Necessity driving invention
The need for solutions to challenges encountered by the oil and gas industry is driving the next round of inventions.
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Work smarter not harder
Working harder does not necessarily get the job done more efficiently. Working smarter however, could mean more for less. With energy at a premium, new technology and sometimes the good old-fashioned application of existing technology could make a difference, says Ian McInnes.
Making the smart grid smarter
The recent change in the issue of smart metering data and communications tenders by the UK’s Department of Energy and Climate Change has led to significant concerns in the market.
Mirrors but very little smoke
Ian McInnes looks at some of the latest innovations that may bring some solutions to the world’s energy issues.
Meeting unconventional challenges
Unconventional sources of fossil energy demand unconventional solutions to extract and process them. Ian McInnes looks at some of the latest innovations in the sector.
Spreading too thin – spotlight on staff
As oil and gas goes increasingly offshore, the industry needs increasingly highly-skilled staff not only in the present, but also in the future. And future staff needs its training now, regardless of the state of the wider economic climate.
Out-of-the-box thinking combines for oil and gas solutions
The oil and gas industries provide many challenges for out-of-the-box thinking. Ian McInnes considers a small selection.
Sunshine for enhanced oil recovery
Petroleum Development Oman embarks on a more environmentally-friendly approach to enhanced oil recovery as it contracts GlassPoint Solar to build the first solar EOR pilot in the Gulf region.
Building better batteries
With electric vehicles gaining importance in the daily commute or further-afield business travel, energy storage technology, particularly in the shape of batteries, advances.
Achieving contract transparency and cost control
Managing turnarounds, shutdowns and outages is often like trying to hit a moving target. Despite all the upfront planning and scheduling that occurs, it is nearly impossible to foresee the circumstances that will affect the outcome of a turnaround. The best “leading indicator” is daily reporting by contractors of hours and progress. All too often …
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