|Theme||Visible||Selectable||Appearance||Zoom Range (now: 0)|
Abstract This paper presents the development of a method of performing Management Systems Audits of Environmental, Health and Safety (EH&S) programs in upstream oil and gas companies. It describes how the results from the compliance auditing system presented in SPE Paper 25955, "Initiating an Audit Program: A Case History" were combined with a system categorizing EH&S activities into several management systems defined by regulations and good operational practices, and used to perform short term "Pareto-style" audits (e.g., 80% of the value from 20% of the time). A comparison is made of this type of audit model with the classic accounting audit model. Examples from Management System Audits Of ARCO's foreign and domestic operations are used. Included are discussions of the economic benefit of performing EH&S Audits and the benefit of developing a method of auditing considering the new ISO 14000 standard for environmental auditing and the proposed ISO safety auditing standard. The conclusions presented are that auditing by experienced personnel using an auditing template developed exclusively for upstream operations provides benefits to the company in the areas of compliance, management systems development and education of first line operations personnel as well as resulting in an overall reduction in the cost of an audit. A further conclusion will be that trends in international standardization appear to be mandating an EH&S auditing program for those companies planning to do business outside the United States. Introduction In 1990, ARCO Oil and Gas Company, then the domestic exploration and production (E&P) unit of Atlantic Richfield Company (ARCO), established an audit team responsible for monitoring compliance with all applicable environmental, health and safety (EH&S) regulatory requirements. This group was charged with completing a full cycle of compliance audits within three years. A detailed account of how the program was established and implemented is contained in SPE Paper 25955, "Initiating an Audit Program: A Case History". A review of the initial program is necessary in order to fully understand the development of the second generation program for auditing EH&S management systems which has grown from the initial program. Putting the initial compliance audit program into effect required that many things be accomplished. These included the development of the audit protocols based on all applicable federal, state and local regulations and getting the protocols incorporated into a computer database system. In addition, an audit plan and schedule for auditing all of the 560 properties included in the audit universe had to be developed. Simultaneously, the permanent audit group was staffed with employees with either an EH&S or operating background with no fewer than three to five years of experience. Despite the many activities needed to develop an in-house audit team and its tools and the large number of properties to be audited, the compliance audit of all ARCO Oil and Gas Company facilities was completed before the end of 1993. At that time, all properties operated by ARCO Oil and Gas Company had been subjected to a wall-to-wall compliance audit, reports had been written documenting each specific item which needed to be corrected and action plans to correct all compliance issues had been agreed to by the audit team and operating areas. As mentioned in SPE Paper 25955, it appeared that recurring compliance findings occurred at facilities covered by the same field management. Although the auditors provided detailed one-to-one training to first line supervisors during the audit field investigation phase, the compliance findings did little to impact the way in which EH&S activities were managed on an areal basis. The press of operating in a low operating cost environment left those responsible for production operations with little time to do anything other than to complete punchlist items. Further, the audit results provided little basis for making adjustments to management techniques that would affect their long term compliance efforts. P. 379
Abstract Today’s oil & Gas industry is showing an increasing tendency to have more dependency in outsourcing the most for achieving its goals. The most evident case can be appreciated in areas that are generally executed using specialized contractors and manpower. Petrobel places a continuing emphasis on the management of health, safety and environmental protection implemented by the Contractors working in its sphere of operations in order to ensure that all reasonable protection is provided to preserve personnel, plant, equipment and the environment. One of the key points is finding the right balance between the expected performance by the contractors and the amount of resources and time required to put in place by the contracting company to maintain a sustainable continuous improvement process to achieve an integrated good HSE performance by both parties. Good HSE reputation is ringing the bells all over around the world and this means reliability and profit wins or losses. Today’s stock market is more sensible than ever and it is impossible to say that we are achieving well when our contractors are poorly performing. Contractors HSE Management is established to ensure that a standard and uniform approach is adopted by Petrobel for the evaluation of Health, Safety and Environment Management Systems developed and implemented by Contracting Companies at various phases of business. Contractor HSE Management System should help adopt a common strategy by Petrobel for dealing with different categories of contractors in the aspects of HSE Management from the pre-qualification stage up to the completion of contract. Contractors should be urged to develop their own HSE Management Systems in proportion with the risks encountered during a contract period, so as to reduce the risks to as low as reasonably practicable level, taking into account the cost benefit to achieve this objective.
This reference is for an abstract only. A full paper was not submitted for this conference. Abstract The paper will provide an overview of the system developed and adopted by ExxonMobil for managing the risks to sustained gas delivery in our upstream operations. The paper will cover the guiding principles, the breadth of scope, key elements and processes, and the interface coordination and workflows associated with the Gas Management System (GMS). It will also discuss critical success factors for effective implementation and lessons learned. Unplanned downtime and the resulting disruption of product supplies to customers can have significant financial and reputation impacts on a producing company. Sustaining reliable gas deliveries requires disciplined identification of potential risks to production, processing, and delivery systems. Addressing these risks in a systematic way is a multifaceted challenge. The integrity of the physical assets, the ranges of potential variations in production and the environmental conditions including contingency planning, personnel readiness, and customer systems all need to be understood to manage what can be sudden and rapidly changing events in response to internal or external initiating factors. An effective management system focuses appropriate resources on higher risk areas while ensuring other supporting management systems manage lower and medium risks. Training and competency assurance for operations and maintenance personnel are tracked at the same level of oversight as for other integrity-critical processes and systems that monitor asset performance and health. Clear delineation of responsibilities and interfaces for technical support are also established. The GMS also monitors seasonal changes, such as owned and customer asset readiness, chemical and logistical readiness, and the impacts of all changes to existing systems and any new operations on gas deliverability. This paper provides an overview of the structure, discipline, and coordination associated with sustaining gas deliveries utilizing a GMS. It will highlight development of the system, a typical implementation strategy, and challenges with achieving a truly institutionalized management system for consistent performance over the asset life-cycle. The application of a gas management system will likely be of interest to gas marketing professionals, Operations management and technical staff.
Abstract National Oil Companies have always invested in and been dependent on information; gathering, managing, and utilizing data has now, more than ever, become more central to operational success. While the Drilling & Workover (D&WO) business is faced with retaining its capacity to do core operations, it is challenged to increase the rate of learning for drilling personnel. Achieving these goals should be through a continuous process, which is data dependent. Data is only as valuable as the ability of engineers to extract meaning from it; meaning cannot be extracted without organizing, standardizing, and analyzing data effectively. Drilling data analysis is routinely performed in performance analyses/optimization; having a standard, consistent, yet flexible/scalable classification system is a must for this process. Although drilling data has been available from the daily drilling reports and being utilized for performance analysis for long time, the process of performance analysis to extract knowledge and identify potential improvements has been hindered as a result of the limited variety and quality of the operation coding system previously in place. This paper is suggesting to move to a new coding system and will share how that change was managed successfully. The new system will be used to classify drilling operations more consistently, objectively, and comprehensively; and so a separate detailed lost time coding system was introduced. The normal operation codes were reviewed and cleansed, and comprehensive built-in quality control rules were developed and embedded in the system to allow guided operation classification and to make it easier for the end user. A true challenge here was the management of this change, which impacted not only a huge volume of legacy data, about 10,000 wells, but also hundreds of end users with different business interests. Getting buy-in from different, and perhaps conflicted, stakeholders; migrating legacy data from the old structure to the new one; and training a massive number of end users were true challenges that had to be managed to make the change happen. In this paper, the authors would like to share their experience of managing this major change and how these different challenges were tackled.
Given the progressively increasing level of government and public environmental awareness, environmental management has emerged as a key component in the overall management of hydrocarbon exploration, development, and production. This paper examines how Lasmo Oil (Malacca Strait) Ltd. (LOMSL) has set up and implemented its environmental management system to comply with Indonesian regulatory requirements and to understand and deal with environmental and community issues proactively in its areas of operation. Initiated in 1989, the current achievements of the LOMSL are described. The results show that by setting up an environmental management system and positively implementing a comprehensive environmental management program, LOMSL has managed to solve its major environmental problems. We found that to establish and to maintain a satisfactory level of environmental performance, broad-ranging consideration must be given to aspects of a regulatory and institutional, socioeconomic, and ecological nature. Management commitment and participation is also identified as essential if a sustained level of high-quality environmental management is to be achieved.
LOMSL's history of operation in Malacca Strait started in early 1980. Seismic and exploration drilling were initiated, and in 1984, under the name of HOMSL, the first oil field, the Lalang field, started to produce oil.
Currently, LOMSL operations consist of six fields: the offshore Lalang field (production began in June 1984 from 15 wells), the offshore Mengkapan field (production began in Dec. 1986 from 10 wells), the onshore Melibur field (production began in Dec. 1986 from 32 wells), the onshore Kurau field (production began in Jan. 1988 from 29 wells), the onshore Padang Selatan field (production began in Dec. 1990 from 11 wells), and the onshore MSBV field (production began in Aug. 1993 from 1 well).
Since LOMSL started operation in the Malacca Strait, management has made a strong commitment to managing the environment properly. One person was dedicated to health, safety, and environmental matters. An environmental impact assessment for Lalang field was developed before operation of the field in 1984, even though there was no government regulation effective at that time that required an environmental impact assessment study for a project development.