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Abstract Over a century ago, one million Attwater's prairie chickens graced the coastal grasslands of Texas and Louisiana. Today, less than 1% of their native habitat remains and in 2009, it was estimated that only 90 remained in the wild at three different locations. The remaining nearly 260 Attwater's prairie chickens are in captive rearing facilities throughout Texas. One of the last remaining locations where the Attwater's prairie chicken is found in the wild is the Texas City Prairie Preserve that was set aside near Texas City and is owned by The Nature Conservancy (TNC). The Conservancy has leased oil and gas production on the Preserve and works to balance production with the conservation and recovery of the Attwater's prairie chicken. The Houston Advanced Research Center (HARC) is leading an industry consortium effort, the Environmentally Friendly Drilling Systems (EFD) Program, to investigate the development of cost-effective, low impact drilling and production systems and to reduce the environmental tradeoffs associated with operations. The work originated in 2005 when co-funding was obtained by the U.S. Department of Energy and industry. Additional funding for the effort was obtained through the Research Partnership to Secure Energy for America (RPSEA). The paper documents how HARC and TNC partnered to investigate if and how noise from production operations affects the Attwater's prairie chicken. An electrical submersible pump (ESP), powered by a 500 kW diesel electric generator, was installed in a gas well to increase production. Attwater's prairie chicken locations and movements were monitored prior to, during the workover, and following the installation of the pump (operation of the diesel generator). Noise measurements for the operation of the diesel generator were recorded. Locations of Attwater's prairie chickens were compared to the before, during and after time periods relative to the ESP installation.
The seam is at a mic imaging. Inseam EM results can thus be compared directly to inseam seismic transmission and surface seismic reflection results.
Nowosiwsky, Andry (ExxonMobil) | Diara, Malick (ExxonMobil) | Dockins, Richard (ExxonMobil) | Burke, Nick (ExxonMobil) | Harmen, Sonia (ExxonMobil) | Ngunjiri, Susan (ExxonMobil) | Brown, Amanda (ExxonMobil)
Abstract IDOM (Infectious Disease Outbreak Management) is a prevention and control approach used by ExxonMobil Corporation for infectious disease outbreak control in remote and offshore settings, The company examined the effectiveness of IDOM in containing varicella outbreaks in a large scale project in Papua New Guinea with a globally mobile labour force. Application: Infectious disease outbreaks can have serious health consequences, disrupt operations and affect company productivity. They are of particular concern in remote sites where large-scale outbreaks can exceed project medical team response capabilities as well as those of the local health system. Outbreaks can spread from the worksites to surrounding communities, impact the health of the populations and affect the company’s image and license to operate. IDOM is a public health tool combining sets of easily applicable procedures for outbreak prevention, preparedness and response. Observations: From December 2011 to May 2012, four separate outbreaks of varicella virus (chicken pox) were reported in various locations of the Liquified Natural Gas Project. The outbreaks occurred at three large-scale construction camps and one off-shore vessel resulting in 41 cases of chicken pox (approximate total worker population of affected sites 10,000). Earlier adoption of IDOM across project sites allowed quick case detection with timely implementation of mitigation measures that effectively interrupted transmission of the highly infective varicella virus. Several sites reported a single case but no further transmission was observed and no varicella case was reported in any of the surrounding communities. Significance: Adoption of IDOM was shown to be very effective for infectious disease outbreak prevention, preparedness and response in large-scale oil and gas construction projects and in preventing transmission to local communities.
Published in Oil & Gas Executive Report, Volume 2, Number 3, 1999, pages 18–21,43. The old saying, "What comes first, the chicken or the egg?" is particularly pertinent to the electricity and natural gas business. As developers, we're continually challenged to simultaneously build assets and markets for these assets. When we commit to developing both electricity and natural gas assets, the challenge becomes especially difficult. A company cannot develop a power project until the source of fuel is secured. Nor can an enterprise allocate resources to purchase and deliver fuel without a large, guaranteed customer. Enron's philosophy has been to develop the chicken and the egg simultaneously. It is not an easy task and it requires the ability to envision how energy markets will develop. You also need skills to successfully communicate your conceptualization to partners, governments and lenders. But the risk is that if a company resists undertaking the challenge, it forgoes a chance to make a meaningful difference in how emerging markets can satisfy their huge demands for energy. Enron's experience in India is an excellent example of how successful a two-pronged development strategy can be. We soon will celebrate the opening of phase I of the 826-megawatt (MW) Dabhol power plant in the state of Maharashtra. At about the same time we will reach financial close for phase II of Dabhol, which is scheduled to bring on line 1,624 megawatts more by the end of 2001. Electricity, however, is just one component of Dabhol. Because phase II includes the infrastructure to import and regasify liquefied natural gas (LNG), it instantly creates a beachhead for a major natural gas market in India. Enron in India From the day the Indian government invited Enron to India in 1992, we recognized the existence of a large market for natural gas. The commodity already was in high demand. We knew from our experience that industrial use of natural gas would rise with supply levels, particularly in light of the nation's ambitious program to encourage power development. Natural gas-fired power plants make sense in India. They are quicker and less expensive to build than coal plants and emit far fewer pollutants than other fossil fuel-based generating stations. And, they satisfy India's need for clean energy solutions.