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Abstract This paper is a review of a social risks management (SRM) process developed by an international oil and gas services provider to identify social risks that have the potential to affect communities on and around the oilfield. The paper uses case studies to identify social risks management factors key to the successful implementation of operations. The SRM process is intended to enhance the service provider's ability to anticipate and manage the impacts arising from its operations. The proprietary process has three integrated phases—planning; implementation; and monitoring and evaluation—and is governed by its own risk management guideline. Since 2010, the process has been used to complete field assessments and planning exercises for operations in the Africa, Asia Pacific, Latin America and Middle East regions. In those regions the SRM process has enhanced the service provider's ability to identify and analyze social hazards and to understand how related prevention and mitigation measures can help in managing its operational presence. An important factor in the successful execution of operations with unusually hazardous risk profiles, or operations in areas with significant social footprints, is proactive assessment. Close observation of the community has enabled the oilfield services provider to identify social hazards that might affect communities, and to develop social management plans and portfolios of measures to prevent or mitigate those hazards. Typically, prevention and mitigation measures can range from codes of conduct to community outreach programs designed to improve community acceptance of company activities and to maintain long-term support for operations. For example, in one country the social risks plan included procurement of local produce and water, employment of local labor, infrastructure and furniture donations to local schools and, in collaboration with the oilfield operator, deployment of medical camps run by a respected national non-governmental organization (NGO). More than 500 patients were screened during eye clinics—225 of them received medication, 300 were given eyeglasses, and 30 patients underwent surgery to correct vision. This paper describes the key features of the SRM process along with a range of measures adopted by the service provider to address social risks. Developed and implemented by the service provider, as opposed to an oilfield operator, the SRM process is providing the E&P sector with new perspectives and lessons learned for managing social risks in oil and gas projects. The lessons learned can be used to evolve the SRM process and for future projects in sensitive areas.
- Asia (0.49)
- Africa (0.34)
- North America > Central America (0.24)
Abstract The US OCS frontier areas provide a challenging environment for regulating oil and gas as well as renewable energy safety. The Bureau of Safety and Environmental Enforcement (BSEE) relies heavily on the use of technology assessment and research to provide safe and environmentally sound decisions. The BSEE continually re-examines current technology and procedures that may be used in the OCS because of the evolving challenges that frontier areas bring. The BSEE collaborates with national and international federal agencies to provide consistency and to ensure that the best available and safest technology is used in the OCS. This paper will look at regulatory improvements made from research conducted post hurricane. It will also highlight post Macondo research that is being pursued by the BSEE for drilling, cementing, and human factors. The results of the research are used in the development of offshore regulations, standards, and inspection policies of more than 3400 OCS facilities and more than 33,000 miles of pipelines. For example, projects were completed which have determined appropriate structural assessment methods that did not exist previously. A new web based system is being used as a tool to ensure that recommendations formed from research findings are used expeditiously. This paper will highlight improvements being made at the new agency formed in the Department of the Interior in an effort to promote safety, protect the environment, and conserve resources offshore through vigorous regulatory oversight and enforcement.
- Law > Environmental Law (1.00)
- Government > Regional Government > North America Government > United States Government (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Oceania > New Zealand (0.89)
- North America > United States (0.89)
- Europe > United Kingdom (0.89)
- (2 more...)
Abstract There has been a proliferation of external guidance and guidelines for managing human rights issues. While these are useful tools to inform the management of potential risk, at best they may offer abstract concepts or aspirations of performance. In many respects, existing management systems and processes have the requisite components to identify, assess, prevent and/or manage potential human rights issues. The paper will examine existing management systems in oil and gas companies for addressing potential human rights issues. The purpose of the paper is to describe how IPIECA, the global oil and gas industry association for environmental and social issues, has responded to the emergence of external guidelines in connection to designing and implementing the due diligence process consistent with the United Nations (UN) Guiding Principles on Business and Human Rights.
- Law > Civil Rights & Constitutional Law (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Next-Generation DNA-Based Approaches for Comprehensive Assessment of Marine Communities
N’Guessan, Lucie (ExxonMobil Upstream Research Company) | Springer, Nina (ExxonMobil Upstream Research Company) | Borisenko, Alex (Biodiversity Institute of Ontario, University of Guelph) | Singer, Greg (Biodiversity Institute of Ontario, University of Guelph) | Shokralla, Shadi (Biodiversity Institute of Ontario, University of Guelph) | Hajibabaei, Mehrdad (Biodiversity Institute of Ontario, University of Guelph)
Abstract Biodiversity analysis is key to ecological biomonitoring in any environmental assessment program. Conventional taxonomic methods lack the speed, sensitivity, accuracy and robustness required for executing comprehensive biodiversity analysis especially in remote marine environments. Recent advances in molecular biology and bioinformatics have made DNA sequences a major source of information for biodiversity analysis. Taxonomically validated reference libraries of standardized species-specific sequences—DNA barcodes—are being assembled as part of large-scale initiatives such as International Barcode of Life Consortium. Next-Generation Sequencing (NGS) technologies provide the capacity to analyze environmental DNA from various types of samples and read biodiversity across all domains of life from bacteria to higher eukaryotes directly from environmental samples. This pilot project assessed the utility of using DNA barcoding as well as NGS-based environmental barcoding tools for biodiversity analysis. Specimens collected during a recent scientific expedition in the Beaufort Sea were used. Individual specimens were DNA barcoded using a single-specimen Sanger sequencing approach and environmental DNA from ice cores and water samples were subjected to bulk NGS analysis in a Roche 454 platform. DNA barcoding revealed 60 distinct genetic lineages (putative species) of metazoa, many of which matched sequences in the Barcode of Life Data Systems (). The lack of reference sequences for marine taxa currently limits the usability of this approach in a wider context. NGS-based patterns of ecological diversity were able to robustly separate communities of microbial and non-microbial species in ice-core and water samples. Additionally, more detailed taxonomic assignments allowed teasing apart specific groups of organisms in these samples directly from NGS sequences. Overall, a combination of DNA barcode analysis and NGS tools demonstrated the potential of DNA-based approaches for comprehensive biomonitoring in remote marine environments.
- Health & Medicine > Pharmaceuticals & Biotechnology (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Upstream Air Quality Monitoring and Emissions’ Assessment: Definition of a Methodological Tool Based on Field Activities
Monfredini, Claudia (eni e&p/SEQ/AMTE) | Aiello, Gennaro (eni e&p/SEQ/AMTE) | Tegami, Alice (eni e&p/SEQ/AMTE) | Morichini, Marta (eni e&p/SEQ/AMTE) | Stillavato, Alex (eni e&p/SEQ/AMTE) | Sandri, Simonetta (eni North Africa B.V.) | Mondzali, Laurent (eni Tunisia) | Bouzid, Meriem (eni Tunisia)
Abstract In 2010, eni e&p developed the Air Quality Monitoring Standard, a specific guide for eni e&p Subsidiaries for the design, installation and management of fixed Air Quality Monitoring Systems (AQMS). Although fixed AQMS are the most complete and precise monitoring tools, their installation is not always necessary in order to manage air quality issues. Therefore, before installing a monitoring station, a general structured assessment of air quality and emissions’ should be carried out in order to eventually identify different/cheaper monitoring options. eni e&p gained some important expertise regarding this issue in 2011 via a structured project implemented in 2 Tunisian oil centres, one located in the desert, the other in a coastal area. The project has foreseen the on-site detailed evaluation of emission sources, the monitoring of air quality through a 2 weeks spot campaign and the implementation of a gap analysis based on reference limits mainly provided by the Tunisian normative framework and by the Company Standard. Thanks to the experience gained during the project implementation in Tunisia, now it is possible to complete the currently available Air Quality Monitoring Company Standard by adding a methodological tool for carrying out a structured Air Quality Monitoring and Emissions Assessment (AQMEA) which should support Subsidiaries identifying suitable air monitoring strategies based on local particular needs. The present paper is aimed to describe the new possible methodology to be proposed.
- North America > United States (0.48)
- Africa > Middle East > Tunisia (0.35)
- Materials > Chemicals (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.30)
Abstract Lifting above or close to live hydrocarbon process plant or pipelines has long been an emotive subject. Managing such lifting is a fundamental part of the safe operation of the concerned production facilities. Lifting above live plant or lines can be encountered during normal production operations and also simultaneous operations for construction and production or drilling and production activities. Much of the time, with good preparation and planning, such lifts can be performed during planned shutdowns, therefore removing the ‘live plant’ hazard. However there are occasions when shutting down and depressurizing the plant or lines close to or under the lift path is not always perceived as possible. Based on this, a need was identified for a means to allow personnel to perform an appropriate level of assessment to aid in the decision making process regarding whether or not to allow such lifts. This paper presents the basis of a calculation tool developed to help determine whether or not a lift can be carried out over unprotected plant or lines in a consistent manner and which will give users confidence in the results generated. The tool calculates the potential impact energies of a dropped load and subsequent damage based on a percentage of indentation to a pipe or vessel diameter. This is derived from inputs by the user in terms of load shape, mass and potential drop height. Thereafter, depending on the plant or line types selected, the tool will advise whether or not the lift can be considered as acceptable providing that other criteria have been complied with. Clearly the final decision as to whether to lift above live plant or lines will be made by a team of appropriately qualified personnel. The benefits to be derived from the introduction of this tool include reduced uncertainty over whether or not such lifting is feasible and it should also reduce the number of enforced shutdowns and restarts, especially for smaller, repetitive types of lifts.
Copyright 2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production This paper was prepared for presentation at the SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production held in Perth, Australia, 11-13 September 2012. This paper was selected for presentation by an SPE/APPEA 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 or the Australian Petroleum Production & Exploration Association Limited and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited, 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 or the Australian Petroleum Production & Exploration Association Limited is prohibited.
Abstract E&P organisations continue to strive towards improving HSE performance within their own operated activities. However, an area where organizations have had relatively little focus, is on how Joint Venture Operators manage major incident risk within JV operations. Within these types of activities, the JV Operator is relied on to deliver the appropriate HSE performance, with the other JV partners adopting a predominately reactive approach to HSE issues that occur during the operation. Against the background of a continued drive to improve HSE performance within all its activities (both operated and non-operated) and to understand and manage its exposure to major incidents within a JV operation, a methodology has been developed within eni UK to provide an indicator of the major incident potential within the non-operated joint ventures the organisation is engaged in within the UK sector. The methodology is based on comparing and combining different measures of major incident risks. In particular two aspects are addressed: the estimation of major incident risk inherent in the JV operation by virtue of the operation it is carrying out, and a measure relating to the manner in which the operator is managing the barriers required to prevent a major incident from occurring. The methodology is to be applied to a number of joint venture operations, ranging from HPHT developments from fixed installations, to mature developments based on floating systems.
Practical Realities of Project Financing through Equator Principles Financial Institutions
Tucker, Joey (David Blatchford Esso Highlands Ltd) | Kane, Steven E. (David Blatchford Esso Highlands Ltd) | Twyford, Chris C. (David Blatchford Esso Highlands Ltd) | Critchfield, Scott L (David Blatchford Esso Highlands Ltd) | Hayes, Bruce E. (ExxonMobil Development Company)
Copyright 2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production This paper was prepared for presentation at the SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production held in Perth, Australia, 11-13 September 2012. This paper was selected for presentation by an SPE/APPEA 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 or the Australian Petroleum Production & Exploration Association Limited and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited, 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 or the Australian Petroleum Production & Exploration Association Limited 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 The Equator Principles (EPs) are now well recognised in the financial industry as a form of risk management. At first glance, EPs might be construed as social altruism financed by an Operator's budget.
- Oceania > Australia > Western Australia > Perth (0.24)
- Oceania > Papua New Guinea > Papuan Peninsula (0.15)
- Oceania > Papua New Guinea > National Capital (0.15)
- Oceania > Papua New Guinea > Central Province (0.15)
- Oceania > Papua New Guinea > Papuan Peninsula > Central Province > National Capital District > Petroleum Retention License 15 > P’nyang Field (0.99)
- Oceania > Papua New Guinea > Papuan Peninsula > Central Province > National Capital District > Petroleum Retention License 15 > Elk-Antelope Field (0.99)
- Oceania > Papua New Guinea > Papuan Peninsula > Central Province > National Capital District > Petroleum Retention License 15 > Angore Field (0.99)
- (12 more...)
Abstract Management systems help companies attain, maintain and improve performance. If the system, the topics and requirements within it and the company culture are functioning as an effective whole, they will help the company to assess, manage and mitigate its risks effectively. In the past social issues were often not an explicit part of management systems and some companies may have managed them less systematically than other non-technical risks such as health, safety and environment. However, it is our view that there are clear business advantages to managing social risks in a similarly rigorous way, since without such management they can create delays, additional costs and reputation damage. Stakeholders such as investors, governments and NGOs are increasingly expecting companies to demonstrate that they approach social performance systematically. BP has had company values and a code of conduct for some years, but social responsibility was not specifically enshrined in management systems to the same extent as health, safety and environmental performance. The creation of the company’'s Operating Management System (OMS) in 2008 was an opportunity to introduce social performance elements, thus providing a framework to introduce formal requirements and recommendations on how to implement the high-level statements in the values and code of conduct. Many topics in OMS have implicit links to social performance, such as leadership, culture, people and competence, personal safety, health and industrial hygiene, security, environment, product stewardship and customer focus. However, two topics focus explicitly on social performance: the first is social responsibility and the second is community and stakeholder relationships. These two social topics contain high-level requirements that are supported by other more detailed requirements and recommendations, such as the environmental and social practices for certain projects. BP's public commitments to external social responsibility initiatives, such as the UN Global Compact and the Voluntary Principles for Security and Human Rights, reinforce the social performance aspects of OMS. BP has internal subject matter experts on social issues, not only to support the requirements in OMS but also to assist BP's businesses on social issues more generally. These specialists cover issues such as stakeholder consultation, indigenous people, impact assessment, security and human rights, community investment, workforce welfare and local employment, cultural heritage and involuntary resettlement. They provide guidance to projects and operations, and they inform senior management about the assessment and management of social risks that could be material for the company. This paper explains the company's evolving approach to social responsibility and how OMS helps to bring comparable rigour to the identification and management of social risks that is applied to other non-technical risks.
- Social Sector (1.00)
- Energy > Oil & Gas > Upstream (1.00)