As a part of Shell’s Smart Fields programme, Collaborative Work Environments have been implemented in many locations around the world. Success in initial Collaborative Work Environments (CWEs) triggered a global wave of implementations in most of Shell’s major assets, driven by the global production leadership and facilitated by a global team. In addition, Shell took steps to ensure that new fields have a CWE in place at production start-up. The CWEs focus on better communication and decision making in production operations and field management. This has brought improved cooperation between field and office, faster response to occurrences and predicted events, more coordinated execution of activities in the field and ultimately, higher field production. Business benefits are measured for example in reduced “deferment” or production loss, faster response time to restore wells that quit production and longer mean time between failure in ESPs. Staff efficiency and staff morale have improved, with increased feeling of operating as one team, with one set of goals, one shared set of data and one set of metrics to track and measure performance. People focus has been the cornerstone. Embedding the changes and ensuring that they would be sustained beyond the implementation project was a key focus. Global and local support structures were put in place, covering technical and business aspects. The processes, the technology and the room layouts have been gradually standardised, thereby reducing the cost of deployment and maintenance. In the paper, we will show: • An overview of Shell’s Collaborative Work Environments • Benefits obtained, tangible and intangible • People focused activities to embed new ways of working • Ways to sustain the solutions and the benefits • Lessons learned
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