Qatargas (QG) OPCO experienced an impressive growth in the last 6 years, starting with QG2 in 2006, and followed by QG 3&4, QG1 first in-fill drilling campaign, and finally QG1 second in-fill drilling campaign in 2012. These projects helped QG OPCO become the biggest LNG producer in the world. The sudden expansion did not allow the Well Engineering and Intervention (WEI) Division to easily assimilate the changes. Even though WEI grew in size (i.e. number of personnel) by recruiting global talent, this accelerated growth demanded a different approach to develop organizational capabilities (resources and processes) to operate the new well count. In 2012, WEI embarked on multiple initiatives to transition from a Project-oriented to an Operations-focused organization. The first initiative was related to the need for one overarching Well Integrity Management System since different criteria and procedures were utilized in each of the ventures. The second initiative addressed the need for a Well Control and Blowout Prevention Manual and Contingency Plan to prevent and mitigate well control situations in scenarios where Jack Up availability and Drilling organizations were limited (drilling organizations set up to expand QG OPCO were reallocated, downsized or dismantled). In addition, a new WEI structure was required in order to gain efficiencies, align personnel with business needs, and sustain or develop capabilities in the workforce. This paper discussed the journey of WEI in pursuing organizational capabilities in order to meet ever-demanding global energy challenges and QG OPCO vision – to be the world’s premier LNG Company.


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