Deepwater Energy Conference (DEC)2018 was held in Haikou, China. This event featured a dynamic group of speakers who discussed how deepwater technologies unlock new resources and develop in different ways. For additional details see: http://www.decchina.cn/en

1. Haikou, China
7-8 November, 2018
where the world meets the C-
suite from Chinese oil and gas

2. Deepwater Energy Conference: where the world meets the C-suite
from Chinese oil and gas
Deepwater Energy Conference (DEC) is hosted by China National Offshore Oil
Corporation (CNOOC), the Chinese Academy of Engineering (CAE) and the People's
Government of Hainan Province, with support from the Ministry of Land and Resources
P.R.C, the National Energy Administration P.R.C and the State Oceanic Administration
P.R.C.
DEC aims at providing a global platform for researchers, experts, engineers,
academics and professionals from all over the world to exchange and share knowledge
through profound discussions and recent research findings, and promoting
international and multi-disciplinary cooperation in the field of deepwater energy.
This conference has become the most significant annual gathering where the world
meets top decision makers and key influencers from Chinese oil and gas industry. Our
supporting partners include CNPC, SINOPEC, CSSC, CSIC, COOEC and many other
organizations.

3. DEC2018: Plenary Session Highligts
Deepwater Exploration and Development Past, Present and Future
Zhu changlong, Shell China Exploration & Production Co. Ltd.
Energy Transition Outlook 2018: A Global & Regional Forcast to 2050
Wolfgang Wu, DNV GL Oil & Gas
Advancing Execution of Deepwater Projects
Andy Ralph, Fluor Corporation
Digitalization innovations for Oil & Gas in the Norwegian Continental Shelf
Lars-Erik Svabø, Kongsberg
Scottland is a Land of Energy Opportunity
Ian Ross, Scottish Development International

4. Copyright of SCEPCoCopyright of SCEPCo
Deepwater Exploration and Development
Past, Present and Future
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.
Zhu changlong
General Manager of International
Business Development of Shell China
Exploration & Production Co. Ltd.

5. Copyright of SCEPCo
Definitions & cautionary note 定义和重要提示
Reserves: Our use of the term “reserves” in this presentation means SEC proved oil and gas reserves.
Resources: Our use of the term “resources” in this presentation includes quantities of oil and gas not yet classified as SEC proved oil and gas reserves. Resources are consistent with the Society of Petroleum Engineers (SPE) 2P + 2C definitions.
Discovered and prospective resources: Our use of the term “discovered and prospective resources” are consistent with SPE 2P + 2C + 2U definitions.
Organic: Our use of the term Organic includes SEC proved oil and gas reserves excluding changes resulting from acquisitions, divestments and yearaverage pricing impact.
Shales: Our use of the term ‘shales’ refers to tight, shale and coal bed methane oil and gas acreage.
Underlying operating cost is defined as operating cost less identified items. A reconciliation can be found in the quarterly results announcement.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its
subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell
subsidiaries” and “Shell companies” as used in this presentation refer to companies over which Royal Dutch Shell plc either directly or indirectly has control. Entities and unincorporated arrangements over which Shell has joint control are generally referred to as “joint ventures”
and “joint operations” respectively. Entities over which Shell has significant influence but neither control nor joint control are referred to as “associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a
venture, partnership or company, after exclusion of all thirdparty interest.
This presentation contains forwardlooking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forwardlooking statements. Forwardlooking
statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or
implied in these statements. Forwardlooking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and
assumptions. These forwardlooking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and
phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forwardlooking statements included in this presentation, including (without limitation): (a) price
fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the
identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory
developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities,
delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. No assurance is provided that future dividend payments will match or exceed previous dividend payments. All forwardlooking
statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forwardlooking statements. Additional risk factors that may affect future results
are contained in Royal Dutch Shell’s Form 20F for the year ended December 31, 2016 (available at www.shell.com/investor and www.sec.gov). These risk factors also expressly qualify all forwardlooking statements contained in this presentation and should be considered by the reader. Each forward
looking statement speaks only as of the date of this presentation, Neither Royal Dutch Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forwardlooking statement as a result of new information, future events or other information. In
light of these risks, results could differ materially from those stated, implied or inferred from the forwardlooking statements contained in this presentation.
We may have used certain terms, such as resources, in this presentation that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. U.S. investors are urged to consider closely the disclosure in our Form 20F, File No 132575,
available on the SEC website www.sec.gov. You can also obtain this form from the SEC by calling 1SEC
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

6. Copyright of SCEPCo
Global perspective
Pushing Frontiers in Deepwater 不断向前沿推进的深水事业
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

7. Copyright of SCEPCo
Global perspective
Deepwater Technology Focus Areas 深水技术关注的领域
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

8. Copyright of SCEPCo
Global perspective
Heritage and Outlook 辉煌的历史更好的未来
Strong history - strong future
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

9. Copyright of SCEPCo
Technology & innovation
Example 1: Deepwater Riser Technology 深水立管技术
Shell Deepwater riser technology advancement
Deepwater
PROJECTS
Stones (9500 ft water depth), 2016
BC10 (5900 ft), 2007/2008
Perdido (8200 ft), 2008
Bonga, 2005
Nakika (6300 ft), 2003
Brutus, 2001
Europa, 2000
Laminaria, 1999
Macaroni, 1999
Ursa, 1998
Anasuria, 1996
Mars A, 1996
Auger, 1993
World 1st steel lazywave riser
st TTR w/Caisson ESP, Deepest riser
World 1st clad SCR; 1st for spread
moored FPSO
st reeled SCR/PIP
World 1st “Combo”
drilling/production riser
With Europa, Shell operates 12 of 15
SCRs in the world
World 1st high temperature sour
service flexible riser
World 1st carbonsteel dynamic
umbilical
World deepest steel catenary
risers
Establish vendor competition
for flexible risers
World 1st
metal dynamic umbilical
World 1st Steel Catenery Riser
World 1st Titanium SCR stress
joint
World 1st high pressure
drilling riser
World 1st low toptension
production riser
World 1st highpressure SCR
flexjoint
Toptensioned riser connector
& weld technology
R&D
Continue R&D in
riser technology
BAR/CFSR; in service
inspection disconnectable
Reeled pipe fatigue qualification
Single pipe electrical heating
Electrical heating
World 1st riser collision
testing
Integrated riser software
suite
Fullscale riser component
testing
Deepwater JIPs Flexible
World 1st riser spacing
prediction
World 1st riserseabed model
Cuttingedge VIV
research & testing
Technologyenablesascent
Region
America;
Brazil; West Afri
ca Asia
Host:
TLP; Semi; FPSO;
Spar
Water Depth:
up to 9500 ft
©2018 Shell Global Solutions International B.V. All rights reserved.

10. Copyright of SCEPCo
Technology & innovation
Example 2: HPHT Subsea Pumping Systems 深水高温高压海底泵送系统
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

11. Copyright of SCEPCoCopyright of Shell Exploration & Production Company
Example 3: Digitalization in Deepwater 数字化在深水
CONFIDENTIALDeepwater©2018 Shell Global Solutions International B.V. All rights reserved.
Technology & innovation

12. Copyright of SCEPCo
Global perspective
Shell Deepwater Business 壳牌的深水业务
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

13. Copyright of SCEPCo Deepwater
©2018 Shell Global Solutions International B.V. All rights reserved.

14. Copyright of SCEPCo
Appomattox Overall Development
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

15. Copyright of SCEPCo
Global perspective
Key Messages 结束语
Externalizations & collaboration
 Deepwater will continues to be a vital part of our business
 But change is neededa mindset shift. Industry must
work together to realise gains. Keys to success are:
 Driving continuous innovation to bring cost down
 Building on others: collaborate with external companies
to develop and mature technologies
 Apply and exchange knowledge with our partners
to achieve winwin collaboration
Standardization & replication
 Perdido, Gulf of Mexico & Parque das Conchas, Brazil
 Malikai, Malaysia
 Fourcolumn hosts, Gulf of Mexico
 Subsea trees, Gulf of Mexico
Deepwater©2018 Shell Global Solutions International B.V. All rights reserved.

16. Copyright of SCEPCo

17. Copyright of SCEPCo SAFER, SMARTER, GREENERDNV
Wolfgang Wu
DNV GL Oil & Gas

18. Copyright of SCEPCo

19. Copyright of SCEPCo 19
AN EQUAL SPLIT BY 2050

20. Copyright of SCEPCo
ENERG Y DEMAND PEAKING IN 2035

21. Copyright of SCEPCo 21
WORLD PRIMARY ENERGY SUPPLY BY SOURCE

22. Copyright of SCEPCo 22
FORECAST FOSSIL ENERGY USE

23. Copyright of SCEPCo 23
WORLD NATURAL GAS PRODUCTION BY FIELD TYPE

24. Copyright of SCEPCo 24
LNG LIQUEFACTION
CAPACITY BY REGION
LNG REGASIFICATION
CAPACITY BY REGION

25. Copyright of SCEPCo 25
CAPITAL EXPENDITURE SHIFTS

26. Copyright of SCEPCo 26
EMISSIONS TO 2050
972
gigatonnes
CO2
810
gigatonnes
CO2

27. Copyright of SCEPCo

28. Copyright of SCEPCo
GREATER CHINA - REGIONAL CHARACTERISTICS
China is a frontrunner in the energy transition
The government is actively steering the transition, with
strategies for green development
F ive-year plans direct and set the speed and scale of the
energy transition, stipulating targets for efficiency, peak
emissions and non-fossil shares (i.e. 15% of primary energy
use by 2020)
Overarching ambition: securing supply while curbing
environmental degradation
Strategically combining energy, climate, and industrial policy
objectives
Spearheading electrification of transport, with fast growing
domestic market, and leading position in vehicle manufacturing
Switching from coal to gas is key to curb air pollution

29. Copyright of SCEPCo
FINAL ENERGY DEMAND
Table entries may not add up due to rounding.
Sector
Transport
Buildings
Manufacturing
Nonenergy
Other
Total

30. Copyright of SCEPCo
FINAL ENERGY DEMAND MIX
Table entries may not add up due to rounding.
Energy carrier
Offgrid PV
Solar thermal
Electricity
Direct heat
Hydrogen
Biomass
Geothermal
Natural gas
Oil
Coal
Total

31. Copyright of SCEPCo
PRIMARY ENERGY CONSUMPTION
Table entries may not add up due to rounding.
Energy Source
Wind
Solar PV
Solar thermal
Hydropower
Biomass
Geothermal
Nuclear fuels
Natural gas
Oil
Coal
Total

32. Copyright of SCEPCo
COAL PRODUCTION AND CONSUMPTION
Production 3,410 2,903
Hard coal 3,410 2,903
Brown coal
Consumption 3,988 3,263
Regional production and consumption in Mt/yr

33. Copyright of SCEPCo
OIL PRODUCTION AND CONSUMPTION
Production
Conv. onshore
Unconv. onshore
Offshore
Consumption
Regional production and consumption in Mb/d

34. Copyright of SCEPCo
GAS PRODUCTION AND CONSUMPTION
Regional production and consumption in Gm³/yr
Production
Conv. onshore
Unconv. onshore
Offshore
Consumption

35. Copyright of SCEPCo
GREATER CHINA– LNG TERMINALS

36. Copyright of SCEPCo
DECARBONIZATION OF THE ECONOMY

37. Copyright of SCEPCo 37
SU ITE OF PU BLICATIONS
AVAILABLE AT: ETO.DNVGL.COM
LNG 与能源转型
快速变迁的能源格局中的增长机遇
在线研讨会

38. Copyright of SCEPCo
SAFER, SMARTER, GREENER
www.dnvgl.com
The trademarks DNV GL®, DNV®, the Horizon Graphic and Det Norske Veritas®
are the properties of companies in the Det Norske Veritas group. All rights reserved.
Thank you!
Wolfgang Wu
Yi.u@dnvgl.com

39. © 2018 Fluor. All Rights Reserved.
Fluor is a registered service mark of Fluor Corporation.
Thursday, November 8, 2018
Advancing Execution of
Deepwater Projects

40. HO20180601-001
40
Introduction
Chinese fabrication
leading the world
Huge capabilities
Safety and Quality world
class

41. HO20180601-001
41
Fabrication Yard at
High Capacity
Large facilities facilitate
large projects, but….

42. HO20180601-001
42
Problem:
Disjointed Execution
Leads to Deadly Sins of
Offshore Construction
Unnecessary Transport
Materials Inventory
Motion
Waiting
Over-Design
Rework
Defects
Unused Knowledge

43. HO20180601-001
43
Solution:
Lean Modul-Facuring
Integrating
Life-Cycle
Value Chain
Designing
Zero-Based
Striving for
Perfection
Developing
Pull
Establishing
Flow

44. HO20180601-001
44
Step 1:
Integrating the
Life-Cycle Value Chain
Owner
Contractor
Fabricator
Suppliers
Transportation
Installation
Operation

45. HO20180601-001
45
Step 2:
Designing Zero-Based

46. HO20180601-001
46
Step 3:
Establishing Flow
Project Drivers:
Capital Budgeting
Production Targets
Weather Windows
Long Lead Equipment
Key Material Availability
Minimum Durations
Capital Budgeting
Production
Targets
Weather
Windows
Long Lead
Equipment
Key Material
Availability
Minimum
Durations
Project
Drivers

47. HO20180601-001
47
Step 4:
Developing Pull
Execution Sequencing
– Engineering
– Work Packaging
– Integration
– Commissioning

48. HO20180601-001
48
Step 4:
Developing Pull
Material Flow
– Delivery & Storage
– Cutting & Welding
– Paint and Blast
– Assembly

49. HO20180601-001
49
Step 5:
Striving for Perfection
2
Process
Improvements
Data
Collection and
Integration
3
Lessons
Learned
1

50. HO20180601-001
50
Solution:
Lean Module-Facturing
Optimize Schedule
Minimize Life Cycle cost
Increase Reliability
Constant Improvement
Integrating
Life-Cycle
Value Chain
Designing
Zero-Based
Striving for
Perfection
Developing
Pull
Establishing
Flow

51. KONGSBERG PROPRIETARY: This document contains KONGSBERG information which is proprietary and confidential. Any disclosure, copying, distribution or
use is prohibited if not otherwise explicitly agreed with KONGSBERG in writing. Any authorised reproduction in whole or in pa rt, must include this legend.
© 2018 KONGSBERG – All rights reserved.
Lars-Erik Svabø, VP Sales
DEEPWATER ENERGY CONFERENCE
08 NOV 2018
Digitalization innovations for
Oil & Gas in the Norwegian
Continental Shelf
51

52. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
DIGITALIZATION GENERAL TRENDS
page
03
Digital twin
Big data Advanced
analytics
Autonomy
Remote
operations
Digital eco
systems
Robots &
drones
Machine
learning

53. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
The increasing value of analytics
23.07.2019 Page 53
descriptive
reporting
what happened?
what is happening?
business reporting
scorecard
financial results
staff performance
scorecard
diagnostic
discover & explore
why is it happening?
where is the problem?
what are the trends?
agile dashboards
cause and effects
risk analysis
workforce analytics
predictive
forecast
what is likely to happen
next?
predictive modeling
regression analysis
strategy & growth
analysis
customer analytics
prescriptive
anticipate
what should I do?
what is the next best
action?
artificial intelligence
machine learning
simulation
analytical applications
with simulated outcome
question
technique
example
the increasing value of analytics

54. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
Digitalization in Norwegian Continental Shelf
 Equinor: “Improved safety for our employees, produce oil and gas more effectively, lower greenhouse gas emissions, and
improved profitability.”
 Equinor: Establish Digital Centre of Excellence and digital road map
- The goal is to significantly increase our utilization of data, sophisticated analytics and robotics. This will help us improve
safety, reduce our carbon footprint and increase profitability.
 AkerBP: “reduce costs and increase production”
- Prioritize data, utilize data, and share and make available  “Data Liberation”
 “We have drilling data, operational data, subsurface data and supplier data, but we do not interpret them in an integrated
way.”, Equinor
 “Data can be made much more accessible through cloud solutions, allowing us to share data more efficiently“, Equinor
 “Digitalization of our work processes will increase our work efficiency by reducing the time spent on manual and
repetitive tasks. “, Equinor
23.07.2019 Page 54

55. 5
5
30% CAPEX
50% OPEX
Photo credit: Equinor
10% INCREASE IN PRODUCTION
Source: McKinsey

56. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication 56
Digitalization
Digital Twins
Remote
operations
Unmanned
installations
& Autonomy
Integrated
Operation
Center
Data
platforms &
Eco systems
Machine
learning &
Advanced
analytics
Predictive
maintenance

57. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication 57
Digital Twin
-what is it?
• Digital twins in its simplest form visualize assets or
processes
• ..adding data about the asset you have a digital twin for
information and documentation
• ..adding data in real time and high fidelity models you have
a dynamic digital twin for planning, operation and
maintenance
• ..adding machine learning algorithms for increased
efficiency across processes, and testing outcome with the
simulators before adoption in production you have
increased automation
• Close loop with automation system to enable higher level
of autonomy
27%
Choke 1 Choke 2

58. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
Enabled by the Digital Twin Concept
58
Optimize asset lifecycle
from agile plan – design -
commission cycles; through data
driven operations and
maintenance.
asset lifecycle
optimization
Enable operating concepts for
autonomous, unmanned and
remotely operated assets offshore,
onshore, in the air and in space.
autonomous
operations
production
performance
Optimize production and increase
asset/field/farm throughput through
bottleneck identification and
control optimization.
Enabled by Digital Twin Concept

59. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication 59
Digital Twins Key advantages
 Visibility and insight across disciplines and value
chains – improved organizational productivity
 Real time virtual monitoring and work safety
 Predictive diagnostics - early diagnoses of any
developing faults – predicting possible failures
and prevent downtime
 Enable remote operations and autonomy
Photo: Equinor

60. Statoil & KONGSBERG Restricted - Digital Twin for Unmanned Facilities - Feasibility Study

61. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication 61
Integrated Operation Centre (IOC)
Remote operations
1
Asset X
2
Asset X
Asset Y
3
Asset X
Asset Y

62. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
Unmanned installations enabled by increased
automation and machine learning
 Potential fields for unmanned operations are marginal fields
 Cost of manned operation does not support field development
 Examples of fields in NCS selected for unmanned operations:
- Krafla
- Peon
62
Unmanned processing platform
High level of automation and
supported by machine
learning
Remote operation with “one-
button” Start & Stop
Digital Twin supported

63. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
6
3
OPPORTUNITIES FOR
THE FUTURE

64. KONGSBERG PROPRIETARY - See Statement of Proprietary informationWORLD CLASS – Through people, technology and dedication
谢谢
Page 64

65. Ian Ross
Scottish Development International
OPPORTUNITY
IS A LAND OF ENERGY
SCOTLAND
Deepwater Energy Conference Hainan November 2018

66. Who are we and what we do?
• Scottish Enterprise is Scotland's main
economic development agency and a
non-departmental public body of the
Scottish Government.
• We work with partners in the public
and private sectors to identify and
exploit the best opportunities to
deliver a significant, lasting effect on
the Scottish economy.
• SDI is the international arm of
Scottish Enterprise and Scottish
Government. We deliver:
• Inward Investment - soft landing for
setting up in Scotland
• International Collaboration - finding
and matching partners to develop
trade and investment links
• Scottish presence at overseas trade
fairs and exhibitions

67. © BeautifulWorld.com

68. © geology.com

70. £17.6b
expenditure forecast for
North Sea decommissioning
over the period to 2025
5%
increase in
production
forecast for 2018
$5bn
of capital
investment
forecast for 2018
$8bn
of M&A
deals in
2017
10-20bn
barrels of
recoverable
resources remain
43.5bn
barrels of oil
equivalent
recovered
50+ years
experience of oil & gas
exploration and production in the
harsh North Sea environment
GUARANTEES A PRODUCTIVE FUTURE FOR OIL & GAS
AND COMMITMENT TO MAXIMISING NORTH SEA RECOVERY
OUR RICH HERITAGE
Image source: Scottish Enterprise

71. Offshore Oil and Gas in China has synergy with Scotland

72. Offshore Oil and Gas in China has synergy with Scotland

74. UKCS: Maximising Economic Recovery (MER)
Background – (1998-2013)
Reduced oil price
Ageing assets
Maturing fields
High extraction costs
Deep water and small pool recovery
Reduced exploration
The Wood Review 2014
In June 2013 the Secretary of State for Energy and
Climate Change, Edward Davey, asked Sir Ian
Wood to conduct an independently led review of
UKCS oil and gas recovery, specifically looking at
how economic recovery could be maximised. That is
how the UK could ensure that it maximises the
recovery of a potential additional 3-4 billion barrels of
North Sea oil and gas over the next 20 years

76. Marginal Field
Development
(Small pools)

77. Innovation - UKCS

82. Decommissioning in the UKCS

84. Subsea Strategic Relationship Manager
Scottish Enterprise
Gary Soper
OPPORTUNITY
IS A LAND OF ENERGY
SCOTLAND
Deepwater Energy Conference Hainan November 2018

85. Subsea Action Plan
- To continue to position Scotland as
a global leader in subsea
engineering
- Increase investment in innovation
to grow Scotland's market share in
oil and gas and support
opportunities in other sectors
- Develop Scotland's subsea
innovation infrastructure

90. Scotland’s International Competitiveness and Benchmarking in Subsea Engineering

91. Research into ten non-oil and gas subsea sectors, covering
technology synergies and global markets of interest
- Offshore Wind
- Carbon Capture, Utilisation and
Storage
- Nuclear Decommissioning
- Water and Wastewater
- O&G Decommissioning
- Marine Renewable Energy
- Aquaculture
- Defence
- Seabed Mining
- Ocean Science

92. Subsea Engineering Synergies
Project
management,
HSE and HR
Project design Construction
and
commissioning
Monitoring and
sensors
Automation and
robotics
Data analysis Operations and
maintenance
Pipelines and
transportation
Vessels and
offshore operations
Decommissioning
and repowering

93. Global Diversification Opportunities for Subsea Supply Chain
North America Potential:
Offshore wind: 2,058 GW Marine
Renewables: 290+ GW
CCUS storage: >21,200 GtCO2
Mariculture production worth
£811m
Asia and Pacific Potential:
Offshore wind: 1136+ GW
Marine Renewables:
837+ GW
CCUS storage: 2077 GtCO2
Mariculture production worth
£674+m
Europe Potential:
Offshore wind: 1,350 GW
Marine Renewables: 212+ GW
CCUS storage: 161 GtCO2
Mariculture production worth £8bn

95. Scotland’s oil and gas innovators set the pace........
Scotland’s track record in R&D is recognised as
one of the best in the world and the infrastructure
exists to take that work into a new era.
There are a number of organisations and facilities
that make up this infrastructure.
International operators, have located specialist
teams in Scotland to be part of the world-class
R&D community.

96. The value of data……

97. Balmoral Subsea Test Centre

99. BHGE CENTRE OF EXCELLENCE

100. Scotland and China can work together

101. We will assist you in
finding:
•Staff and training
•Investment opportunities
•Financial assistance
•Market research
•Premises
•Academic links
•Business partners
Background
Started in 1981 as a joint venture between:
• Scottish Government
• Scottish Enterprise
• Highlands & Islands Enterprise
Our People
240 staff around the world
• 30 International Offices
• Industry specialists
• Local staff throughout Scotland
Connect to the support you need

102. ENGINEERING HERITAGE
RENOWNED
NATURAL RESOURCES AND
ABUNDANT
IS BLESSED WITH
SCOTLAND
Image source: Senvion
INNOVATION CENTRES
WORLD CLASS
ENERGY SUPPLY CHAIN COMPANIES AND
ENTERPRISING
IS HOME TO
SCOTLAND
Image source: Exceed