How Repsol Uses GE Vernova’s Asset Health Index to Improve Reliability Across a Global E&P Portfolio

Repsol is a diversified, mid-size energy company headquartered in Madrid, Spain, with assets and operations across North America, South America, and Europe. The company operates across four core business lines: Exploration & Production (E&P), Downstream (Refining & Petrochemicals), Renewables, and Energy Retail.

Repsol E&P needed to improve operational efficiency, boost the availability and reliability of critical assets, and generate cash flow in a complex environment. Across diverse and demanding operational environments, the company wanted a way to improve visibility, collaboration, and proactive response to risk.

Repsol's Maintenance & Reliability team within E&P faced a set of converging challenges that demanded a more intelligent approach to asset management.

Repsol's pilot location in Peru consists of two gas fields deep in the Amazon jungle. Together with partner assets in the region, Repsol's Peru operations account for 90% of Peru's natural gas production. Given its remote location, any unplanned equipment failure requiring specialist support or spare parts must be addressed by airplane, helicopter, or riverboat — making downtime extraordinarily costly and operationally disruptive.

After post-pandemic organizational restructuring reduced headcount across many functions, the Maintenance & Reliability team had difficulty effectively monitoring every machine and evaluating all incoming data streams. A smarter, more prioritized approach was needed.

While Repsol relied heavily on SAP as its CMMS, data quality varied across assets, and operational conditions had evolved significantly since original configurations were established. Critically, the same piece of equipment, for instance a compressor, operates very differently in the Peruvian jungle than on an offshore platform in Norway or in a shale gas field in Pennsylvania. Without operational context embedded into the analysis, maintenance strategies could not be meaningfully differentiated.

As Repsol accelerates its transition to renewables, the E&P portfolio must continue to deliver strong cash flows. Maximum asset availability is not simply a reliability goal, but a core business requirement.

Repsol partnered with GE Vernova to implement the APM Health application, beginning with a structured pilot at its Peru E&P site, with subsequent planned rollouts to assets in Pennsylvania and offshore Norway. The initiative introduced a data-driven approach to maintenance, providing enhanced awareness of increased risk.

The Asset Health model ingests data from multiple sources and correlates them into a single health index score (0–100) per asset, giving the reliability team an at-a-glance view of which machines require immediate attention.

The following chart outlines data sources and types of data included in the model:

Rather than requiring engineers to review every machine, the algorithm focuses attention on the assets with the lowest health scores, dramatically improving team efficiency and the quality of maintenance decisions.

Repsol also leveraged the APM platform to formalize a Bad Actor identification process. By integrating production loss data, SAP cost records, and safety incident reports into a unified dashboard, the team is now able to:

The implementation yielded numerous benefits.

The Asset Health model surfaced anomalies that would have been difficult to detect through conventional monitoring:

With richer, near real-time data feeding into maintenance decisions, Repsol now has the confidence to further extend cycles where health data supports it and bring forward interventions where early degradation is detected. The result is fewer unnecessary preventive maintenance activities and better-timed, higher-value interventions.

Reliability engineers located in Houston, Bolivia, and Madrid now share the same asset health view as on-site personnel in Peru, Norway, and the United States. A shared data language has dissolved traditional communication silos, enabling more effective and continuous remote monitoring across geographically distributed teams.

One of the most significant outcomes has been a shift in ownership culture. The asset manager, not just the reliability engineer, now reviews asset health scores daily, actively challenging operations, maintenance, and reliability teams to explain and address declining health indicators. This fundamental change in accountability has elevated asset performance management from a technical function to a business-level priority.