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Abstract Reporting on environmental performance at Total E&P consists in recording an extensive series of quantitative and qualitative indicators on every operated site to monitor the effect of E&P activities on the environment. The data are then consolidated and the results exploited at affiliate level as well as at the E&P Head Offices level. Collecting, validating and managing in real time such an extensive number of indicators requires a safe and fully integrated system able to match the size and complexity of Total E&P. If managing environmental data with Excel™ sheets was possible in the first years of reporting, it rapidly appeared that this methodology was unable to face an ever growing demand of accuracy and representativeness. Consequently an integrated reporting system, supported by a web-based tool, was developed. Objectives Reporting on environmental performance answers two major challenges. Firstly the need to know precisely and at any time, the condition of all E&P installations relative to the regulatory provisions of the countries hosting our activities, and relative to our own in-house standards. Secondly the need to have a set of quantitative and qualitative data that help to define and implement pertinent actions to improve performance and to monitor their effect in the short to medium term. Reporting on environmental performance is therefore essential to steering the Company's environmental policy. Reporting on environmental performance: a dual approach. Two environmental performance monitoring frequencies have been adopted: a monthly one and a yearly one. The Monthly Monitoring programme The Monthly Monitoring programme enables to monitor the evolution of a limited number of key indicators on each operated site, and an Annual Report consolidates the environmental performances of each operating affiliate, based on a large number of recorded values. Monthly monitoring is first and foremost a management dashboard for the operating affiliates, as well as for E&P Head Offices. It helps keep track of a limited number of key indicators on a monthly basis, and follow up the corrective actions taken to improve environmental performance. The monthly indicators represent domains in which our activities may leave a significant footprint on the environment. They are also the ones most often monitored by the regulatory authorities of the countries hosting our activities, and by our own in-house standards. They concern:Flared gases Greenhouse gas emissions, Hydrocarbons discharged with production water, Oil spills. These quantitative data are collected every month on each operated site, using a unique tool common to the entire E&P Branch and administrated by the Environment Department of the HSE Division at E&P Head Offices level. The basic data (masses, volumes, compositions) are captured and validated in each affiliate by environmental specialists in charge of reporting. The software automatically computes atmospheric emissions including Greenhouse gases emissions, averages and consolidations to date and yearly. The evolution of each indicator is automatically compared against annual target values set by the affiliate. The dataset validated by each affiliate is exploited by the Environment department of the HSE Division for consolidation and publication at E&P Head Offices level.
Abstract In 2008, E2 ManageTech (E2) conducted a benchmark study for Current Practices and Tools for Sustainability. The 2008 survey indicated that the majority of participants had not reached the "tipping point" in their sustainability program defined as implementing some type of corporate Sustainability Managing Information System (SIMS). It was forecasted at that time that a surge would be seen in SIMS (similar to what occurred with Environmental Management Information System (EMIS) in the late 1990’s) as companies realize that they can streamline their collection, manipulation and reporting of sustainability data to save time and money. In 2013, E2 conducted an updated version of the 2008 survey, analyzing comparative results from several industries in Corporate America, specifically the petroleum/oil & gas industry. While the predicted "surge" did not occur, the 2013 survey did reveal an increase in SIMS usage; and the challenges of implementing a SIMS have taken on a nuance. Prior to initiating this survey, we had fully anticipated more widespread deployment of SIMS. However, it appears that a lack of clarity and standards surrounding metric definition and a desire for indicative metrics may be what is holding back many companies. Malcom Gladwell’s book discusses the ability of scientists to predict with 95% accuracy which marriages will end in divorce over a 15-year period by analyzing during a 1-hour period the sequence of emotional interactions between a husband and wife. The emotions analyzed cover the full range from disgust, contempt, defensiveness, and criticism amongst others. In simplest terms, the greater the occurrence of these negative emotions, the greater probability of divorce. Additionally, the greater the occurrence of contempt specifically, the higher the correlation to divorce. Scientists in Gladwell’s book were able to dissect with uncanny accuracy the leading indicators that would predict_whether a new marriage ended in a divorce or not.
Abstract In order to better understand and monitor its atmospheric impacts, TABK equipped all its flares, gas turbines and glycol reboilers with a Predictive Emission Monitoring System (PEMS). PEMS is a software based continuous monitoring system that is able to compute emissions based on logging of process parameters such as fuel consumption, power output, combustion exhaust temperature, etc. In the UAE, this Innovative technology is quite new for an offshore Exploration and Production site and ADNOC, the local regulator, has approved TABK PEMS as a compliance monitoring tool for documenting emissions of priority pollutants and Green House Gases . This project allows adequate modelling and assessment that will enable forecasting air quality and development of cost-effective abatement strategies. This project is key for TABK because we are now able to continuously quantify our main air pollutants emissions; as well as able to support any abatement philosophy with clear, precise scientific and sound information. While this project is quite new for an Exploration and Production offshore site, its innovative technology has enabled TABK take a new approach that predicts emissions from process variables.
Copyright 2012, Society of Petroleum Engineers This paper was prepared for presentation at the SPE Middle East Health, Safety, Security, and Environment Conference and Exhibition held in Abu Dhabi, UAE, 2-4 April 2012. This paper was selected for presentation by an SPE program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum Engineers and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers is prohibited. Permission to reproduce in print is restricted to an abstract of not more than 300 words; illustrations may not be copied. The abstract must contain conspicuous acknowledgment of SPE copyright. Abstract Operational Risk Management is now a board level challenge for all companies in our industry. Recent tragic events strongly indicate a lack of awareness and understanding of the major process safety hazards and their risks by the frontline. This increases the potential for further process safety incidents. Furthermore, the lack of visibility of frontline cumulative risk and overall risk profiles is seriously impacting management efforts to fundamentally improve operational risk management and the efficiency and effectiveness of frontline operations. To address these issues, a fundamental change in the way frontline operations are managed is needed. New processes are required that operationalize the safe work execution rules and establish structured processes to ensure that people are guided to the correct operational decisions that are appropriate to their conditions and context. Technology can be a significant enabler of business process in oil and gas industry as it has been for other industries. Frontline operations have changed very little in the past 40 years making it difficult for frontline workers to consistently make the right decisions without the right tools. It is ironic that supermarket checkout operators have access to more technology than frontline technicians yet the consequences of each making mistakes bears no comparison.
Abstract This paper focuses on an area of PSM which is somewhat overlooked. The area wecall Work Execution (WE) and that encompasses all aspects of planning, executing and managing work on hazardous plants. It is an area which iscritical to safe operations since, second only to road traffic accidents, failures in WE account for the most number of fatalities and serious incidentson hazardous plants. PSM has a focus on safe process plant design and operationwhere multiple layers of protection are installed to minimize the risk ofcontainment loss and to mitigate the consequences loss of containment occur. InWE many of these barriers are systematically removed for good reasons andadditional hazards brought onto the plant raising the level of operationalrisk. The paper introduces the concept of cumulative risk where multiple worktask and other risk factors are being managed individually but the cumulativeeffect of the residual risk is unknown. Currently most WE is managed usingpaper forms in triplicate and as a result, little to no data in this space isgenerated to allow us to properly analyze and manage such risks. New web basedsolutions have been replacing these legacy systems which thus far havedelivered greater rigor on the process and improved efficiency. The nextgeneration of these tools has the ability to measure operational risk in wayswe have not seen before. These generate data which can not only be used aslagging indicators of risk performance but can also be used in predictive modeto provide risk data on near term work plans. Using such data, not onlyimproves governance but the ability will be there for front line supervision tooptimize work plans on the basis of risk as well as for expediency and resourceefficiency. These solutions are designed not just for local site management butwill be deployed at an enterprise level covering many assets and individualsites and providing much greater insight and oversight of risk managementacross an organization. 1. Introduction As the oil and gas industry continues to grapple with the challenge ofunderstanding how best to react to the lessons of Ma-condo, there is growingrecognition that the answer to the wider challenge of fundamentally improvingthe way the industry operates is not a simple one. Macondo and the resultingresponse by the industry over the past eighteen months or in some cases a lackof a response, indicates that ongoing problems remain with operational riskmanagement and its impact on process safety management (PSM) and decisionmaking. The Chief Counsel's Report; National Commission on the BP DeepwaterHorizon Oil Spill And Offshore Drilling Report to the President, was verydirect in stating that Macondo was more than a series of disparate technicalfailures but an overarching failure of management; " Ultimately, the companiesplaced undue reliance on timely intervention and human judgment in light oftheir failure to provide individuals with the information, tools, and trainingnecessary to be effective" [ref 1]