Post Type Archives: Case Studies

A national oil company in Malaysia recognised that its upstream technical skill group’s capability development approach had become outdated and misaligned with business needs. The competency assessment and development process was tightly regulated, siloed by discipline, and overly technical—leaving little room for agility or strategic alignment.

The Kinabalu and PM-3 assets were previously operated by a multinational exploration company, which was later acquired by a Spain-based fossil fuel company. Before the acquisition, the company engaged EnergyEdge to formalise and localise its Wells Management System (WMS)—a crucial step toward operational continuity and compliance.

A British university in Malaysia signed an MoU with EnergyEdge to explore innovative learning solutions for its Petroleum Engineering department. The university was particularly interested in how Virtual Reality (VR) could enhance students’ understanding of complex technical concepts and real-world environments.

Enhancing Learning with Virtual Reality A leading Malaysian research university sought innovative ways to enrich its engineering curriculum. With an aim to complement existing programmes and improve visual learning, the university explored Virtual Reality (VR) technology as a learning tool—especially for students in Petroleum, Mechanical, and Geosciences disciplines. EnergyEdge was invited to present and conduct […]

A petroleum operating company in Malaysia responsible for the Kebabangan Cluster fields (130 km offshore Sabah) initiated a major review of its Health, Safety and Environment (HSE) Standard Operating Procedures (SOPs) in 2010. The goal was to improve document clarity, usability, and alignment with local operational needs—while maintaining alignment with international standards.

Digital Learning & Industry Access for a Future-Ready Workforce In July 2017, Brunei’s first polytechnic institution offering Level 5 Diploma programmes signed a Memorandum of Understanding (MoU) with EnergyEdge. The aim: to support students and lecturers with access to global industry networks and digital learning technologies, bridging the gap between academic learning and professional readiness. […]

Suriname’s state-owned oil company, producing approximately 25,000 barrels of oil per day (BOPD), aimed to deliver a cost-effective injector well design that met both functional requirements and international well integrity standards.

An independent Lebanese upstream oil and gas company, operating Blocks 3 & 4 in the Sultanate of Oman, has achieved multiple discoveries and now produces over 28,000 barrels of oil per day (BOPD). With a growing portfolio of producing wells, the company recognised the need for a structured, standards-compliant Well Integrity Management System (WIMS).

A major hydrocarbon exploration company operating the Forties and Beryl Fields in the UK Sector of the North Sea—assets that are over 40 years old, with most wells exceeding 25 years of production—identified the need to strengthen operational understanding of well integrity among offshore personnel.

A standalone business unit of an American hydrocarbon exploration company, operating in the Sultanate of Oman, required a detailed review of its Well Integrity Management Standards (WIMS) to ensure compliance with relevant international and local frameworks. The goal was to align internal procedures with ISO 16530-1, NORSOK D-010, and the Ministry of Oil and Gas (MOG) SUB04-B01-Guidelines-Wells-Well Integrity.

An upstream oil and gas company in Malaysia operates across two major locations in the South China Sea: the Kinabalu field off the coast of Sabah and the PM-3 area between Malaysia and Vietnam.

The Oil and Gas Institute in Oman—a joint venture between Takatuf Oman and Schlumberger Oman—was launched in 2018 to support the training and development needs of Oman’s energy workforce.

With a mission to enhance the value of Omani human capital, the institute set out to strengthen the knowledge, skills, and competencies of young professionals, particularly fresh graduates entering the industry.

A National Oil Company (NOC) in Malaysia sought to consolidate its institutional knowledge and best practices into a comprehensive, practical resource for the development and operation of offshore small fields. These guidelines were intended to support any operating company undertaking small field projects, while aligning with both national and international standards.

The national oil company of Malaysia is exploring and producing oil and gas in Malaysia and internationally. A need was identified to improve capabilities of the oil company’s exploration staff in the area of trap identification and analysis. Closely linked with trap analysis is the understanding of seal efficiency of both top and fault seals.

The Procedures and Guidelines for Upstream Activities (PPGUA) issued by Malaysia’s National Oil Company (NOC) is a foundational reference for all upstream operators in the country. Due to its comprehensive scope, revisions to the PPGUA require significant coordination across both domestic and international operating companies active in Malaysia.

A National Oil Company (NOC) in Malaysia identified critical gaps in the consistency and accuracy of its competency assessment process. These inconsistencies limited the company’s ability to gain a clear understanding of workforce capabilities and to ensure effective talent development.

Establishing a Competency Management Methodology – Indonesia Following the acquisition of a business unit from an international oil company, a National Oil Company (NOC) in Indonesia completed a major corporate transition in January 2018. With the integration finalised, the NOC aimed to develop and implement its own Competency Management System to support long-term capability development. […]

Strengthening Critical Thinking in Oil & Gas Workflows

Across the oil and gas sector, many companies have recognised a growing need for staff to adopt a more integrated, questioning approach to data interpretation. The challenge is not just technical—it’s cultural and organisational.

A privately owned Lebanese upstream oil and gas exploration and production company, having made several discoveries and producing over 28,000 barrels of oil per day (BOPD), identified the need for a structured and standardised Well Integrity Management System (WIMS) to support sustainable operations and regulatory alignment.