When Serica Energy acquired the Bruce, Keith and Rhum assets in 2018, Sword was engaged to build the IT services they needed as a new North Sea operator. Andrew James led the IT transition team and subsequently took on the role of Serica’s Information Services Manager, responsible for Sword’s small but perfectly formed managed services team. In this article, Andrew explains what’s happened since 2018, as Serica enters its third year as operator of BKR, and how Sword is helping the company on its digital journey.
During Serica’s acquisition of Bruce, Keith and Rhum, IT services were built in readiness for cutover with the focus on satisfying essential business needs. It was important that core services and business systems were available on “Day 1” to support key business functions and ensure operational continuity. The principle of “Transition Now, Transformation Later” was observed during this phase.
With core IT systems in place following cutover, we entered a stabilisation phase when we made sure everything was working correctly, applied small fixes and enhancements, and introduced some new systems to improve ways of working. A lot of this work was opportunistic or reactive, based on short term or tactical business needs.
As we approach the end of the second year of IT operations, we are entering a more strategic, transformative phase when we will make more structural changes to how the company maximises value from digital solutions. In doing so, we have two main aims:
To take us forward, our digital strategy and roadmap will define improvements to be made on a rolling 3-year basis. Recognising that a digital programme is not just about introducing new IT systems, this will embrace four elements:
Digital is all about bringing these different elements together, working out how to use information, applications and technology to enhance business processes and achieve better performance. To do this consistently across the organisation and make sure we don’t miss opportunities, it will be important for all of Serica’s business teams to be involved to some extent. With this in mind, we have formed a Digital Steering Group including representatives from the IT function and all business disciplines.
The steps we have taken to date have allowed us to frame opportunities, explore benefits, agree our priorities, and deliver some quick wins. First, we recognised that the data which is available in many systems can provide a good insight into business performance and help us to identify improvement opportunities. We kicked off a project with three aims:
As the data hub evolves, we will extend this to enable more advanced analytics capabilities. It has already proven extremely valuable, and our dashboards based on Power BI are used by business teams on a daily basis.
Another theme we are pursuing is to put mobile technology into the hands of mobile workers, allowing them to access the information and digital tools they need without being tied to the office. We’re beginning with a new tool to improve how we perform inspections of electrical equipment offshore – an important and resource-intensive activity – and we will move onto other uses cases in due course where we see opportunity to add value or work more efficiently, streamlining how we work across many areas through better collaboration and more direct access to tools and data.
Since data is so fundamental to digital solutions, we are also focusing on making sure enterprise data is well managed, with strong data governance controls defining where master data resides, how it is updated, how it is used, and how it can be accessed. This will allow us to integrate key systems to a much greater extent – maintaining data quality and consistency across business “silos” – and develop digital workflows which are driven by processes and data. An early priority has been improving our engineering data warehouse, allowing us to feed trustworthy data from there to other systems used for transactional business activities.
Although it is still early days, we have already seen potential benefits of enterprise data governance with our adoption of GDi Vision, an asset visualisation solution. The core product allows us to perform virtual walkthroughs of the offshore asset based on geospatial and photographic data. We are now looking at augmenting this with data from our engineering and maintenance systems, allowing engineers to plan work based on a digital twin, reducing the need for costly and time-consuming offshore surveys.
There are many exciting ideas and demands across the business, and our digital strategy and roadmap will help us to make sure we focus on the right opportunities, working hand-in-hand with business colleagues. Digital solutions will play an important role in Serica’s future, enabling the company to safely reduce operating costs and generate value by innovating, and we are looking forward to helping to deliver those solutions.
To learn more about the original asset transition project, read the full Serica case study and for more on the considerations of IT and IM, Operations and Finance and Board on Asset Transition, please follow the links.