Portal for Energy & Production Optimization
Optimizes energy and production performance through real-time monitoring.
"Due to the confidential nature of the project, the focus of this report is on the process rather than the specific content."
Introduction
PEPO (Portal for Energy & Production Optimisation) was developed to tackle challenges such as fragmented processes, limited visibility, and heavy reliance on individual expertise. To meet Equinor’s strategic goals for efficiency, sustainability, and operational excellence, a unified platform was needed to standardise work processes, improve decision support, and provide a common operational view across onshore and offshore teams. PEPO enables continuous optimisation, stronger risk awareness, and better alignment between day-to-day operations and long-term energy and production ambitions.
Result
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Driving increased operational efficiency through structured optimisation processes and better decision support.
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Enhancing visibility of production, energy use, and environmental performance across assets and shifts.
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Enabling faster response to deviations and risks, supporting more stable and reliable operations.
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Strengthening alignment between offshore and onshore teams, improving collaboration and knowledge sharing.
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Advancing standardisation across facilities, creating a foundation for continuous improvement.
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Progressing toward strategic energy and production targets, with impact continuing to grow as the platform evolves.
Details
PEPO was developed in collaboration between Product Owners, Subject Matter Experts (SMEs), UX/UI designers, and developers, with active involvement from operations teams across shifts, facilities, and offshore/onshore units.
Duration: 4 years_Ongoing.
Projects
Work processess that project started with
The multidisciplinary Energy and Production Optimization Group (EPOG) was initially established as a daily and weekly collaboration arena to maintain safe operations, ensure energy efficiency, and optimise production. Over time, the initiative has expanded to seven dedicated dashboards, each tailored to different agendas and user groups, enabling more structured follow-up, targeted insights, and broader operational impact.
Primary Users
The platform is primarily used by EPOG and Energy Coordinators, along with Production Engineers, Process Engineers, Operations Engineers, Control Room Technicians, and IOCT Production Optimisation Engineers. These roles represent multiple business units across Equinor, ensuring broad operational coverage, alignment, and effective cross-disciplinary collaboration..
Tooling & Workflow
The development process follows an agile Scrum framework, starting with a product backlog where ideas and requirements are collected. Through sprint planning, selected tasks move into the sprint backlog and are refined as needed.
Each sprint runs for 2–4 weeks, with daily stand-up meetings to align progress.
I'M AN ORIGINAL CATCHPHRASE
Current challange that I am working with:
Our current tooling supports each phase of the production loss lifecycle in isolation, with limited information flow between forecasting, prognosis, execution, and follow-up. This fragmentation makes it hard to trace how a loss evolved, what actions were taken, and what was learned , leading to lost context, duplicated effort, and reduced ability to prevent repeat issues.
To address this, we had a workshop to go through a map of the end-to-end production loss journey to identify and prioritize the areas where better integration can deliver the most impact.
Problem Areas Identified During the Workshop
Through the workshop, we surfaced the following key pain points:
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Limited traceability — actions taken in response to a loss were not consistently linked to the original event.
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Duplicate manual work — teams re-entered the same information in multiple systems.
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Lack of visibility — difficult to see status, ownership, or progress of related actions.
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Weak audit trail — inconsistent linking and follow-up made it hard to analyze outcomes or prevent repeat issues.
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Disconnected workflows — loss management and Action tracking operated in silos, slowing response and reducing learning.
Turning Insights into Action
Based on the pain points identified during the workshop, we prioritized this specific area as our starting point. It offered a clear and achievable scope, aligned well with our available resources, and had the necessary prerequisites already in place. This allowed us to deliver meaningful impact quickly while laying the foundation for future improvements.
What This Will Help You Achieve
Together with developers and SMEs, we mapped out all the tables and pages where linking would create the most impact. This allowed us to clearly define integration points and user touchpoints. We then created a journey map to align on the solution approach, ensuring technical feasibility and a shared vision across teams.
Prototype & Iteration
This prototype represents the initial solution we developed. It went through several rounds of user testing and discussions, which allowed us to refine and iterate the design based on real user feedback.
“Due to the confidential nature of the project, this report focuses on the process. Sensitive content in the visuals has been blurred out to maintain confidentiality.”