In December 2022, Aker BP and our license partners submitted one of the largest investment portfolios ever on the Norwegian continental shelf. Three years later, we are well underway: The Yggdrasil, Valhall PWP-Fenris, Skarv Satellites, and Utsira High projects are progressing according to plan.

Through these Aker BP-operated projects, we are investing in modern fields with production emissions among the lowest in the world. The Norwegian share of the projects is approximately 65 percent. Over the lifetime of the fields, they will generate 150,000 man-years in Norway, about half of this during the development phase. Hundreds of apprentices are completing their vocational training through the project portfolio, and more than 250 Norwegian suppliers are directly involved. This means thousands of purchase orders, many to Norwegian companies. At the same time, the projects create activity and secure jobs globally.

This is a gigantic One Team effort. Our progress is powered by thousands of skilled people, close collaboration with license partners, and the commitment of the best strategic partners and suppliers. We are proud of what we are achieving together and extend a big thank you to everyone involved.

Aker BP has a clear vision to establish unmanned operations for future installations, aiming for the best possible performance at the lowest possible cost. To reach this ambition, Aker BP is implementing several pioneering initiatives in the industry, including the alliance model, data sharing, and an extensive digitalisation programme. A central part of the strategy is to introduce and establish Operation Alliances with key equipment suppliers.

A clear shift in how we collaborate on operations on the Norwegian continental shelf

What began as a concept for Yggdrasil and PWP-Fenris, with performance-based contracts and digital tools, has now become six operational alliances that support the company’s entire operations strategy.

The goal is clear: improved operations through smarter collaboration. Instead of traditional service agreements, we are entering into long-term partnerships where Aker BP and leading equipment suppliers work as one team, with shared incentives and clear value drivers.

The initiative is based on data sharing, open work processes, and the development of digital solutions that provide better monitoring, more precise maintenance, and more efficient production. This also facilitates more remote operations and quicker support when needed.

Six new alliances established

As part of Operation Alliances, Aker BP has established partnerships with suppliers covering key equipment groups in our daily operations. The alliance partners are:

SLB • NOV • Framo • Everllence • ABB • SKF • CCC • Palfinger • Aragon

– These alliances become an integrated part of the operations organisation, aiming to support stable, efficient, and optimised operations across our fields, says Julie Jansen Birkeland, Operation alliances manager at Aker BP.

– The alliances strengthen our One Team approach and provide better conditions for high uptime and safe production.

A clear step forward in 2025

In 2025, the team has delivered results that make a difference in daily life out in the fields:

• Six operational alliances have been established within critical equipment groups
• A shared model for data sharing and remote support has been developed, enabling faster troubleshooting and better decision support
• A performance model is in place, where partners are rewarded for actual value creation
• The foundation for continuous improvement and technology development has been laid, strengthening our position as a leading operator on the Norwegian continental shelf

– This is a delivery that both internal teams and alliance partners can be proud of. It shows what we can achieve when we challenge old ways of working and build something new together, says Julie.

A cultural shift in practice

Operation Alliances are more than contracts and models. It is a long-term partnership that changes how Aker BP works, collaborates, and makes decisions.

– This is an important step for Aker BP. Together with our partners, we are building a more holistic and efficient way of operating the fields. We have established alliances that enable us to respond faster, work more predictably, and create greater value over time. This is the beginning of something that aims to shape how we work for many years to come, says Julie.

– A big thank you to everyone who has contributed. This is work to be proud of, and which aims to provide benefits for both operator and suppliers in the time ahead.

Tambar is a remotely operated wellhead platform connected to Ula. When an incident put the offshore crane on Tambar out of service, the operations team faced a critical challenge: several damaged parts in the drag chain and an estimated delivery time of six weeks for new components from a factory in Italy. A production shutdown was not an option, they needed a smarter solution.

The challenge was to get the crane operational again. This required, among other things, 320 spacers, 160 separators, and 25 drag chain links. A traditional order would have taken weeks, but the team decided to think differently.

The solution was that a creative process operator 3D-modeled the drag chain links offshore, while the remaining parts were modeled onshore. Using 3D printing, they produced all the components within 24 hours.

«The offshore team then spent several days repairing damage, assembling, and installing the parts,” says Mariann Laursen Scotland, who works in crane and lifting on Ula.

As a result, the crane was quickly back in operation, and Tambar avoided a production shutdown. This is a clear example of what happens when skilled professionals dare to try new technology and collaborate across sea and land.

“I am very proud of the Ula/Tambar team for taking responsibility, being curious, and finding smart solutions when it matters most. This is the result of great collaboration across sea and land. We are in late-phase operations, but we remain eager to try new technology, and this is an excellent example of that,” says Talar Arif, SVP for Ula.

Aker Digital Alliance (ADA) is a strategic collaboration between Aker BP, Aker Solutions, Cognite, and Aize. Together, we are developing next-generation digital solutions to transform how we work with operations, maintenance, and modification projects.

The goal of ADA is to accelerate the adoption of modern, data-driven work processes and set a new standard for cross-functional collaboration. Through innovative solutions for the entire value chain of operations and modifications, we aim to simplify processes and deliver tailored products that create real value.

But ADA is about more than technology. It’s about changing the way we work in practice. By combining the deep industry knowledge of Aker BP and Aker Solutions with the digital expertise of Cognite and Aize, we will develop solutions that deliver measurable impact in everyday work.

ADA originated from Project Normandie, which in 2020 set the direction for how Aker BP would become a leading E&P company of the future, with digitalization as the key to transforming the entire asset lifecycle. This laid the foundation for ADA 1.0, focusing on efficient project execution, especially for greenfield developments such as Yggdrasil.

Today, ADA 2.0 continues this vision with an expanded focus on operations and modifications. The goal is to increase production efficiency, enable new ways of working, and deliver a digital ecosystem with tools for everyone involved in daily operations.

“Through ADA, we deliver solutions that create measurable impact in operations and modifications. We accelerate digitalization and transformation, and build tools that make everyday work more productive for everyone in the field,” says Thomas Bognø, VP Aker Digital Alliance.

Edmary Altamiranda Maldonado has won the Nordic Woman in Tech Award NWITA, Category Digital Transformation Leader of the Year 2025.

The award was presented in Finland and honors leading women in technology across the Nordics.

Edmary is recognized for her groundbreaking contributions in control systems, digitalization, and subsea technology. She currently works as Controls & Systems Engineering Lead at Aker BP. With over 30 years of experience and a strong commitment to diversity and innovation, she has made a lasting impact both at Aker BP and in the industry.

Earlier this year, she was named one of Norway’s 50 Leading Women in Tech and was a finalist for Petrolady of the Year.

We congratulate Edmary on a well-deserved Nordic victory.

Yggdrasil is the largest ongoing oil and gas development in Norway. In close collaboration with Street Art Norway, we are now launching a major art project where contemporary street art will leave its mark on all platforms and facilities in the Yggdrasil area. The winner of the commission is one of Norway’s leading artists, graffiti and visual artist Simon Alfredo Compagnet Diaz.

An Innovative Choice of Art

Yggdrasil is being developed with three platforms, extensive subsea infrastructure, oil and gas export, and power from shore. With Yggdrasil, we are setting a new standard for operating an oil and gas area. The entire area, which stretches nearly 60 kilometers in the North Sea, will be remotely operated from an integrated collaboration center and control room in Stavanger. The platforms will be unmanned or periodically unmanned, work will be moved from sea to land, and fewer people will be working offshore. This requires new technology, digitalization, and new ways of working.

While we are choosing the most innovative technological solutions for Yggdrasil, we have also taken an innovative and somewhat unconventional approach to its decoration.

“Through art, we want to create a common thread that ties all parts of Yggdrasil together. Our goal is for those working on our platforms and facilities to have a good working environment, and well-being and pride in one’s surroundings are incredibly important. So this art project is not just about aesthetics. It’s about identity, environment, pride – and building culture. That’s why we also listened to our employees, and they wanted street art to be part of Yggdrasil’s decoration,” says Truls Haugen, Platform Manager and Project Lead for the decoration at Aker BP.

In close collaboration with Street Art Norway, more than 20 walls have been selected – both indoors and outdoors – to be decorated across three platforms, two power-from-shore stations, and the integrated operations center in Stavanger.

One of Norway’s Leading Artists Won the Competition – “MAD WITH LONGING”

Simon Alfredo Compagnet Diaz is a graffiti and visual artist with nearly 30 years of experience in street art, graffiti, and urban contemporary art, covering everything from paintings and street art decorations to video art and concert visuals.

Diaz’s winning concept, Mad with Longing, is a visual journey that blends industrial power with human emotion – created to coexist with a high-tech workplace.

“I feel incredibly privileged to be part of what may be the largest street art/contemporary art decoration project in Europe. Being allowed to contribute to creating a good working environment for so many people over so many years is a great feeling. The employees are also involved in the process and in choosing how the final results will look. I’m really looking forward to this,” says Simon Alfredo Compagnet Diaz.

Street Art Norway is responsible for executing the project in close collaboration with Aker BP.

“We will coordinate and help carry out a major decoration project together with Aker BP and the artist. The project will also help demonstrate how street artists and street art can contribute to creating a cohesive profile and a good working environment for employees and visitors across all parts of Yggdrasil. This will be a major project for street art in many ways,” say Ola Hanø / Dino Beslic of Street Art Norway.

Aker BP and Cognite, the global leader in industrial AI, deepen their strategic partnership through the expanded adoption of Cognite Atlas AI™, harnessing the power of AI agents to improve efficiency, reduce costs, and elevate productivity. This enhanced collaboration puts Aker BP at the forefront of leveraging agentic AI to drive significant value and transform its operations.

Our «AI-first strategy» was developed to help lead the energy sector into a data-driven future by seamlessly integrating AI applications within industrial settings and business objectives to innovate and deliver results across the business. This includes automating complex processes and allowing engineers to easily access industrial expertise.

«Our collaboration with Cognite on Atlas AI represents a significant leap forward in our digital transformation journey,» said Paula Doyle, Chief Digital Officer in Aker BP.

«This partnership underscores our commitment to a continued AI-first, data-driven approach with Cognite, embracing agentic AI to further drive efficiency, enhance decision-making, and optimize our operations across the board.”

Cognite Atlas AI offers pre-built agents and a low-code workbench for building industrial AI agents, accelerating the journey towards autonomous operations. Integrated with the robust data foundation provided by Cognite Data Fusion®, the collaboration supports our span of various strategic areas where AI is being leveraged to drive significant operational advancements and value.

This AI-first partnership includes streamlining critical workflows by automating document processing for enhanced supply chain efficiency and proactive barrier management. This includes initiatives like automatic equipment registration, which has the potential to reduce a significant number of engineering hours for Aker BP. Building an AI-ready data foundation for predictive maintenance and using AI to optimize production chemistry and overall performance is also underway.

The most recent collaboration includes creating AI agents for root cause analysis (RCA). These agents identify relevant information, create cause maps, and suggest RCA steps. These agents reduce engineers’ time to perform this analysis by over 70%.

«We tested other AI solutions, but they fell short,» said Tor Arne Amdal, Senior Reliability Engineer at Aker BP. «What we needed was contextualized intelligence. In our industrial work, it’s not enough to just have data; you need the right data, in the right context, at the right time. This combination provides the precise, reliable answers that help us make faster decisions. After testing various solutions, we chose Cognite because it could meet our specific needs for AI-supported RCA workflows.»

«Aker BP’s legacy isn’t just about being a digital leader; it’s about pioneering the future,» said Francois Laborie, EVP, Strategic Projects, Cognite.

«This partnership is a powerful testament to their unwavering commitment to an AI-first strategy. By merging Aker BP’s deep industry expertise with Cognite’s Atlas AI, we’re doing more than just solving today’s challenges—we’re equipping them with the internal competence to scale AI across their entire business, fundamentally empowering their workforce for tomorrow.»

Witness firsthand how agentic AI is transforming industrial operations and hear directly from Aker BP and other industry leaders at Cognite’s Industrial AI and Data Conference Impact 2025.

This past weekend, Stine Bjørnvold Bakken and Bjørn-Tore Justad, who both work offshore on Ula, gave politicians at a campaign event in Sandnes a glimpse into life on a late-phase field, where safe operations, value creation, and community remain strong.

Still strong in the late phase

The Ula field came on stream in 1986 with an expected lifetime of 10–11 years. Forty years later, it is still producing more than 20,000 barrels of oil per day. That equals the energy consumption of all of Oslo on a cold winter day.

“It’s easy to underestimate the importance of mature fields, but we continue to deliver with high quality and safety,” says Bjørnvold Bakken, Logistics and Services Manager.
“We still have 14 million barrels left to recover before we shut down. It feels meaningful to contribute to value creation all the way to the very end.”

Even after 40 years, decommissioning planning is underway, but that doesn’t mean the field is winding down.

A technological pioneer that still matters

Over the years, Ula has developed and deployed technologies that have lifted the entire industry. The field has used Water Alternating Gas (WAG) injection, which significantly increased recovery rates.

“We also adopted modular platform design early on,” explains Bjørnvold Bakken.
“This allowed us to upgrade technology without having to rebuild the entire installation. Today, that approach is standard across many industries.”

A success story built by people

Both technological innovation and strong professional environments have made Ula a pioneering field. But according to Stine, the real key has been the people.
“Ula is a success story thanks to the people who have put in the work since day one.”

Life on Ula is characterized by camaraderie, expertise, and genuine job satisfaction.
“There’s a strong sense of community here. We’ve got a gym, poker nights, a cycling club, and even a cinema. Enjoyment at work matters,” says Justad.
“In the late phase, more of us also get the chance to broaden our competence with additional trade certificates. Everyone out here is a key player.”

The expertise from Ula is valuable, not only for Aker BP’s future projects but also for the green transition.
“Seafarers once moved into oil. Now we can bring our experience from demanding offshore operations into new value chains, such as offshore wind and carbon capture,” Justad adds.

Ripple effects onshore and the need for predictability

Ula creates value far beyond the offshore platforms. One job offshore generates seven jobs onshore.
“This is crucial for employment both locally and nationally,” says Bjørnvold Bakken, who responds as follows when asked what Ula needs going forward:

On June 5th, I received an incoming Teams call from the project manager for T&I in Valhall PWP-Fenris. The excitement hit instantly when I got confirmation of what I had been eagerly awaiting for the past few weeks. In true northern Norwegian fashion, I didn’t need to hear more than “Javæll, e du klar før tur?” (“Alright, are you ready for the trip?”) to realize I had been given the opportunity to join the installation of the PWP jacket and the connecting bridge to PH at Valhall.

We mobilized from the Mekjarvik quay and were transported to SSCV Sleipnir by boat. It’s quite an impression to dock at one of the world’s largest lifting vessels and come face to face with such enormous dimensions. I got my first adrenaline rush during boarding, which involved being lifted by crane several tens of meters above the sea in a basket. What made it extra special was that we were lifted onto the deck just a few kilometers from my own front door in Stavanger, before Sleipnir set course for open sea.

Onboard, I took on the role of junior client representative and joined the night shift. My first thought was that it would be quiet, and I feared missing the major lifts. Luckily, I was completely wrong. “It’s during the night shift that things happen,” I was told the first night, and I can confirm that was absolutely true. My tasks included logging and preparing the daily report, which might sound trivial. On the contrary, with the goal of maximizing my learning, these tasks really forced me to understand every step of the operation. Even just taking photos for the report meant I had to be present on deck when things happened, giving me the chance to speak directly with the professionals doing the work. It was incredibly educational.

The operation offered a wide range of experiences. Among them was piling. I couldn’t imagine how one could drive gigantic steel pipes 45 meters into the ground. It turned out the principle of “hammering a nail” still applies, you just need a big enough hammer. I gained insight into aspects like pile sway, meaning the pile swings more with increasing wave height. This is important to consider when the hammer strikes with energy equivalent to a 3-ton car at 160 km/h. It’s like with a nail, it breaks if you hit too hard when it’s slightly tilted. Beyond the technical aspects, I also felt the seriousness in meetings with Heerema when things didn’t go quite as planned. At the same time, there was room for lighter moments, like feeling part of an American action movie when the ROV pilots from Oceaneering consistently confirmed commands with a crisp “Roger that.”

The biggest highlights were the set-down of the jacket and the bridge, both of which happened while I was on duty. Seeing the bridge connect new infrastructure to the existing was a moment I’ll never forget.

For a graduate nearing one year in the company, this was a major experience. Since my first day, I’ve heard that “it’s you young and promising ones we need to invest in.” It’s one thing to say it, another to actually send someone out. It proves that Aker BP is a company that invests in young people and has its eyes set on the future. I’ve had the opportunity to be part of many things this past year, and this trip was the highlight. What an incredible learning experience it is to be out in the field—and above all, what a huge motivation it gives for further development.

Thank you for the trip, and thank you for the experience.

Kristian Birkeland, Graduate Project Engineer