This presentation traces the actions that link the TOTAL group and its subsidiaries located in the south-west of France, and local economic development of the Lacq Basin over the last fifty years.
The Lacq gas field - 250 billion m3 of gas reserves and 3000 employees at the height of production - has been operated by TOTAL E&P France (TEPF) since 1957. This operation was initially a challenge both in terms of the technical issues involved and in terms of risk management. At the time, the local stakeholders' main concern was the acceptability of the activity. This period generated the development of the chemical industry in the Lacq Basin, but the deliberations carried out in advance concerning the industrial future of the Basin during the inevitable decline of the field's production and after it ceases to be operated quickly came to the fore and have taken shape in the actions set out below.
TEPF's own activities linked to gas production have been declining since the 1980s, but its efforts continue to be focused on risk management, improving the production facilities, capitalising on its resources, accommodating pilot projects, etc.
At the same time, the industrial complex around the Lacq Basin, which was initially focused on the operation of the gas field and the operation of the associated products, opened up to other industries while remaining centred on the chemical sector.
Several projects that aim to promote development and industrial diversification have been set up by the TOTAL group over the years:
In addition, the CHEMPARC Public Interest Organisation, which was formed in 2003, brings together the State, local authorities, university, industrial companies and trade unions in a spirit of dialogue. It groups together four industrial platforms with a regulated safety perimeter that include INDUSLACQ and SOBEGI, and its objective is to contribute to local economic development.
The projects described above form a dynamic that is consistent with the increasing takeover of responsibility by the traditional stakeholders; local authorities largely contribute to that by their initiatives and massive support: the presence of about 8,500 jobs in the Basin is the concrete result of structured actions. Thanks to its consistency and originality, such an approach could constitute a reference for other sites.
Road safety continues to be one of the great challenges facing upstream/downstream oil & gas companies. In a global scene, the picture is no different, 3000 lives are lost daily due to road and traffic crashes, among young people aged 15-29 years-road traffic injuries are the second leading cause of death worldwide (WHO world report on road traffic injuries prevention). On 2004, ADCO and contractors have lost three employees due to road crashes; this triggered company wide efforts focused on improving road safety management system for both ADCO and contractors. In depth study of immediate and system causes of these crashes and other related data were conducted. Several deficiencies were identified effecting the implementation, communication and follow up of company road safety programs. A combined task force of ADCO and key contractors was appointed to conduct a comprehensive analysis of those deficiencies and to propose potential solutions. This paper explains the several key implemented recommendations in areas of technology, communication, journey management and alliance with governmental agencies. As a result of those implemented improvements, ADCO and contractors had no fatalities for the past three years; additionally ADCO had a sizable decrease in road traffic violations by employees.
This paper describes a risk based business approach for use of the ASTM Risk-Based Corrective Action (RBCA) process to establish baseline environmental conditions, classify environmental risks, and predict the potential remediation costs associated with historical oilfield operations. As part of an environmental due diligence performed for upstream oil and gas production facilities in Colombia, this risk-based due diligence process allowed prioritization and characterization of sites based on key risk and cost drivers. The methodology facilitated identification of remedial action strategies and development of an appropriate remedial action schedule, based upon inspection and review of a representative sample of the oilfield facilities. The case study in this paper is for an oilfield consisting of 1710 well sites, 7 active production stations, 76 abandoned substations, 2 crude oil dehydration plants, and a gas processing plant distributed over an area of 190 square kilometers. Within the limited time available for the due diligence, the approach facilitated completion of the property transaction and allocation of reserves as escrows in project negotiations to the satisfaction of all parties involved.
For this case study due diligence effort, site inspections were conducted at a representative percentage of each type of oilfield facility to identify site conditions posing concern in terms of "primary risk factors?? (human health or safety) or "secondary risk factors?? (i.e., impacts on ecological resources, water resources, land use, or regulatory compliance issues). Observed conditions were then characterized according to the RBCA classification system to define the relative magnitude of the risk posed and the relative urgency of need for a response action. For each type of oilfield installation, these data comprised a "risk distribution,?? defining the key risk drivers and the frequency of occurrence of higher risk (Class 1) vs. lower risk (Class 2, 3, or 4) conditions. These risk distributions were then used to predict the probability of encountering similar conditions within the balance of sites not inspected during the due diligence process, as well as to establish an overall schedule and budget for remedial actions (i.e., addressing high-priority conditions in the near-term and lower-priority conditions at a later time).
Consideration of the risk associated with operations at the earliest possible stage is a key factor for effective chemical HSE risk management. This paper describes the operational and strategic decisions behind the design and implementation of a method developed for Maersk Oil, where the responsibility for chemical risk assessment is transferred to the earliest possible point in the chemical handling chain - the procurement process.
Separate HSE risk assessment procedures conducted solely by specialists may lead to decoupling of the HSE considerations from the operational requirements. The objective was to integrate chemical HSE risk assessment into the overall consideration of chemical suitability (technical and cost) for a particular operation. When extending HSE risk assessment responsibility to operational staff with procurement responsibilities from HSE specialists, certain criteria must be met. The developed methodology was to meet the following targets:
The developed methodology provides the assessor with a simple yet plausible and understandable result of the associated level of HSE risk. The assessment is based on linking data supplied by the vendors to chemical usage scenarios supplied by the actual operative personnel. Implementation of the methodology for easy user interface is based on an IT-solution tailored to the operators existing processes.
This paper summarises the definition of the objectives and the main considerations taken when developing the methodology and presents an overview of the supporting tool developed.
SAIPEM, as a major contractor working for some of the most demanding organizations within the oil & gas industry, has come to recognize the necessity of safety leadership in achieving an accident-free workplace. In order to break through the TRIR (Total Recordable Injury Rate) plateau, SAIPEM has established a Leadership in Safety (LiS) program, which is in the early stages of deployment.
Developed internally, and tailored to the company's operations, the program addresses all levels of management, starting at the top. One of its main features is the LiS workshop.
The LiS workshop aims to hit the delegates in the heart and get them thinking differently about safety. To achieve this, two powerful and original tools were developed: a movie inspired by a real life work fatality and a web-based "safety culture profiler??.
-The movie was filmed to illustrate "leadership expectations??, demonstrate good and bad "intervention??, show "behavior that leads to incidents??, all reinforcing the workshop as it unfolds. In the movie the CEO speaks about SAIPEM's vision, values and commitment to safety.
-The "profiler?? is completed prior to a workshop to assess the emphasis delegates give to different safety leadership expectations. The results are not disclosed until the "expectations?? sequence in the workshop, and then on a confidential individual basis. In addition to this personal feedback, the tool can give a "picture?? of the perceived safety culture within a group.
Hands-on exercises allow delegates to analyze behaviors (ABC) and practice intervention (SAIPEM's Five Stars Intervention Tool).
This paper describes the program, why it was developed and how it is deployed. It will be of interest to project managers aiming for zero-accident in the construction phase.
SAIPEM is a major contractor to the oil and gas industry, covering several areas of service: both onshore and offshore construction, as well as drilling and sub sea work.
Over the last ten years (1996 - 2006), SAIPEM's Total Recordable Incident Rate (TRIR) has been divided by ten, essentially through implementation and improvement of safety management systems on all sites and areas of operation. At this point, it seems obvious that no further improvement is being achieved: a "safety plateau?? has been reached in terms of TRIR, and fatalities are still occurring (fig.1).
It is felt that only a change in behaviors and attitudes throughout the organization, and the implementation of effective "safety leadership?? will enable SAIPEM to break through the "safety plateau?? and eradicate fatalities all together.
Baker Hughes' internal HS&E Audit Program has evolved into a standard approach used across the entire Enterprise. Audits are conducted to verify conformance with elements of the Company HS&E MS (Management System) and local operational procedures and compliance with applicable regulations. The choice of audit sites is based on risk. Emphasis is placed on making the audit a constructive exercise by highlighting positive aspects of HS&E performance. At the same time, the highest levels of management pay close attention to progress in reducing the incidence and potential severity of high-risk conditions.
Standardization of audit procedures and reporting serve to highlight results in the form of special HS&E achievements, known as "Noteworthy Efforts?? to be shared within the organization and important opportunities to improve, known as "Findings??. The severity of typical Findings range from "Observations?? that merely suggest specific actions to improve HS&E performance to "Major Findings?? that are brought to the immediate attention of management and the Executive Leadership of the Company. Use of a database to collect and compile information on Audit results and to track progress on Corrective Action Plans (CAP) provides accountability for reduction of risks to ALARA (As Low As Reasonably Achievable) levels. The database further provides indications of the need for increased focus on certain MS elements when audit results indicate trends in the form of frequently noted or especially high-risk Findings. Therefore, these data provide a means to measure "leading indicators?? of HS&E performance.
The keys to success of the Program include consistency and standardization provided by auditor mentoring, training and practice at numerous sites, as well as an understanding of the value of the Audit Program and commitment in the form of resources and attention at all levels of the organization. The true value of the Audit Program is that the commitment to it both depends upon and, at the same time, reinforces the Company culture of achievement and continuous improvement to which the audit program contributes.
This paper presents the basic design of the Audit Program, features of the database and some of the results that make the Program a valuable risk control and performance enhancement tool.
Safety Leadership should be about engaging employees in safety and empowering them to take responsibility for their safety and safety of their co-workers. Every employee needs to be a leader in safety every day so that a zero-injury workplace can be achieved. Many opportunities exist to coach employees on how to take this personal responsibility, but those methods are not always clear to managers. This paper will describe how and when to use Situational Leadership to coach employees on safety leadership so they can apply it in daily actions.
Common approaches to safety involve reactive rather than proactive steps, which leaves an organization exposed to potential mishaps as well as to deficiencies in employee training and attitude. Both are detrimental to an organization's growth and fiscal management. The Situational Leadership style allows managers to analyze needs proactively and then to adopt the most appropriate leadership style. To get the most benefit, a leader should be trained in various leadership styles and how to determine others' development levels. This style is popular with managers because it is simple to understand and works in most environments for most people. Managers can assess employees' development levels before coaching them on a safety issue and developing a corrective action. Generally, employees with low skills or attitude will need more detail in explanation and corrective action, while employees with high skills or good attitude will need less explanation and will achieve more ownership of corrective actions. With this type of coaching, managers and employees will progress to the highest development levels at which they are the "owners?? of corrective actions and become true leaders in safety. This paper will describe the methodology and inherent benefits of using Situational Leadership to redefine an organization's safety culture.
The Environmental, Social and Health Risk and Impact Management Process (e-SHRIMP) was developed by a taskforce1 of the International Association of Oil & Gas Producers (OGP). It delivers additional value in Oil and Gas projects through enhanced quality, consistency and industry alignment. It builds on good practice and shared learning of a number of OGP member companies and presents a lifecycle environmental assessment and management approach. This enables not only OGP members but other smaller and national oil and gas companies to benefit from industry experience.
Formally launched in 2007 at the OGP HSE Management Workshop in Delhi and presented at the Asia-Pacific SPE HSE Conference in Bangkok, e-SHRIMP has now been available to OGP Members and other users for one year. This presentation will demonstrate the essential features and values of the product and focus on how e-SHRIMP has been applied though the HSE Management Systems of OGP member companies, report user experience and identify potential aspects for future improvement and refinement.
Environmental incidents at oil and gas facilities includes oil spills, releases and leaks of hydrocarbon and other hazardous materials, emissions and discharges exceeding allowable limits and community complaints.
A survey by the Group office of a National Oil Company reveals that post environmental incidents management processes such as incident notification, reporting, investigation and follow-up actions are relatively well-established at its operating sites. These sites also have adequate oil spill preparedness which usually includes the establishment of oil spill contingency plan, the conduct of oil spill response exercises and the availability of oil spill response equipment and arrangement. The NOC in its pursuit for continual improvement in HSE risk management carried out a study to assess and review the level of proactice controls that needs to be in place to prevent or reduce environmental incidents.
A strategy which touches on three aspects, viz. organisation, process and people has been developed with the aim to prevent and control environmental incidents at oil and gas facilities within the Group. This strategy was tested at two of the operating sites where the activities carried out include an environmental management process review, environmental hazard review and a capability building program to enhance the awareness, knowledge and skill of site personnel with respect to environmental incidents prevention and control.
The effect of the effort was felt positively even at the early implementation stage when the HSE staff, the process operation engineers and maintenance engineers began to work together to review the environmental management process. The awareness training as well as the competency training to enhance the skill of environmental aspect identification and impact assessment proves to be effective in the prevention and control of environmental incidents at oil and gas facilities. The pilot project is now being promoted to other operating sites within the Group.
Pakistan is a country with second highest death rates related to road accidents. BP Pakistan has its upstream operations scattered over an area of around 7500 sq.km in Badin District which is densely populated with very poor awareness on Road Safety & Traffic sense. Road incident rates in Badin District are among the highest in Pakistan and there is almost a non-existent traffic enforcement regime to curb road traffic issues. This entails nurturing the local populace and self-empowering them on their Road Safety / Traffic rights and educating masses for a long-term change.