Agip KCO is involved in appraisal and development activities in the Kazakhstan sector of the North Caspian Sea and recognizes its responsibility in protection of unique biodiversity of the region. As a part of its sustainable development strategy and environmental protection / management program, the Company has produced a Biodiversity Strategy and Action Plan for 2007-8. The primary objective of the Company Biodiversity Strategy and related actions is to efficiently and effectively avoid threats to biodiversity. The interaction between biodiversity, local communities and other interested or affected parties is crucial to this process. This strategy assists the Company to develop synergies between internal biodiversity programs and external local and regional environmental programs; and secondly optimise the links between operational biodiversity programs and community relations programs. The Company carries out environmental monitoring, impact assessment studies and supports key external biodiversity conservation projects. The integrated long-term Biodiversity program will allow Agip KCO to evaluate and reduce the potential direct and indirect effects (both marine and terrestrial) of operations in the area; identify mitigation / restoration actions to reduce current impacts and measures to improve biodiversity conservation in the future; and finally integrate the outcome of studies into our daily operations.
Agip Kazakhstan North Caspian Operating Company (Agip KCO) operates on behalf of a consortium of companies involved in the North Caspian PSA (Tab. A-1). The current appraisal and development activities are located in 11 blocks in the Kazakhstan part of the Caspian Sea, covering an area of about 5,600 km2. These blocks include the giant offshore Kashagan Field and the Kalamkas, Kairan and Aktote Fields (Fig. B-1). Ongoing activities include exploration and appraisal operations at Kashagan, Kalamkas, Aktote and Kairan. Main focus of the current activities is development of the Kashagan Field, which was discovered in 2000 and which is historically unprecedented in its size and complexity anywhere in the world. The complexities of the Kashagan Development include those related to the characteristics of the oil field, such as great depth, high pressure, high hydrogen sulphide content, as well as those attributed to the operating environment. Physical environment is characterized by extreme variations in seasonal temperatures, long term sea level transgression, significant wind driven short term sea level fluctuations, high levels of turbidity and sediment movement, ice cover in winter (Fig. B-2) and scouring of the seabed by moving ice. A major challenge of the project is how to successfully operate in this dynamic physical environment with minimal impact on the sensitive but yet highly adaptable flora and fauna. The discovered oilfields are located in the North Caspian State Nature Reserve, a zone, highly recognized for its unique, versatile, delicately balanced and potentially fragile biodiversity.
The Company recognizes its critical role and responsibility for maintaining the integrity of nature and the significant implications of its operations for the quality of life for the local people and for the environment. Therefore, the Company adopts a world-class environmental protection and management program. The program considers international good oil field practices and ensures that all operations are carried out in environmentally concerned manner with minimal permitted discharges, according to international and Kazakhstan standards. The program is carefully tested through regular Environmental Impact Assessment (EIA) studies and monitoring surveys.
As a part of its environmental protection program, the Company is committed to work towards regional biodiversity conservation and restoration and is developing a strategy for engagement with biodiversity issues.
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.
In the Republic of Yemen the most common cause of medical consultations and medical evacuations from oilfield locations is renal colic due to urolithiasis. There is no week without this kind of emergency and there is no single day in field clinics or in our occupational health clinic without an employee complaining of painful urination, blood in urine or back pain. The major cause of these complaints is urinary crystals and stones and their related consequences.
International health statistics show the average incidence of urinary tract stones to be between 3 and 6 % with the highest rates found in the over 60 years age group.
In the Republic of Yemen among oilfield workers over the last 3 years we found the incidence to be more than 10 % with no significant difference between the various ages. This result is identical to that reported in local health statistics reviewing the Yemeni population. We can consider this high incidence of kidney stones among oilfield workers to be non-work related, but due to the local environment - extreme heat, dryness, lack of rehydration, dietary habits, etc.
In the Republic of Yemen, even if the employee is a local or a foreigner, working in the country more than 2-3 years can produce urinary tract crystals and stones, and their related symptoms. How to prevent kidney stones in hot working environments has become a major training issue.
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.
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.
The ADNOC Group of Companies and its affiliates are the major oil & gas (upstream and downstream) companies in the Emirate of Abu Dhabi. They are also the sole suppliers of fuel for other industries, for utilities (electric power generation and drinking water manufacturing by desalination), and for transportation.
As ADNOC is seeking efficient and accurate information on the effects of ADNOC Group of Companies' operations, in view of the potential future development of the economy and industry in the Emirate of Abu Dhabi, there is also a need to measure air quality on a regular basis. Therefore, ADNOC has decided to establish a comprehensive Air Quality Monitoring and Management System (AQMS) covering all of its Group of Companies oil & gas operations.
The objective of the AQMS is to give all major ADNOC and its group of companies a state of the art management system to describe ambient air quality around, and contributions from their onshore and offshore oil & gas facilities in the Emirate of Abu Dhabi. This can be visualized by Figure 1 below which illustrates the modules of an integrated air quality monitoring and management system.
The purpose of which will be to establish management of air quality in relation to the operations of the ADNOC Group of Companies (Company A, B, C, etc..) which will:
The oil and gas industry produce, process and transport many industrial gases and chemical compounds that are harmful to human health and the environment. These gases include fugitive emissions and volatile organic compounds (vocs) from equipment leak, which cannot be seen by the naked eye, and therefore, often not accounted for. There are various technologies and tools used to monitor these gases and to minimize the associated hazards to the environment. Now there is a new technology that will help the oil and gas industry to detect these dangerous gas leaks - GasFindIR infrared camera.
In accordance with the commitment assumed by Repsol YPF to carry out its activities considering safety, people's health and protection of the environment as essential values, and within the framework of Management Excellence Through Continuous Improvement, the Argentina Oeste Business Unit of Exploration and Production has implemented the "Raising Awareness Among and Training Contractors?? project.
This project is focused on three concepts: Responsibility of the Chain of Command, Operative Discipline, and Security Alert; and, in the attempt to comply with the "doing-things-right?? standard, it is based on the following three pillars and their respective topics:
The general scope of this project involves people from the 300 contractor and subcontractor companies that operate in the fields of hydrocarbon extraction and exploitation, operations supervisors and contract inspectors from YPF SA.
It is important to highlight that verifying the effectiveness of the implementation results by using different techniques has been considered as part of the objective of this project.
The project management (planning, control and follow-up) is being done according to the guidelines and good practices defined by the Project Management Office (PMO) of the MASC-UNAO Management.
The results obtained in relation to the evolution of the work observations carried out together with the accidents frequency rates and the amount of trained people will be shown on this paper. The conclusions will stem from the analysis of the results.
Multiple barriers thinking technique can reduce the risk of incidents occurring on a drilling rig. The objective of the technique is to improve the crew`s ability to observe potential risks at the lowest possible level in the process of an incident developing. The ability to observe is developed through a "What if" mindset and a deeper understanding of barriers.
A review of several high potential incidents over the last years show that our highly developed procedures and advanced use of task risk assessment only gets us so far. There is a danger that comfort taken from these systems creates a perception that processes make the job safe. This feeling of comfort can lead to lack of attention. The multiple barriers thinking technique stimulates to a continuous awareness and learning culture among the crew in the daily work processes. It is a technique to avoid the feeling of comfort, lack of attention and complacency. Further, the technique drives a culture that makes safety everyone's responsibility.
This paper provides a detailed introduction to the multiple barriers thinking technique and further, how the technique is introduced and implemented with a drilling rig crew. A case study is provided to demonstrate the use of the technique, why this technique stimulates to a proactive learning culture and why the technique is accepted by the drilling rig crew.
The multiple barriers thinking technique has been applied on 25 offshore drilling locations. The majority of the drilling rigs had very good safety records based on traditional key performance indicators like lost time incidents and total recordable incidents. Several of these drilling rigs had shortly before been audited by company management and authorities with overall good results. However, after applying the multiple barriers thinking technique a high number of potential risk observations were revealed. A typical number of observations on each drilling rig were between 500 and 1000. This situation tells us that we need to take a look at our safety work in a new perspective. We need to find a road to a more professional proactive approach.
In order to improve the safety results offshore the understanding and competence of potential existing risks apparent on the rigs need to be brought to attention. Further, the knowledge about barriers and why these are so vital to maintain the safety integrity must be improved.
This paper introduces a method to take the next step to a safer drilling rig. It gives each member of the crew on a drilling rig a tool which can be applied while doing his/her normal worktask at the work place. At the same time this tool increases profession competence and stimulates to continuous learning for the individual worker.
Description of the technique
The multiple barriers thinking technique is founded on the ability to know the equipment and what potential risks that might be present in the interface between the equipment and the human being. The technique is not based on checklists or any other formal instructions, but it stimulates the individual's ability to learn and get a deeper understanding of multiple barriers. It appeals to everyone`s curiosity and interest towards continuous improvement. It is more like a mental process that will help you build on existing processes and develop good practices.
The Quantified Gap Analysis (QGA) is an excellent tool for measuring the compliance level with KCA Deutag world wide HSE standard. The compliance level can be measured for a rig / location, country, area, and it can be compiled for a region level. With the results from the QGA, senior Mangers will look at one graph only to determine the compliance and none compliance percentage with each standard for each country and even for each rig/location.
The QGA is applicable for measuring the compliance level with any standard or procedures, such as safety, environment or security standard as well as any work procedures. The QGA can be used as checklist for audit or inspection purposes.
The results from the QGA can be utilised to develop the specific plans for corporate, areas, countries and locations. The plans will stress on the development areas that needs attention in terms of training, support, maintenance or investment.
The QGA will develop an automatic corrective action plan for senior managers to follow up and assure closure of gaps of critical risks.
The QGA is an easy tool for measuring the compliance and non compliance level with any HSE or security standard. It provides all information required in one graph. It helps managers to set plans to improve compliance level and improve HSE records and culture.