Workflow for Raising Production Improvement Proposal Opportunities as Non-Operator

In joint ventures (JV) where the company holds a non-operator role, proactively identifying and proposing production enhancement opportunities can be both challenging and critical to value creation. In this context, this paper presents a structured workflow developed and applied by the non-operator team at Repsol Sinopec Brasil (RSB) to assess, prioritize and propose production optimization scenarios using integrated asset modeling in order to have a consistent proposal to operator and other partners. In this workflow, it is developed from scratch a simplified integrated asset model through well until surface using nodal analysis, material balance and integration package. An "as is" model is built to verify that current conditions are being honored, and then possible bottlenecks are identified on the results. Optimization process is run, and different iteration alternatives are generated by changing operational parameters like gas lift, debottlenecking using a second line or even changing the final nodal pressure. Finally, each scenario is ranked according to a decision matrix that evaluates feasibility, operational impact, and implementation difficulty. This structured approach enables the non-operator to raise technically sound proposals that align with operational constraints and contractual boundaries. The methodology fosters a collaborative environment for discussion with the operator and enhances the probability of proposal materialization.