The Symra field on the Utsira High in the North Sea has presented some of the greatest drilling challenges for Aker BP in recent years. Even so, the team has succeeded in delivering safe, producing wells in a reservoir that is notably complex to manage.

«The Zechstein carbonate at Symra remains one of the most challenging formations we drill in. Large cavities and many faults mean we experience significant losses when we encounter them», says Jan Roger Berg, VP Drilling & Wells, Eiga and Ula.

A different reservoir
«Symra is a carbonate reservoir in the Zechstein formation. Carbonate reservoirs differ from the more familiar sandstone reservoirs by being significantly more unpredictable. Oil is found here in the rock, fractures, cavities, and dissolved channels», explains carbonate geologist Niels Rameil.

«This reservoir almost resembles something you see in cartoons, with very high porosity and open cavities, which provides good production properties for oil», says Magnus Holm-Gjerde, VP Project Execution Eiga asset.

Significant losses during drilling
It was precisely these cavities that made drilling at Symra particularly challenging. When the drill encountered open fractures and channels, large amounts of drilling fluid disappeared straight into the formation.

«We experienced periods with significant fluid losses. In such situations, we have to stop work, pull back to the last casing shoe, and pump in SentinelCem, a cement used in wells to seal leaks. The cement finds its way to the leakage points and sets quickly, so that losses are reduced. Before we can continue drilling, we have to wait until the cement has set, and this must be repeated for every new loss zone we encounter, says Berg. As the number of loss zones increases and we pass them, it becomes increasingly challenging to maintain well control», says Berg.

This led to regular assessments throughout the process and a drilling operation that required close collaboration across disciplines. Here, the use of the Control Mud Level (CML) system to reduce hydrostatic pressure against the loss zone, as well as Wired Drill Pipe, drill pipe with built-in cables for real-time data transfer from well to surface, like «fibre in the drill pipe», was extremely important for a successful outcome.

A toolbox, but not a single simple solution
There was no single solution that addressed the challenges at Symra. Success came through a combination of technology, experience, and operational discipline.

Among the most important measures were:

• Having good plans with decision trees for loss types and sizes, with plans for which solution to use in each individual case
• Controlled Mud Level (CML) for better pressure control and reduced overbalance in the hole, which minimises loss and loss rate to the reservoir
• Drilling with treated seawater in parts of the reservoir
• Sentinel cement, an acid-soluble cement that effectively stops losses, but can later be dissolved for production
• Adaptation of completion solutions to enable safe completion with losses

«The toolbox we have developed for Symra has worked very well. Together with a good understanding of which operational limitations we need to stay within, we have to a large extent cracked the carbonate code. Here, it is just as important to know when to stop as when to push further», says Holm-Gjerde.

Teamwork made the difference
At least as important as the technology was the way the team worked. Interdisciplinary collaboration, quick decision-making and close coordination between onshore and offshore were crucial. Another important success factor was the strong interaction with our alliance partners Odfjell Drilling and Halliburton.

«This is a true One Team project. When everyone pulls in the same direction, and we dare to make the tough calls along the way, it is incredible what we can achieve», says Christer Brown, Drilling superintendent Aker BP on the drilling rig Deepsea Nordkapp.

Valuable experience for the future
The result is producing wells in one of the most challenging carbonate reservoirs on the Norwegian continental shelf and experiences that open up new opportunities, both in Eiga and other parts of the portfolio.

«What the Symra team has delivered here is among the strongest and most challenging we have done in drilling in recent years», summarises Berg and adds:

«Symra demonstrates that when expertise, technology and collaboration come together, we can succeed, even where geology truly puts us to the test».

What will the robots of the future look like, and what will they be able to do? That was the challenge when Aker BP hosted a workshop during TENK Tech Camp at Vitenfabrikken in Sandnes.

TENK Tech Camp, held on August 6 and 7, is a free technology camp for girls aged 13 to 19. Through workshops, presentations, and hands-on activities, participants had the opportunity to explore technology alongside other girls and meet female role models from the tech industry.

Aker BP contributed with four workshops where the participants combined creative problem-solving, artificial intelligence, and practical building activities.

From Need to Prototype

The workshop followed a simple design process. First, the girls identified problems and needs that future robots could help solve. They then developed ideas, selected one solution, and described who the robot would help, what it would do, and how it would function.

With guidance from Aker BP mentors, the groups used Microsoft Copilot to visualize their ideas. They also learned how clear and precise instructions can lead to better results when working with artificial intelligence. Finally, they built a physical prototype of their robot using LEGO.

The exercise gave participants a taste of the methods and tools used in the workplace. At Aker BP, drones, underwater robots, and robotic solutions are already used for inspections and a variety of tasks both offshore and on the seabed.

More Perspectives Lead to Better Solutions

«Aker BP takes part because it is important to spark an interest in technology at an early age. Society is becoming increasingly dependent on technological solutions, and the people who develop them influence which needs are recognized and which solutions are chosen,» says Marit Blaasmo, Director of People & Safety at Aker BP.

«If we are going to solve tomorrow’s challenges, we need more perspectives around the table. That is why we must make technology relevant and accessible from an early age, and show girls that they belong in STEM fields and can help shape the solutions we need.»

Encouraging more girls to take an interest in technology is about both equality and access to critical skills, as well as our ability to develop strong solutions for the future. Through TENK Tech Camp, Aker BP aims to show that technology is about creativity, collaboration, curiosity, and the desire to solve problems.

Read more about TENK Tech Camp on their website: Om TENK Tech Camp — TENK

Most companies manage complex offshore projects through contracts. Aker BP manages them through alliances.

Instead of dividing work between operator, contractors and service companies, Aker BP bring people together in integrated teams with shared goals, shared incentives and a common responsibility for delivering the best possible result.

Today, Aker BP has eight strategic alliances across the value chain. Together, they have become one of the company’s strongest competitive advantages and a key reason why Aker BP consistently delivers some of the world’s most efficient offshore developments.

 Moving beyond traditional contracts

In a traditional project model, every company delivers its own scope. Responsibilities are clearly defined, but so are the boundaries between organisations.

Those boundaries often create unnecessary interfaces, duplicated work, delayed decisions and missed opportunities for improvement. The alliance model takes a fundamentally different approach.

Rather than asking who owns a specific task, integrated teams work together to solve challenges collectively. Engineers, specialists and service companies share information, data and expertise from the earliest planning stages through execution. Instead of optimising individual contracts, everyone focuses on optimising the total project.  

One team, not separate companies

One of the biggest strengths of the alliance model is that organisational boundaries become far less important.

People from different companies work side by side as one team. Data flows openly across organisations. Decisions are made faster because everyone works from the same information and towards the same objectives.

The result is fewer misunderstandings, fewer handovers, better system integration and significantly less time spent managing interfaces between companies.

Perhaps even more importantly, the model creates a working environment where everyone is encouraged to contribute ideas, regardless of which company employs them.

«People don’t come to work thinking about which logo is on their badge. They come to solve problems together. That’s when the best ideas emerge,” said Stian Øistensen Jørgensen, Alliance Manager, Jack-up Alliance.

Continuous improvement that compounds

The real value of an alliance is not measured by a single well. It is built over hundreds.

Because the same organisations work together over many years, experience is continuously transferred from one operation to the next. Lessons learned are implemented immediately. New technologies are adopted faster. Improvements accumulate instead of starting from scratch with every new project.

This continuous learning culture has contributed to Aker BP consistently delivering some of Norway’s highest-performing development wells, with improvements in drilling efficiency, connection times and overall well delivery.

Better for everyone

The alliance model is designed so that success is shared.

Partners gain long-term predictability, allowing them to invest confidently in people, competence and new technology. Performance incentives encourage innovation and continuous improvement rather than short-term optimisation.

For Aker BP, the benefit is early access to world-leading expertise throughout the planning and execution phases, creating better technical solutions while reducing project risk.

«When we align objectives instead of contracts, we unlock the full competence of every company involved. That’s how we continue to improve performance year after year,” said Tommy Sigmundstad, SVP D&W, Supply Chain Management & Logistics

A model attracting international attention

The success of the alliance model has attracted interest far beyond the Norwegian Continental Shelf.

Operators, contractors and industry organisations from around the world have visited Aker BP to understand how integrated alliances operate in practice. While every organisation develops its own approach, the underlying principles remain consistent: trust, transparency, aligned incentives and continuous improvement.  

Building the future together

The offshore industry faces growing expectations for safer operations, greater efficiency and lower emissions. Meeting those expectations requires more than new technology. It requires new ways of working.

For nearly a decade, Aker BP’s alliance model has demonstrated that when companies replace traditional customer-supplier relationships with genuine collaboration, they create value that no single organisation could achieve alone.

That is why alliances remain a cornerstone of how Aker BP develops the resources on the Norwegian Continental Shelf and why collaborative performance will continue to shape the future of offshore energy.

The Aker BP alliance model

• Eight strategic alliances across the value chain
• Integrated teams across operator, contractors and suppliers
• Shared objectives and aligned incentives
• Open sharing of data and expertise
• Continuous improvement across hundreds of operations
• Long-term partnerships built on trust and transparency

For the first time, Aker BP and DeepOcean have carried out an advanced subsea operation without sending key personnel offshore. A job that previously took two weeks offshore was completed in a single working day, controlled from a remote operations center in Haugesund.

Together with strategic partner DeepOcean, Aker BP wrote a new chapter in Norwegian offshore history when a well at the Idun Nord field in the Skarv area of the Norwegian Sea was stabilized, hundreds of meters below the surface, without engineers leaving shore.

From 14 days to 12 hours

What would traditionally require a full offshore rotation of up to 14 days was, this time, completed in around 12 hours.

The well was stabilized by filling the borehole with gravel, a typical IMR task (inspection, maintenance, and repair). However, the vessel Dina Star was originally mobilized to map the seabed around Skarv, not for intervention work.

The solution? Move the entire operational management onshore.

From the Remote Operations Center (ROC) in Haugesund, the team coordinated activities onboard Dina Star in real time. The actual seabed work was carried out by a remotely operated vehicle (ROV), also controlled from shore.

Advanced technology and stable communication solutions enabled the onshore team to work closely with the offshore crew, almost as if they were standing side by side.

Smarter, safer, more efficient

“We greatly value our collaboration with DeepOcean in developing remote operations. This is a strong example of our ambition to increase efficiency by optimizing the use of vessels and personnel, while maintaining a strong focus on safety and operational control,” says Jarle Marius Solland, Operations Manager Subsea Execution & Survey at Aker BP.

Solland highlights several benefits of this way of working:

• Fewer people sent offshore
• Specialized expertise can be utilized across multiple projects simultaneously
• More flexible planning
• Reduced time and costs

The operation is the first of its kind so far, but the ambition is clear: this way of working will be used more frequently. More control from shore represents an entirely new working model, where more people can contribute to advanced operations without traveling offshore.

A small job on the seabed could thus mark the beginning of a major shift for the entire industry.

The oil and gas company of the future

For Aker BP, the remote subsea operation aligns with how the company envisions the future of work:

“Aker BP’s operating strategy involves drones and robots on platforms and subsea (ROVs) being an integrated part of observation, inspection, and task execution offshore. These technologies will operate autonomously or via remote control, either locally or from shore,” says Thomas Øvretveit, SVP Operations at Aker BP.

“The successful advanced remote ROV operation in the Skarv area in the Norwegian Sea confirms that we are well on our way to delivering on our strategy as the oil and gas company of the future,” Øvretveit adds.

Aker BP has entered into a strategic partnership agreement with Viridien to improve productivity in exploration and field development on the Norwegian Continental Shelf (NCS). 

The agreement establishes a long-term framework for collaboration within multi-client ocean bottom node (OBN) seismic acquisition, seismic imaging, and technology development, where the goal is to build an integrated, end-to-end seismic workflow from seismic acquisition to  subsurface image. 

For Aker BP, the partnership is about increasing productivity to support Aker BP’s ambition to deliver profitable and sustainable growth on the Norwegian Continental Shelf. Viridien’s advanced imaging and processing capabilities enable faster and more accurate subsurface insights, while multi-client OBN coverage supports larger scale exploration. Aker BP sees ocean bottom node seismic as a key enabler for improved imaging and higher-quality subsurface data, both in exploration and field development. 

“Together with Viridien we will further strengthen our capabilities in seismic acquisition, imaging, and processing to improve decision quality and unlock greater value from Aker BP’s portfolio. We furthermore expect to move faster from data acquisition to decision-making, reducing cycle times and enabling more efficient exploration and field development”, Petter Sørhaug, SVP Exploration & Reservoir Development in Aker BP, comments.  

The newly entered strategic partnership with Viridien builds on a long and solid cooperation and reflects Aker BP’s broader strategy of leveraging strategic partnerships to drive performance and innovation across the value chain. Together, partnerships with companies such as PXGEO and Viridien enable Aker BP to accelerate productivity in exploration and field development by turning seismic data into better decisions and higher-value opportunities.

How do we inspect a platform where all access is via gangway from a vessel, and where every offshore visit is both time-consuming and costly? At Fenris, we are now testing the use of robotics for inspections and data collection as a direct response to future operational ambitions.

Fenris is one of two new platforms in the Valhall PWP-Fenris project, designed to ensure stable and high production from the Valhall field for many years to come. The platform was recently installed offshore and is expected to start production in Q3 2027.

On the Fenris platform, we have now initiated a pilot where a robot is used for observations, inspections, and data collection offshore. The goal is not to introduce technology for its own sake, but to identify solutions that create real value—operationally, in terms of safety, and organizationally.

Watch the video showing how the robot is used on board Fenris.

A response to Fenris’ unique framework conditions

Fenris will be an unmanned installation (UI), with all access provided via gangway from a Service Operation Vessel (SOV). This ensures high safety but also limits flexibility and entails significant costs related to mobilizing personnel offshore.

The robotic solution has been developed specifically to address these challenges. With the Taurob robot, Aker BP can carry out inspections and collect data without physical presence on the platform. This enables rapid response to deviations while reducing the need for offshore mobilization.

In short: the robot is a tool that directly reflects how Fenris is designed and will be operated.

Starting where risk is low, but learning is high

The pilot is conducted prior to the start of production, where risks are manageable and the potential for learning is high.

At this stage, we are testing whether the technology performs as intended and how the interaction between people, technology, and work processes functions in practice. Key areas of focus include the robot’s robustness in varying weather conditions, communication and availability, and not least how the solution integrates with existing offshore and onshore workflows.

The pilot setup allows for short learning loops and the ability to adjust both scope and ambition along the way, ahead of any potential scaling. This approach builds digital competence step by step.

From pilot to operations—and further scaling

Fenris also serves as a test laboratory for future operating models. The ambition is clear: if the pilot proves successful, the solution will be carried forward into the operational phase.

This is particularly relevant as Fenris produces from a high-pressure/high-temperature (HP/HT) reservoir. The long-term objective is to minimize interventions while maintaining close and intelligent monitoring. Early detection of anomalies can deliver significant value in terms of regularity, safety, and cost efficiency.

Over time, the robot may be used for routine inspections, condition monitoring, and support during incidents. The experience gained from Fenris will also be transferable to other unmanned installations, such as the Yggdrasil field’s Munin platform, and potentially to other normally unmanned facilities and new ways of working—such as remote support or “night operator” functions on projects like PWP. The learnings will also be relevant for future developments and existing brownfield installations.

Digitalization in practice, not just on paper

The use of robotics at Fenris is a tangible example of Aker BP’s ambitious digitalization strategy. Here, new solutions are tested in real operations, with controlled risk and a clear objective of long-term gains.

The project aligns with the ambition of leading operations of unmanned installations, as well as the company’s focus on data, remote operations, and autonomy.

What does success look like?

The pilot will be evaluated in a structured and transparent manner, based on clear criteria such as reliability and availability, usability for offshore and onshore environments, HSE impact, and cost-benefit.

Equally important is identifying what does not work and what needs to change before any potential continuation. All learnings—including those that fall short—will be shared across the organization.

On Wednesday morning, the Aker Humanoid Robot was launched at Akerkvartalet at Fornebu. It serves as a clear illustration of how artificial intelligence and robotics are becoming an increasingly integral part of the industry.

“This is no longer science fiction. Artificial intelligence and robotics are fundamentally changing how the industry operates, including within Aker companies,” says Øyvind Eriksen, President and CEO of Aker ASA.

He emphasizes that this development is already well underway:

“This is not about what might happen in the future. It’s about what is already happening and how we position ourselves. The technology is here. Our task is to understand it and use it correctly.”

A new leadership reality

For Aker BP, this development is not only about technology, it is about how companies must be led in the years ahead.

“This is not just about technology; we are the last generation of leaders who will only lead people. Future leaders will also lead AI agents, drones, and robots,” says Karl‑Johnny Hersvik, CEO of Aker BP.

The launch of the humanoid demonstrated how these technologies already interact. Stein Danielsen showcased how the robot can move and interact and explained that it can be integrated with other systems such as drones and autonomous solutions.

The technology is not new to Aker BP. It builds on solutions already in use offshore.

“Here, sensors, artificial intelligence, and robotics are combined to improve both safety and efficiency.”

Investing in competence and recruitment

To realize the full potential, Aker BP is investing heavily in competence. The company has recently announced 26 positions within artificial intelligence.

“We want to attract the best talent in the industry. If you want to be part of this revolution, apply,” says Hersvik.

At the same time, Aker is launching a group-wide training program in artificial intelligence for all employees.

“This is not about making everyone experts. It’s about making more people confident, curious, and capable of using technology in their daily work. We are in a situation where technology is changing tasks, processes, and decisions across all parts of the business. We must ensure that the entire organization is on board,” says Øyvind Eriksen.

Data as the foundation

A key prerequisite for succeeding with artificial intelligence is access to high-quality data.

“We need to be good at structuring and making all the data we collect available in every possible way, because artificial intelligence depends on good data to work effectively,” says Kjetel Digre, CEO of Aker Solutions.

He also points out that physical infrastructure will evolve to support new technologies:

“We will design environments that are adapted to robots, so that, for example, staircases are particularly suited for them.”

A reminder to evolve

The launch took place next to a full-scale replica of a T-rex, Aker’s deliberate reminder of what happens to those who fail to adapt.

For the Aker companies, the ambition is clear:

The future is being shaped now. And it belongs to those who can combine technology, people, and leadership.

Last week, Minister of Digitalisation Karianne Tung visited Aker BP in Stavanger to see how the future of oil and gas operations is taking shape. The programme included a tour of the integrated operations centre for Yggdrasil. When production from Yggdrasil is operated from the centre in 2027, Aker BP will set a completely new standard for offshore operations.

Yggdrasil is being developed with low-manned and unmanned platforms, resulting in few people offshore and low activity levels. The entire area will be remotely operated from the integrated operations centre and control room in Stavanger. This is made possible through new technology and a unique digital ecosystem.

“From this control room, we can start up, operate and bring the entire processing facility to a safe state without the need for manual offshore operations,” said Kristian Bay Næss, Operations Director for Yggdrasil, during the tour.

The Minister was shown how a small, dynamic team will at all times be present in the integrated operations centre. They will work side by side with control room technicians to proactively optimise production, facility regularity, and ensure safe and efficient operations. All activities will be planned onshore.

During the visit, Bay Næss explained how Yggdrasil is built on data. Thousands of sensors will provide continuous insight into the condition of the facilities. Data is collected and structured through the industrial data platform Cognite Data Fusion (CDF) and visualised using modern tools. Aker BP will also share data seamlessly with strategic suppliers – both human experts and AI agents.

“Our long-term ambition is a high degree of autonomous operations at Yggdrasil. We already have the building blocks for artificial intelligence in place. AI agents will be in use from day one within condition-based maintenance and planning, and we will scale to more parts of the operation as solutions mature. AI will undoubtedly create major opportunities for even more efficient operations in the future,” he said.

The visit reflects Aker BP’s position as a leading digital energy company. In percentage terms, Aker BP has more Copilot users than Microsoft itself – a clear sign that AI is not a side project, but integrated into the way the company works.

The Norwegian continental shelf is mature. To make the remaining resources commercial, a genuine productivity revolution is required. Aker BP believes artificial intelligence is a crucial part of the solution.

For more than ten years, the company has built a real-time data foundation that connects the entire value chain. This is the foundation that now makes it possible to bring AI into the very core of exploration, drilling, operations, maintenance and decision-making.

For Aker BP, the focus is no longer on digitising existing processes, but on building entirely new ways of working – where people, technology and AI agents work together.