After the planning phase, the next step is implementation, the “do” part. The objective with this second step in the wheel of continuous improvement is to initiate and implement the plans created in step 1.

Related to energy management, the implementation phase includes the following themes:

• Competence, training and awareness
• Internal and external communication
• Reporting
• Operational control to save energy
• Field development
• Procurement
• Project support
• Energy and climate accounting
• Opportunity

• 1

  PLAN

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• 2

  DO

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• 3

  CHECK

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• 4

  ACT

Energy management is a daily activity. If the system was setup with this in mind, the use of energy will be managed in the same way as production, quality, health, environment, and safety. This means that the performance shall be followed-up on a daily basis, and actions must be initiated in relation to potential deviations, e.g. an increasing energy use.

Main principles for a successful implementation phase
Build-upon what already exist, without losing creativity and new approaches on the road Develop good tools to measure and communicate progress Communicate what is being done, what is needed and what the results will be Use the achieved improvements in energy efficiency to motivate all to participate

Energy efficient operation requires a change in operating philosophy and practice. A group work carried out during the industry project examined this topic mapped against need for ideas, areas that may be considered, systematics and review. These are illustrated below:

Good ideas

Establish an energy team/arena for energy management Ensure good communication and interaction onshore / offshore, as well as discipline leads for process, operations, production, reservoir, auto. / electro. / mech. Consider cooperation between multiple fields / licenses Suggestion Box - a system for receiving ideas, this should be integrated with established systems Eg. SAP with modifications – header(heading) efficiency System for registration of incidents Good suggestions can be financially rewarded Recruitment provides new thinking Changing attitudes: process optimization also involves better use of energy Challenge the necessity of redundancy and comfort zone, improve willingness and understanding of the potential increased risk of shutdown There are no stupid ideas

Areas
Redundant equipment Look at the capacity / needs Optimise at a system level, avoid sub-optimization Standard operation procedures (SOPs) for most optimal shutdown and startup Good maintenance program: Turbine wash based on performance Condition monitoring / systematisation Prediction of operational failures Startup of cyclic wells Logistics: sailing together, pooling, speed, hull lubrication

Systematics and review

Incoming suggestions must be delegated to the energy group, one person responsible per week Review the suggestions on daily / weekly operational meetings Use systematics according to ISO 50001 Establish / use good tools for energy efficient operations Awareness is the first step Explain why carrying out measures Success stories help motivation Conversion into costs / savings and awareness Quantify & visualize Valued by management up to managing director or CEO