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Who we are

Company history Company values Key personnel Occasional Personnel Careers

What we do

Acquisition & Divestment Accelerated Conceptual Engineering Lean Project Management Production Operations Excellence Life Extension & Decommissioning Marginal Asset Collaboration Other

What we've done

Track record Global experience
Development Delivery Process.
Development Delivery Process

ADIL’s Development Delivery Process (DDP) is a gated control process for oil and gas developments and projects.

It is based on a five stage process:

  • Appraise
  • Select
  • Define
  • Execute
  • Operate

The DDP promotes integration and parallel progression in maturing developments and projects and facilitates a robust and fully inclusive decision making process designed to mitigate risk through measured and assured technical and commercial definition.

Each stage prior to sanction formally commences with a Work Programme and Budget (WP&B) and ends with a Decision Support Package (DSP) which assimilates the results of the work programme.

For further information please contact us
Transition management.
Transition management

ADIL recognises the challenges faced when transitioning ownership of an oil and gas asset. We understand that new owners will need processes and resources once the acquisition has been made.

ADIL has extensive experience in managing this transition and can provide proven processes and experienced people.

Our people have deep operations experience and an excellent understanding of oilfield operations.

Our offering is flexible and is easily adapted to suit the needs of our clients. Specific services we provide include:

  • Review previously carried out due diligence to identify areas that require more detail
  • Risk management (technical, commercial and operational discipline)
  • Operational readiness reviews
  • Transfer of asset documentation
  • Transfer of asset supply contracts
  • Engineering
  • Maintenance
  • Integrity
  • Transfer of other commercial contracts
  • Transition of well operations
  • Cultural change management (if required)
For further information please contact us
Opportunity framing.
Opportunity framing

Opportunity framing is a powerful, tried and tested methodology used within many industries to progress business opportunities efficiently.

In simple terms the technique addresses three fundamental questions:

  • Where are we now?
  • Where do we want to be?
  • How will we get there?

Our experience means that we listen to a client’s needs and then design an event that is tailored for them, honouring their in-house methodologies when required.

We will suggest the best elements from an extensive range of experiences to make sure that the client’s opportunity framing event is a success.

  • Alignment and clarity amongst the technical team, the stakeholders and the decision-makers on what the opportunity actually is
  • Understanding of the resources and timescale necessary to address the opportunity
  • Providing a transparent structure for team, management and co-venturer communication/understanding/opportunity progression
  • Identifying the value drivers, critical success factors, risks and opportunities that are critical to managing opportunity success
  • Creating a decision-driven team and associated plan to prepare for opportunity success
  • Providing a transparent structure for team, management and co-venturer communication/understanding/opportunity progression
For further information please contact us
Other.
Other Services

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Our Other Processes
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For further information please contact us
MAC.
Marginal Asset Collaboration

MAC is an ADIL methodology to align licence operators in a geographic area to collaboratively maximise value for all the participants in that area.

MAC focuses on the challenges that asset owners may face when trying to bring their assets on stream or maximise returns from mature assets. By providing a safe and secure method for aligning different companies’ priorities it optimises value for all owners in an area.

Access to infrastructure

Access to appropriate infrastructure remains a key issue:

  • where suitable infrastructure is not available, individual fields tend not to be big enough to support their own infrastructure
  • as there are areas where no infrastructure exists
  • where infrastructure is in place it is still not easy to develop a viable economic case

Fragmentation

The traditional view of one operator owning a number of assets within an area may no longer true. The current view is of ownership being much more spread out amongst a number of different companies. This leads to challenges in aligning the objectives and drivers of each individual company.


Misalignment of priorities

An example would see Company A as infrastructure owners and Company B desiring a process and transportation service for a new field. It is very difficult to have alignment of Company A and B, through no fault of either company. Each have their own objectives and drives that are, understandably, their priority. However, this lack of alignment means that remaining reserves cannot be produced.

Our MAC Process
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The MAC methodology that ADIL implement will optimise value for all the owners in an area. The methodology is built on simplicity, promoted alignment and common interest. It combines technical and commercial expertise with innovative thinking to deliver a solution that maximises value for all parties.

A simple and secure methodology to maximise owners’ value:

  • Risk free sharing of confidential data
  • Unfettered assessment of data and information
  • Addresses technical and commercial aspects
  • Delivers an optimised, costed, off-take solution
  • A fair, transparent and equitable commercial framework
For further information please contact us
LED.
Life Extension & Decommisioning

The traditional approach to late life asset management is to reduce costs by reducing maintenance and stopping other activities, with cessation of production (COP) declared when the facility is no longer producing enough income to cover its costs. The wells are plugged and abandoned (P&A) and the facilities are removed.

Each phase is usually managed by a different team within an operator and there is usually a gap of several months, or even years, between each activity. For each day the facility is there, the operator will incur costs.

ADIL’s view is that an alternative approach can be taken. While there are a number of steps to this, the key elements are:

  • Find ways to reduce the costs
  • Engage the offshore team in the cost savings
  • Simplify the process scheme to reduce maintenance
  • Invest to increase production efficiency
  • Identify if wells have the potential for production-enhancing work
  • Prepare wells for decommissioning
  • Start the P&A work while production is ongoing
Our LED Process
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If some wells are plugged and abandoned while the installation is still operating, then the overall duration between COP and final removal of facilities can be significantly reduced. The gap between COP and the start of the P&A programme is eliminated and the duration of the P&A programme post-COP is reduced. The number of wells left to be plugged and abandoned will be fewer.

With the ADIL approach, the shorter duration between COP and final removal of the facilities, will result in cost savings.

For further information please contact us
POE.
Production Operations Excellence

We provide services to clients, ranging in scope from building an entire operating organisation to smaller, bespoke packages of support. Our experience sets us apart – all our people who work with clients have extensive experience working in the field managing operating assets.

We recognise that there is no ‘silver bullet’ when looking to improve the performance of an asset. We instead appreciate that performance is improved through marginal gains, where each action taken will help to improve asset performance. We work with a client to identify and agree the actions that are right for them.

We work with clients to understand the issue; we don’t prescribe a solution before we fully understand this. We provide pragmatic solutions that are tailored to each individual client’s requirements.

We then work with the client to resolve the issue and deliver and implement change – we believe it’s important that the client has ownership of the solution so that it can effectively be taken forward when we leave.

Our POE Process
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Our experience sets us apart – we have extensive experience of working in the field, we understand the environment, the mindset and good operating practices.

Our experience of working in the field means we understand client challenges, and the importance of effectively managing cost efficiency, recovery, production efficiency and decommissioning liabilities.

We provide an independent view to clients and focus on people – changing their mindset and improving the way things are done.

We will work the operating model. We focus on:

  • Processes - How it works
  • Structure - What it looks like
  • Delivery - How is it executed

For further information please contact us
LPM.
Lean Project Management

Our Lean Project Management (LPM) approach differs greatly from traditional oil and gas industry project management, which often leads to projects escalating in cost and not being delivered to schedule (64% of mega projects have cost overruns, 73% have schedule delays; average cost overruns are 59% above the initial estimate (Spotlight on oil and gas megaprojects, EY))

We operate with lean teams who are empowered to deliver and clearly understand their objectives. We focus on risk and the actions required to mitigate this. Our cost model incentivises for early or on time delivery and is not man-hour based. This means that we deliver the client’s project on time and on budget.

Our LPM methodology in numbers

  • Industry average cost of a project management team is around 15% - the cost of our LPM teams is around 8%
  • Utilising our LPM approach has seen the break even cost for a project reduced from $60 a barrel to $30 a barrel

In the last five years, less than 25% of oil and gas projects have been delivered on time; averaging 10 months delay and around 35% over budget (Lessons learned from UKCS Oil and Gas Projects, 2011-2016, Oil and Gas Authority)

We share the risk of project delivery with our client’s and enter in agreements where we are incentivised to deliver the project under budget and ahead of schedule. If the project is not delivered on time then we lose out. We spend time up front with our clients to understand project risks and mission. We then provide a lean, multi-disciplined team formed with a focus on mitigating these risks. This team can be all ADIL or a mix of ADIL and client personnel.

With our approach, the client goal becomes the ADIL goal and we are driven to achieve that.

Our LPM Process
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We add value to our clients by utilising LPM to deliver projects on or ahead of schedule, within or under budget, while maintaining quality at all times. By their very nature, our lean teams can do more for less - we need less people and for lower costs we can deliver more for clients.

We have a track record of delivering this model for clients and our confidence in this method means that we are happy to enter into ‘risk and reward’ commercial arrangements with clients.

For further information please contact us
ACE.
Accelerated Conceptual Engineering

Conceptual engineering is not something that the oil and gas industry traditionally does well. The traditional ‘waterfall approach’ where tasks are undertaken sequentially does not allow for iteration and is not easily adapted.

The industry also sees different disciplines working in silos, with poor interaction and integration with each other. This leads to an elongated conceptual engineering phase resulting in moving into subsequent design phases with conceptual engineering incomplete leading to cost and schedule overruns.

We understand the challenges this brings; our ACE process provides a solution. We work with clients to understand their drivers and test concepts against those in a comprehensive manner against client objectives.

Accelerated conceptual engineering (ACE) is our process for quick, cost effective technical and economic evaluation to assist with upstream development decision making. The key to ACE is experienced people working to an integrated process with world class tools. Our project and discipline engineers have operator knowledge and experience covering a wide range of global projects.

The process delivers robust outcomes quickly, saving many hours or weeks compared with traditional methods. Data is presented in a clear and concise manner, supporting decisions to move to the next stage, recycle, cancel, defer or sell.

The facilities definition and cost estimates are delivered as part of the process are engineering-based. This means that our clients move through the stage approval gates with fewer decisions outstanding and increased confidence in comparison to traditional assumption-based cost estimates.

Our ACE Process
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  • We save clients money – we helped a client achieve $500m realised savings on one project
  • We save clients time – and can deliver much more in a given timeframe –we delivered over 30 concepts in three months for a client
  • We give clients confidence – we reduce uncertainty before moving into the next phase, meaning you move into detailed engineering phases with as few unanswered questions as possible
  • We deliver innovative solutions – we find different ways to develop fields, new ways to unlock value and make marginal fields viable
For further information please contact us
A&D.
Acquisition & Divestment

For organisations looking to acquire assets we provide support before, during and after an acquisition, using our experience and expertise to integrate across all disciplines. For clients looking to divest we work with them to maximise the value of their assets in the current marketplace. We undertake different scales of work – from a ‘shallow-dive’ or fast-track review, to a ‘deep-dive’ review looking at all aspects of the asset – tailoring this to the client’s objectives and timescales.

In simple terms we:

• Ensure the client’s acquisition or divestment opportunity passes the red flag test

• Look for improvement opportunities to deliver value for the client

• Avoid conservatism – we provide our client with what they need to make an informed decision

Every project we undertake will have a core team of ex-oil company personnel; they understand how oil companies work and think, and what is needed to make key investment decisions. Underpinning this expertise is our proven process for providing clients with the confidence they need to make an informed decision.

  • Responsiveness and speed of mobility – we appreciate the need to be responsive and efficient as time available is often limited; we can have a team mobilised within a day and a report delivered within two weeks
  • Our track record – we have carried out due diligence on over 3,500 wells, 200 developments and 150 installations; these have covered assets across six continents and 30 countries
  • Experience and expertise – we have the deep commercial and technical understanding required to deliver robust and relevant reviews and reports; regardless of the type of assets involved or the geographical area, we have people with direct, relevant expertise
  • Assurance and confidence – we have an extensive track record of providing our clients with the a robust and rapid assessment, giving them the assurance and confidence they need to make the right decision
  • Access to worldwide benchmarking and analogue information - this comprises our own, in-house datasets that have been developed over a number of years; and worldwide company market intelligence

Our A&D Process
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Credibility and confidence

We take an independent view, while putting ourselves in the clients’ position to deliver the best possible service. We do not focus on selling our services to the client for the next phase.


Experience of an ex oil company team

Our people have worked extensively in the field; they understand the industry, different geographies, assets and how things work.


Conceptual challenge

We integrate all the different disciplines to take a holistic view of an acquisition or divestment opportunity. This gives us a complete picture of the asset and ensures we can challenge the traditional view.


Quantify the risks

Our experience means that we can identify and understand the risks associated with an acquisition, and advise our client appropriately. We will make the client aware of those ‘red flags’ in detail as early as possible.


Identify upsides and opportunities

We look for the upsides as well as the downsides – we identify ‘green flags’ and things that will benefit the client, not only the risks.


Responsive and rapid turnaround

We are incredibly responsive and always ensure we can support clients in a timely fashion. We recognise that in many cases the support our client need from us is time sensitive and we have the teams in place that can respond quickly at any time.


Direct presentation to investors

We have strong experience of presenting feedback straight to investors – and answering the questions that come with this. We are comfortable doing this whenever our client requires it.

For further information please contact us