 5 carbons in its chain) which contribute

to 99% of the total oil. In gas composition however, it consist of light carbons with around 80%

of methane (the gas also contains ethane, propane and very little of butane and pentane).

Figure 2.2.2: Crude Oil Density in 2009

Figure 2.2.3: Composition of C6+ in the Oil for the Year 2009

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Figure 2.2.4: Composition of C1 in the Gas for the Year 2009

Based on figure 2.2.2, 2.2.3 and 2.2.4, we could see that the density and composition of the oil

and gas at Erb West fluctuate over time. This might be due to:

a) slight change in temperature and pressure (outside disturbance).

b) human error in taking the reading and measurement.

c) imperfect mixing (the concentration of fluid is different at every point inside the

sample).

2.2.3 Current Production Level (CPL) and Reconciliation Factor (RF)

Trainee was also involved in CPL and RF calculation for the field of Samarang. There were a

few jargons learned while doing the task which are gross and net. After the fluid (consists of

gas,water, and oil) goes out from well, it will first enter a test separator where here it would be

separated into gas and liquid. The amount of liquid separated is the gross while the amount of oil

in that liquid is net. In Samarang field, there are a number of wells namely A,B,C,D,E,F,G and

Alab. CPL is normally generated to predict the amount of oil production after well test is

conducted.

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RF is actually the ratio of actual production measured by meter over CPL. RF normally values

between 0 – 1 with reading equals to or more than 1 considered as good production. To calculate

RF in Samarang, we must first calculate the metered production of the respective platform which

are SMP-A (well A,E and G), SMP-B (well B and Alab), and SMP-C (well C,D and F). The

total metered production of Samarang is equal to the sum of SMP-A, SMP-B, and SMP-C. CPL

data is obtained from daily CPL data uploaded to the database by production analyst. RF is

calculated by simply dividing metered production (measured) with CPL (planned). Following is

the table that shows RF calculation:

Meter CPL RF Meter CPL RF Meter CPL RF

Dec-08 545674.13 780689.44 0.70 207958.07 318109.10 0.65 649067.83 608894.13 1.07

Jan-09 551202.38 805721.60 0.68 186046.38 207454.78 0.90 652583.04 588312.56 1.11

Feb-09 516741.59 678497.56 0.76 67187.21 162701.37 0.41 734293.70 663992.82 1.11

Mar-09 577648.13 824907.86 0.70 131673.04 207013.15 0.64 688477.32 647657.44 1.06

Apr-09 529047.36 790552.63 0.67 191491.86 129871.20 1.47 685232.83 688879.77 0.99

May-09 535641.56 718085.68 0.75 63611.51 141104.01 0.45 742432.80 777458.00 0.95

Jun-09 527519.70 700534.60 0.75 12522.24 151944.02 0.08 667309.70 740003.40 0.90

Jul-09 449374.81 670514.17 0.67 3582.21 183913.88 0.02 596970.28 584387.58 1.02

BA C

Table 2.2.1: RF for SMP-A, SMP-B and SMP-C

Meter CPL RF

Dec-08 1402700.03 1707692.66 0.82

Jan-09 1389831.80 1601488.94 0.87

Feb-09 1318222.50 1505191.75 0.88

Mar-09 1397798.49 1679578.44 0.83

Apr-09 1405772.05 1609303.60 0.87

May-09 1341685.87 1636647.69 0.82

Jun-09 1207351.64 1592482.02 0.76

Jul-09 1049927.30 1438815.64 0.73

Overall comparison

Table 2.2.2: RF for Samarang

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2.3 Attachment to Field Planner

The job purpose of field planner (FP) is to develop specific field production plan for the

execution of production activities after taking into consideration other activities as determined by

Integrated Planning section to ensure meeting of oil and gas production target for respective

fields. Some of the principal accountabilities of field planner are as follows:

a) Prepare field production plan with consideration of maintenance and wireline activities to

ensure maximum production throughput while ensuring prudent and safe operating

practice is executable.

b) Prepare production optimisation proposal by analyzing field interruptions and prepare

swing production plan to compensate shortfall for target production level while ensuring

prudent operating and reservoir management practice.

c) Prepare field monthly target letter for execution by respective Field Superintendant.

d) Prepare database for field technical availability by analysing field technical potential and

Integrated Operation Plans thus field throughput and capacity ullage is maximized.

e) Implement and propose improvement to the planning procedures to ensure continuous

improvement and enhancement of work process by superior to support and facilitate

efficiency and productivity.

During the short attachment with field planner, trainee was able to grasp new knowledge and

information with regard to field planning as shown below:

Shutdown/Turnaround coordination.

Scorecard.

Short Term Production Forecast (STPF).

Monthly Target Letter (MTL).

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2.3.1 Shutdown/Turnaround Coordination

Planned total shutdown is conducted every year where the facilities at certain field will be out of

operation for maintenance purpose for a number of days. During this shutdown period, there will

be no production from that field. Shown below is the example of shutdown timeline for

Samarang total shutdown 2010:

Figure 2.3.1 : Shutdown Timeline for Samarang Total Shutdown 2010

Referring to the above figure, the preparation stage took roughly 150 days before the

commencement of the shutdown. It started with a kick off meeting, committee formation, and

proposal presentation to the higher management for approval. Four coordination meetings were

conducted before the pre-mob briefing. Work pack submission from contract holders, vendors,

and engineers were required for TARA (Turnaround Risk Assessment), TAScO (Turnaround

Scope Optimization) and IPOP (Integrated Plan on Paper).

25


As refered to the previous shutdown timeline, we notice that TARA, TAScO and IPOP played

important roles in the shutdown activities. Objectives of TARA, TAScO, and IPOP are as

follows:

Activities Objectives

TARA (Turnaround

Risk Assessment)

1. To identify risk facing the turnaround.

2. To assess potential risks.

3. To develop and implement mitigation options for all identified

risks.

TAScO (Turnaround

Scope Optimization

1. Reduce turnaround duration.

2. Reduce turnaround cost.

3. Reduce HSE risk to as low as reasonably practicable.

IPOP (Integrated

Plan on Paper)

1. To commonly agree to plan in such a way that the shutdown is

optimised, on time and within budget.

2. Identify potential clashes, show stoppers & issues (in term of

HSE, materials delivery, etc).

3. Identify opportunities for optimization / acceleration of

activities and improvements (e.g can the activity be done outside

shutdown window).

4. Address organisational / resource interfaces to determine

responsibilities and key focal points.

5. Identify logistical issues such as accommodation, transport,

food etc.

6. Identify contingency options.

Table 2.3.1: Objectives of TARA, TAScO, and IPOP

26


2.3.2 Scorecard

Scorecard is meant to monitor the performance of the operation mainly in these areas;

production, HSE, finance, and deferment. Scorecard is prepared on monthly basis. Some of the

important jargons are year end projection (YEP) and year to date (YTD). Below are the

calculations for YEP and YTP:

For example, scorecard calculation for February 2010:

YEP = (actual data summation from April 09’ until Feb 10’) + (forecast data in March 10’)

YTD = actual data summation from April 09’ until Feb 10’

NOTE: Calculation refers to the financial year date which is from April 2009 – March 2010

Shown below is the is the example of part of the scorecard:

Figure 2.3.2: Example of Part of the Scorecard

Please refer to Appendix F for the example of complete scorecard.

‘Base’ is the minimum performance required to get green while ‘stretch’ 1 and 2 are the

extension of the base value towards a better performance. FP would normally be assigned to

27


each area as mentioned previously (production, HSE, finance, and deferment). They will then

seek information and data from the necessary personnel related to each area they are assigned to.

For instance if an FP is assigned to deferment, he or she will deal a lot with production analyst. If

assigned to HSE, they will liaise with executives from HSE department. Below are the important

terms of evaluation in the scorecard for each area:

HSE

TRCF (total recordable case frequency): (Number of incident / total man-hours ) x 1000000

FIF (fire incident frequency): (Number of fire incident / total man-hours) x 1000000

OSI (oil spill index): (Number of oil spill incident / total man-hours) x 1000000

UA/UC: Amount of UA/UC reports.

Finance

CAPEX (capital expenditure): Expenditure for projects.

OPEX (operational expenditure): Expenditure for operation and maintenance.

G&A: Expenditure for general and administration ie. training and travelling cost.

Production

Existing oil: The amount of existing oil that we produce.

New oil: Oil produced from new project, example Oils from Sumandak bravo and charlie.

Enhancement oil: Oil produced from enhancement project such as zone change.

Total production (with new oil): Existing + Enhancement + New.

Gas Capacity / Gas Demand: Ratio of the available gas supply over the amount of gas customers require.

Gas Sales – Amount of gas sold to customer.

Deferment

PD: Planned Deferment.

UPD: Unplanned Deferment.

OEE: Overall Equipment Efficiency.

28


2.3.3 Short Term Production Forecast (STPF)

Fundamentally, STPF is generated to estimate the production of oil and gas for the coming three

months and is done every month for further revision. Shown below is the illustration for timeline

of STPF generation:

Figure 2.3.3: Timeline of STPF Generation

The function of STPF is not only to estimate our production, but also at the same time to make us

committed to achieve the actual production in line with the production forecast of that particular

time.

The production forecast is actually generated from Technical Potential of wells provided by

production analyst (PA). Let say for example, the TP of a well in January is 20 mstb/d. FP will

then seek information from various departments such as SWE, SME, and SRE on their planned

activities and calculate planned deferment (PD) based on these planned activities. Unplanned

deferment (UPD) will be estimated based on historical data. Let say the total PD is 5 mstb/d and

UPD is 5% of TP which is 1 mstb/d. Availability is calculated as follows:

Availability = TP – PD – UPD

Availability = 20 – 5 – 1 = 14 mstb/d

The data of 14 mstb/d will appear as the forecast availability for that particular month. However

this applies only to oil production. Calculation for gas availability will require reinjection, gas lift

utilization, fuel, and flaring to be considered in the calculation.

29


2.3.4 Monthly Target Letter (MTL)

MTL as a document that is generated every month, which covers the planned activities for all

fields including its respective revised technical potential (TP) and deferment. Activities that are

not registered in MTL must first acquire approval from the higher management before being

carried out. Any deferment that is caused by these activities is considered unplanned deferment

(UD). Shown below are the contents of MTL for SBO:

1. Summary

2. a) Daily Plan Oil

b)Daily Plan Gas

3. a) SBO Integrated Activity Planning Master Schedule (SIAP MS)

b) Integrated Barge Schedule (IBS)

4. Well Service Access Plan (WAP) Outlook

5. a) TP Summary for Northern and Southern Operations

b) Well TP and Ranking for All Fields

c) Reservoir Management Plan (RMP) for Water and Gas Injection

6. Activities planned for:

a) Samarang

b) Sumandak

c) Tembungo

d) Erb West

7. Sampling Plan for Northern and Southern Operations

Further information on the contents of MTL for SBO will be discussed in the next page…

30


Summary

This section covers:

• Production and venting/flaring target

• Water and gas injection target

• Major activities for each field

• Planned and unplanned deferment

Daily Plan Oil

This section shows the oil production plan for all fields (Samarang, Sumandak, Asam Paya,

Alab, Erb West, Tembungo) on daily basis for that particular month.

Daily Plan Gas

This section shows:

• Gas customer demand

• Gas supply from all fields

SBO Integrated Activity Planning Master Schedule

This section covers the planned activities for the whole year which includes:

• Field

• Platform

• Activity

• Owner

• Activity duration

• Shutdown duration

• Shutdown type

• Month

• Actual Date

Integrated Barge Schedule

This section shows the Gantt Chart of the activities. The activities are separated into:

• Pipeline hook up and commissioning

31


• Pipeline replacement

• Top side

• Top side maintenance

• Inspection

• Drilling sequence

• Workover

Well Service Access Plan (WAP) Outlook

This section shows the deferment of the affected string due to the planned activities for the next

coming three months.

TP Summary for Northern and Southern Operations

This section shows the TP for every field in southern and northern operations.

Well TP and Ranking

This section covers the TP for each string and ranked accordingly based on its field.

Water Injection

This section shows the RMP requirement and monthly target of the injection rate (stb/d) for the

wells in Sumandak.

Gas Injection

This section covers the monthly target for:

• ratio of gas injected/gas produced (gi/gp)

• injection rate (mmscf/d)

Applicable only to wells in Erb West.

Activities

This section shows the activities planned by each department for each field in that particular

month.

Sampling Plan

This section covers the sampling plan and schedule for that particular month both in northern and

southern operations.

32


2.4 Attachment to Integrated Gas Planner

The job purpose of integrated gas planner (IGP) is to develop integrated production plan and

execute its work processes for short and medium-term regional gas production and planning

processes consistent with PETONAS policies and objectives for the management and control of

production operations. This is to ensure optimal production of hydrocarbon, optimizing UPC,

meeting customer needs, and continuous business sustainability and value in order to achieve the

agreed production targets and objectives in the safest and most cost effective manner. Following

are some of the major accountabilities of integrated gas planner:

a) Develop gas sales nomination (entitlement and allocation) for daily sales, quarterly,

and annual plan.

b) Integrate gas production, reinjection, and exporting activities of associated and non-

associated formation gas to ensure optimum evacuation of gas meeting reservoir

management plan.

c) Analyze and ensure gas accounting data integrity for invoicing purposes to maximize

gas sales revenue.

d) Develop implementation plan of gas evacuation in line with Gas Sales Agreement and

Supply Priority Guideline.

e) Develop gas operation plan in line with regional gas management strategy and plan to

support gas resource management aspiration.

During the brief attachment with integrated gas planner, trainee was able to obtain task and

knowledge as shown below:

Gas billing.

Gas metering.

33


2.4.1 Gas Billing

Attachment with Integrated Gas Planner (IGP) had allowed the trainee to assist in preparing a

gas bill on gas export to PETRONAS Methanol Labuan 2 (PML-2) as requested by finance

department (SFA) for billing purpose. Consequently, he had the opportunity to learn more on

the gas export structure. Following is the layout of the gas export to PML-2:

Figure 2.4.1: Gas Export Layout to Labuan Gas Terminal (LGAST)

* GRT stands from gas receiving terminal.

* Fuel gas from GRT-1 to PML-2 is used for internal utilities at PML-2.

* Jumper line functions to direct gas from Kikeh to LGAST-1 and onwards in case PML-2 is

shutdowned.

The task was to calculate the amount of gas in jumper line and check if there is any irregularity

(negative value). Gas at jumper line is calculated from the following formula:

Jumper line = LGAST2 – GRT2 (feed) – LGAST2 fuel gas – LGAST2 flaring

Data for LGAST2 allocation meter, GRT-2 (feed), and LGAST-2 utilites (fuel gas + flaring)

were obtained from LGAST2 and GRT-2(feed) figures in the database. However, we will not be

able get a perfect balance of the equation since the reading from the meter itself is not accurate

(has tolerance depending on the type of meter). There are times when reading at the jumperline is

higher than LGAST-2 allocation meter, which is theoretically impossible. To rectify the

problem, it is agreed by IGP and all gas customers that we apply correction factor of 0.95 of

34


LGAST2 allocation to the problematic readings. Other than preparing meter ticket, trainee was

also assigned to do daily analysis of irregularity in gas billing figures.

2.4.2 Gas Metering

Basically, there are three types of meter normally used which are:

a) Operational Meter (tolerance 10%) – Normally used at offshore operation

b) Allocation Meter (tolerance 5%) – Normally used at onshore terminal namely

LGAST

c) Custody Meter (tolerance 1%) – The most accurate meter, used in GRT-2 for billing

purpose.

Since custody meter is expensive, it is used only at GRT for billing purpose. At offshore, they

only use operational meter (the cheapest) because the pressure and temperature of the flow are

already different the moment it reaches the terminal compared to offshore, thus flow readings at

offshore and terminal are most likely unequal. We only use allocation meter when the flow is

already nearing the customers (i.e. terminal) for more accurate readings.

2.5 Attachment to Integrated Operation Planner

The job purpose of Integrated Operation Planner (IOP) is to analyze and formulate integrated

production planning for short and medium-term regional oil and gas production operations

activities and planning processes consistent with PETRONAS policies and objectives for the

management and control of production operations. This is to ensure optimal production of

hydrocarbon, optimizing UPC, meeting customer needs and continuous business sustainability

and value in order to achieve the agreed production targets and objectives in the safest and most

cost effective manner. Shown below are some of the principal accountabilities of integrated

operation planner:

a) Prepare regional monthly, weekly, and daily integrated plans and ensure seamless

communication of these plan so as to ensure feedback communication on agreed

finalized plans for implementation by respective departments.

35


b) Prepare input for management review session to ensure timely management

intervention and direction setting to achieve top level performance.

c) Prepare monthly summary report for FPSO and oil terminal operations.

d) Prepare overall monthly production report for submission to external parties

involving partners and relevant authorities in compliance to regulations and

requirements.

e) Prepare input for management review session to ensure timely management

intervention and direction setting to achieve top level performance.

Throughout the short attachment with integrated operation planner, trainee was able to learn and

gain information regarding some of IOP routine activities and tasks which are shown below:

Daily Operation Highlight (DOH).

Capacity Review Proposal (CRP).

2.5.1 Daily Operation Highlight(DOH)

Daily Operation Highlight (DOH) is generated on daily basis normally issued before 11am every

day. DOH is issued to the higher management and all individuals that are involved in production,

planning, and maintenance. It comprises of the following:

a) Field Activities

b) Oil Production

c) Gas flaring

d) Gas sales and export

e) Status of gas injection in Erb West and

water injection in Sumandak

The actual data will be compared to the planned figures to see whether it is above or below the

plan and marked red (below plan), yellow (approximately similar to plan), or green (above plan)

depending on the performance. Shown in the next page is the example of DOH for the oil

production:

36


Figure 2.5.1: Example of Daily Operation Highlight for Oil Production

2.5.2 Capacity Review Proposal

CRP is basically generated quarterly every year. The objective is to seek Petroleum Management

Unit (PMU) approval for the production proposal. It normally comprises of the review of

previous quarter, performance of the current quarter, and production proposal of the next quarter.

Shown below are the standard contents of CRP:

1) Updates of the previous quarter’s performance with justification on variances.

2) Current quater projection with justification on variances (as compared to current

quarter’s approved target).

3) Previous quarter’s breakdown of planned and unplanned deferment by categories;

Process (P), Operations (O), Well Related (W), External (E) and Rotating (R) in

pie chart form.

4) Next quarter’s production allowable proposal with basic and assumptions.

5) Integrated shutdown activities.

6) Production enhancement activities.

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2.6: Self Project on Heater Installation at Sabah Gas Terminal

2.6.1 Background

Sabah Gas Terminal (SBGAST) was built in 1996 and started to operate in 1997. It functions as

a gas terminal to stabilize and reduce the gas pressure from Erb West before being exported to

the customers namely Ranhill Powertron, Sabah Electricity Sdn Bhd (SESB), and etcetera.

Refer to Appendix G for the Process Flow Diagram (PFD) of SBGAST.

2.6.2 Problem Statement

Trainee visited SBGAST with a field engineer and noticed sweating problem at the pipe right

after PCV manifold. Since there is a sudden pressure drop at the manifold, there is also a sudden

temperature drop due to Joule-Thompson Effect. Because the flow is very cold after the

manifold, the surface temperature of the pipe drops down below dew point allowing air to

condensate on the surface of the pipe causing sweating. Sweating is very bad for the pipe

because it will encourage corrosion to the pipe such as rusting. To make the situation worse,

continuous wet surface, with a relative high humidity allow the fungal to grow and remain active

on the pipeline coating surface. Corrosion maybe accelerated by this group of microbial

organism under deposit acid attack, thus induced corrosion in a sour gas pipeline.

Figure 2.6.1: Red- iron oxide on the pipe Figure 2.6.2: Fungal growth on the surface of pipeline

2.6.3 Objective

The objective of this project is to study heater installation that is located right after the manifold

to stabilize back the flow’s temperature to ambient temperature in the intention to avoid sweating

and compare it with the SBO’s current project to re-coat the pipe with special coating that can

resist fungal formation.

38


2.6.4 Summary of Procedures

1) The necessary data (gas pressure from Erb west, gas pressure before manifold, and gas

pressure after manifold) are obtained from Daily Operation Report (DOR).

2) Composition of gas from Erb West is obtained from SGS sample result.

3) HYSYS simulation is done to predict the temperature of the pipeline after manifold since only

pressure is measured on the site.

4) The simulation is continued to identify the amount of heat required to heat the pipeline to

ambient temperature of 30 degree C.

2.6.5 Result

Figure 2.6.3: Pressure and Temperature on stream8 (before manifold), stream7 (after manifold),

and stream9 (after heater)

39Figure 2.6.4: Amount of Heat Required to Heat the Gas Back to Ambient Temperature

Power = 55.22 kW


2.6.6 Discussions to the Heater Installation Study

Referring to the relative humidity of air in Sabah which is 80% and average temperature of 30

degree C, it is discovered that the dew point of the air is 26 degree C. Refer to Appendix H for

the Climate Humidity Table.

From the result, we noted that the temperature of the stream after manifold is 24.39 degree C

(below dew point) which justifies the sweating problem. From the simulation, we found out that

the amount of power required to heat the gas back to ambient temperature of 30 degree C is

55.22 kW. The next step is to decide the heating equipment which Electric Steam Boiler (ESB)

comes into mind since SBGAST generates its own electricity. That means, no operating cost is

required if we use ESB. Economic consideration and comparison is done to compare ESB with

the pipe re-coating project which is summarized in the table below:

Electric Stream Boiler Pipe Re-Coating

Costs around RM980 000 Costs around RM 1 400 000

No operating cost No operating cost

Needs regular maintenance Does not need maintenance, but can last up to 10 years

Table 2.6.1: Comparison of Electric Steam Boiler and Pipe Coating

However after a lot of researches were done, it is discovered that ESB can only operate up to

maximum operating pressure of 7 bar while the operating pressure is supposed to be 46.43 bar at

maximum. This will render ESB out of choice and the only heating equipment that we can use is

shell and tube heat exchanger (STHE). However, STHE is very expensive and requires a

continuous supply of superheated steam for heating purpose which will increase the operating

cost greatly therefore not economically feasible.

2.6.7 Conclusion of the Heater Installation Study

Heater installation at SBGAST is not feasible considering that it is not economically viable as

compared to pipe re-coating. SBO is on the right track to handle the pipe sweating problem at

SBGAST.

40


3.0 LEASONS LEARNED & EXPERIENCED GAINED

Experiencing industrial internship program (IIP) in PETRONAS Carigali Sdn Bhd (Sabah

Operation) is a great opportunity to discover engineering working environment before entering

the society as an engineer. Attachment with Planning Section of Production Department (SPD) in

SBO for eight months period has really benefited the trainee in various skills and practical

knowledge. Listed below are the elaborations of the lessons learned and the experience gained

throughout IIP:

3.1 Leadership, Team Work and Individual Activities

While assisting certain employees and engineers for a particular task, the trainee was exposed to

the environment where employees and engineers from different disciplines worked together as a

team. Responsibility, negotiation skill, tolerance, teamwork and proficiency mind-set were

among the identified key factors towards the successful completion of a given task. During

implementation of the task given, trainee is able to work with different background of employees

and engineers. It is an honor to have been given the opportunity to work with a number of field

engineers, planners, operators, and other employees throughout the internship period. Initially,

the task is somehow difficult, especially since the other employees had a lot experiences and

knowledge to be compared with the trainee. However, with proper guidance, trainee is able to

join, work and assist them in order to achieve objectives of the task and assignment given.

Alongside completion of the task, effective communication, management, and team work is

developed in order to get the work done within a certain time frame.

The most fascinating part of IIP is the opportunity given to the trainee to have hands-on

experience on the tasks and assignments undertaken. The trainee was allowed to participate and

contribute to the organization while at same time gaining new experience and knowledge. Apart

from that, trainee also has the opportunity to demonstrate and develop leadership capabilities.

For example, the trainee was involved actively in SBO Toastmaster Club where at many

occasions he had the opportunity to lead a number of training meetings.

41


3.2 Business values, Ethics and Management Skills

In order to be a well rounded engineer in the future, basic knowledge about business values,

ethics and management skills must be educated to the trainee. Thus, a lot of responsibility is

entrusted to ensure the smooth implementation of various tasks within this area. Apart from that,

trainee was able to prioritize the works to be done. Eventually, these kinds of soft skills can be

developed towards achieving the aims of IIP especially for the trainee. For example, by

participating in the organizing committee of SBO Recognition Night under Foods and Beverage

(F&B) Unit, trainee had the opportunity to deal and negotiate with a number of professional

hoteliers.

3.3 Safety Training and Practical Experiences

PETRONAS Carigali Sdn Bhd maintains a strict and firm policy of strong safety awareness

among its employees. Safety briefing about the workplace, signage, emergency assembly points

and personal protective equipment (PPE) is essential every time a new trainee undergoes

internship.

Safety is very important to a working environment because it could affect a lot of concerns in a

company directly or indirectly. Safety level in a company can affect the morale among the

workers, and also the production of the company.

To enter terminals or offshore, complete PPE (safety helmet, safety boots and coverall) is

required for entrance. Even cell phone or any electronic device that emits electromagnetic wave

is not allowed in the site. Ear plug is a must to enter any area that produces sound above 80

decibels. Online reporting of Unsafe Act/Unsafe Condition (UA/UC) is also implemented to

grant employees easy reporting procedure if they encounter such situation in their workplace for

rectification plan.

3.4 Problems and Challenges Faced

3.4.1 Adjusting to Working Lifestyle

Adjusting to the working hours is not an easy task for a beginner especially for a new trainee.

Initially, a beginner may get exhausted and drowsy throughout the day. However, this can be

42


adjusted normally after two weeks or even one week after starting of the normal working routine.

To be certain, this is only the first challenge, there are a lot more adventures and challenges for

upcoming week until the end of IIP. Furthermore, the trainee was also required to stay back on

numerous occasions, had to work on weekends and public holidays in order to complete the task

given successfully.

3.4.2 Entrusted with Responsibility

To be entrusted with a lot of responsibilities needs prudent skills that must be developed within

the tough internship month. The trainee is expected to perform well and meet the expectations.

Luckily, the trainee was privileged to have understanding, patient and experienced officemates

and supervisor, who were encouraging and helpful to the trainee. However, with the guidance

and support from the supervisor, trainee was able to handle the task well enough.

3.4.3 Problem Solving

The most important part of IIP is to allow trainee to gain problem-solving skills in order to

overcome the difficulties that come across during internship period. Most of these problems

were unforeseen and unexpected which required quick and accurate decisions to solve them. The

trainee encountered such situations frequently, especially during the implementation stage of the

task. Initially, the decision-making process was slightly difficult because of the lack of exposure

and confidence. However, as time passed where more knowledge and experience was gained,

problem solving tasks became easier than before.

3.4.4 Handle Different Tasks & Assignments Simultaneously

Trainee’s ability to perform many tasks over a short period of time was seriously tested where

the trainee had to learn to work efficiently and swiftly to meet the various demands of manager,

supervisor and other employees. Prioritizations of the assigned tasks are very important in

dealing with the situation. However, all the challenges and difficulties could be solved by asking

questions frequently, self-studies, learning from the senior engineers, contractors, and other

employees in the company.

.

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4.0 DISCUSSIONS AND RECOMMENDATIONS

The industrial internship training program (IIP) is an effective and useful medium to expose

students to the working and operational environment. It helps and encourage student to

understand and appreciate knowledge that they gained in UTP and apply those knowledge in the

industry. IIP also provides student the ability to view things from a different perspective and also

the capability to approach problems in a more systematic technique.

IIP definitely gives a lot of great benefits and profit. Hence, to improve it even better than the

current condition, a few recommendations need to be discussed for both the Host Company and

Universiti Teknologi PETRONAS (UTP). As mentioned previously, students may able to

understand the important issues in workplace and also to accept other people’s opinion and

suggestions for improvement in order to achieve the aims and objectives of the given tasks and

assignments. Therefore, below are the recommendations that are suitable to improve both

parties’ functionality:

4.1 Recommendations to PCSB-SBO

4.1.1 Continue to Adopt Trainees from UTP and other Universities/Colleges

PCSB-SBO should continue to adopt trainees from UTP and other university or colleges with

respective background of studies (Chemical Engineering, Mechanical Engineering, Electric and

Electrical Engineering and also Civil Engineering) in order to optimize the internship period of

student in the Host Company. This would enable the students to learn from the experienced

engineers and apply their technical knowledge and skills to execute the tasks and projects

properly, effectively and successfully.

4.1.2 Permission to go Offshore

Students will be benefited more from the industrial training if they are allowed to go to offshore.

Permission to go to offshore would enable them to go for site familiarization at the platform and

gain better understanding on the operation routine. Not only that, they will also be able to

participate in a lot of projects seeing that some of the projects require the engineer to go to

offshore such as bean up program, capacity test, and many more.

44


4.2 Recommendations to Student Industrial Internship Unit (SIIU) of UTP

4.2.1 Monthly Report instead of Weekly Report

Weekly report can be a burden to both of the trainee and the plant supervisor due to the hectic

schedule at the office. Instead of weekly reports, monthly report should be sufficient and would

be acceptable and appreciated by both parties. Sometimes, trainees were given the same routine

tasks throughout a week and due to the requirement of weekly report submission, the trainee

often ended up making a weekly report for the same activities over and over again. Besides that,

the trainees were usually busy with the tasks and assignments given by the supervisor and

colleagues that there is hardly a chance to work on the writing of weekly reports. Therefore,

reduction of weekly report should be considered.

4.2.2 Invite Major Players in Oil and Gas Industry for Career Talk

Industrial practitioners and professionals like the engineers at PETRONAS Carigali should be

invited to give adjunct lectures or career talk at UTP. This could benefit students who are just

about to leave for their internships and also the final year students who are graduating. This

would not only give the students an opportunity to learn from these experienced individuals, but

also at the same time learn the expectation of the company from the students when they go for

internship or working.

45


5.0 CONCLUSION

PETRONAS Carigali Sdn Bhd – Sabah Operation (PCSB-SBO) is a brilliant place for students

to undergo industrial internship program. PCSB-SBO provides many valuable and precious

experiences which enhance their technical knowledge, management skills and allowing them to

learn to integrate theory into real life practice. The experience and knowledge gained during the

internship is valuable to get the overview of the nature of working environment in oil and gas

company.

Working on the self project had allowed the trainee to apply technical knowledge in a real life

situation with the assistance from other comrades. New knowledge and experiences were

obtained throughout the attachment with production planning section which is very precious for

his future life career especially in the area of operation and production.

By participating in some events such as Deepwater Operation & Maintenance Forum and SBO

Recognition Night, trainee was able to develop and nurture his networking skills, communication

skills, and management skills. All those activities required the trainee to communicate directly

with professionals of other profession. SBO Toastsmaster Club had been instrumental in

developing the trainee towards a better communicator and leader by allowing him to hold

numerous roles during the training meeting such as humor master and toastmaster of the day.

Trainee also learned on the importance of Health, Safety, and Environment (HSE) and its

implementation in the work place. PCSB-SBO in particular has always practiced good values of

HSE at all times.

In short, the internship journey was very enriching, insightful, and educational. It is safe to say

that the industrial internship program had achieved its objectives successfully.

46


REFERENCES

Wan Anas Mashudi and the Team, ‘SBO Production Handbook 2009’, retrieved on 15th

December 2009.

‘PETRONAS Carigali : Well Test Procedure & Guideline’, retrieved on Feb 2010.

‘SBO Field Reservoir and Management Review (FRMR) 2009’, retrieved on Feb 2010.

‘SGS Sample Analysis Result, Feb 2010’, retrieved on March 2010.

‘SBO Monthly Target Letter, March 2010’, retrieved on April 2010.

‘SBO Capacity Review Proposal Q4 2008’, retrieved on June 2010

Jack Winnick, ‘Chemical Engineering Thermodynamics’, 1997.

Binay K. Dutta, ‘Heat Transfer: Principles and Applications’, 2006.

William Sanborn Pfeiffer, ‘Technical Communication: A Practical Approach (Sixth Edition)’,

2006.

Climate Humidity Table, http://www.tis-gdv.de/tis_e/misc/klima.htm>, retrieved on Feb 2010

47


APPENDIXES

48


APPENDIX A:

SBO FIELDS’ LAYOUT

49


APPENDIX B:

WELL TEST PROCESS FLOW

50


APPENDIX C:

WELL TEST RESULT

51


APPENDIX D:

DEFERMENT CODING TABLE

52


APPENDIX E:

SPREADSHEET FOR GAS BALANCING IN

TEMBUNGO

53


APPENDIX F:

SCORECARD

54


APPENDIX G:

SABAH GAST TERMINAL (SBGAST) PROCESS

FLOW DIAGRAM (PFD)

55


APPENDIX F:

CLIMATE HUMIDITY TABLE

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Final Report Internship

Documents

Transcript of Final Report Internship