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The Unconventional Resources (UR) Gas Operations has recently been developed to deliver the first unconventional production to its customers, to produce, process and pipeline gas to satisfy energy demand and support the potential future development, and reduce the liquid burning at power generation facilities. This organization handles unique, scattered and unmanned facilitates, where each facility operates differently based on the geographical nature of the field. For start-up, best practices were leveraged from for Unconventional Gas companies around the world. This includes reviewing and incorporating latest technologies to meet the business challenges of unconventional gas at the lowest cost, and most importantly, safest operations.
As a new operating organization, UR Gas Operations had to define their major processes for achieving the objective of delivering customer expectations safely. These processes include the implementation of a Safety Management System (SMS) to enable control and management over plant safety, maintenance and reliability. With the help of advanced digitalization, SMS processes are being automated to maximize their effectiveness and efficiency. SMS acts as one platform that integrate the safety processes of different facilities under one umbrella. Furthermore, SMS is a critical pillar of Operational Excellence, it involves a set of defined processes that are measured through KPIs to comply with the company's safe operations which was named "SMS Online"
Developing SMS Online have a positive impact on two key stakeholders in UR; Gas Operations Engineers, and Gas Operations Management. The SMS Online is a visualization platform for the safety performance KPIs across the UR Gas Operation organization. Hence SMS enforces accountability for proper KPI tracking and reporting, with compliance to safety processes. In addition, SMS Online creates an environment that supports engineers with their daily safety revisions, tracking, guidance, etc. This portal has increased the accessibility to safety processes across the organization by having a friendly user interface that navigates through SMS elements and processes. The system also provides an automated tracking system for assigning and managing action items assigned against individuals that alert actionees for closing an item prior to the deadline through an alerts and notification system.
In a majority of the industrial facilities around the world, there is a big gap between building a new facility and being fully developed Business Operating Company. A comprehensive vision and a check list of essential Information Technology and Operational Technology systems was put in place to support business readiness for safe and efficient plant start up. SMS Online was a key component of this strategy, which was developed in-house by the UR IT as the first automated safety management system in the UR.
This paper presents research underway at the University of Strathclyde’s Maritime Safety Research Centre (MSRC) from the author’s PhD program. The paper summarizes the development of the current International Maritime Organization’s (IMO) approach to implementing a Safety Management System (SMS), looks at rail and airline industry’s current approaches to SMSs and then proposes a new framework for maritime implementation. The focus is on integrating a more holistic (Enterprise) risk management process into the SMS. This proposed integration is modelled using Dr. Nancy Leveson’s (MIT) System-Theoretic Process Analysis (STPA). The preliminary results are presented along with the corresponding requirements that the SMS must address.
Learning is a "linear process" for workers. It includes studying and understanding basic systems, normal procedures, and emergency procedures in an operational setting. Therefore, they must be developed for the frontline worker, from the frontline worker's perspective and in their words. Step by step procedures will describe the operation of equipment and the interaction of co-workers in the operational context without leaving the frontline worker any questions or assumptions - it is written with concept of operational-need-to-know. Once completed, they will capture the optimum efficient processes and improve your safety management system.
By borrowing best practices from the airline industry several oil and gas companies have been able to implement a system that prevents and traps human error. My presentation will share with your audience that the foundation to safety and efficiency is the creation of standard work for operators and contractors. Standard work that delivers quality work based on the development of procedures and checklists that work in harmony on the rig floor. We will highlight our success measured by the increased efficiency in fracking by over 300%, a reduction in crane incidents by 50% and the reduction of fatal control of work errors. All through the development of a standardization department which became the center for excellence for the operator and the contractor.
Standardization regarding operational procedures are still a new concept within the industry. Our team has produced tangible results which will be shared with the SPE membership in order to demonstrate the effectiveness of standardization and the increased safety and efficiency from it.
The Voltaian basin, Ghana's largest inland basin is the least explored of the sedimentary basins in Ghana. Based on past reconnaissance surveys, albeit limited survey data, the basin is believed to have prospects of hydrocarbon reserves. The government has therefore renewed interest in the Voltaian Basin Project (VBP) to prepare and promote the basin to allow hydrocarbon exploitation activities. Ghana National Petroleum Corporation (GNPC), has been tasked to undertake this project. This paper undertook a safety assessment of the VBP and post VBP, and also examined its economic impact on the Ghanaian economy using standard risk management techniques and economic modelling respectively.
It was deduced that a combination of high to low levels of risk exist in all phases of the project. Out of 64 hazards identified with the VBP and post VBP, three (3) were found to be of high risk, fifty-one (51) of medium risk and ten (10) of low risk. These risks range from gas leakage, through cement plug failure to slips, trips and falls. However, with appropriate mitigation measures such as routine inspection, routine maintenance and repairs, organizing periodic training programs and ensuring a robust Safety Management System, these risks could be reduced to the barest minimum, if not eliminated. The project is therefore a safe endeavour.
In the event of commercial discovery, based on reliable data and informed estimations, the project was observed to accrue net earnings based on net present value for all stakeholders in the sums of at least $18.8 billion, $2.5 billion and $23.8 billion for government, GNPC and International Oil Companies respectively after ten (10) years of production.
The project, if successful, would contribute immensely to the development of the Ghanaian economy. It is expected to replenish the country's declining reserves, provide a comparatively cheaper means of hydrocarbon exploitation, help build the capacity of the national oil company for operatorship in Exploration and Production operations and enhance Ghana's energy supply, bridging the demand gap.
Turnaround Inspections, or alternatively called Testing and Inspection (T&I) activities are critically important for the integrity of oil and gas facilities, and if not planned and executed properly, can easily lead to catastrophic failures that may possibly result in injuries, fatalities, property damage, and production losses. Measuring the performance of the teams planning and conducting T&Is, and feeding the measurement findings into the existing plans to achieve continuous improvement, is key to the success of these operations posing high risk. This paper provides detailed information on the structure, design criteria, applicability, and benefits of a T&I Performance measurement tool, developed for a hydrocarbon producing department running several gas oil separation, gas compression and utility plants, and continuously performing T&Is of various magnitudes, based on annual equipment inspection schedules. During the design and development stage, several expectations from Operational Excellence Program, Safety Management System, and Corporate Maintenance Council, were incorporated into the tool. The mentioned alignment with various management systems strengthens the measurement coverage, and if used properly, the tool can bridge multiple gaps identified in various programs. The tool provides a single dashboard "T&I KPI" in the form of a composite index, expressed with four (4) major components, which are namely, HSE (Health, Safety and Environment), Cost& Profitability, Reliability, and Effectiveness. These major components are further broken down to planning and executional success factors, obtained from the actual worksite data and planning compliance checklists. Accidents recorded, availability of job safety analysis, confined space, scaffold, and critical lift plans, compliance to corporate requirements prior to execution of the work, work quality, scheduling performance, and budgetary discipline are among the success factors that feed into the performance readiness and execution measurement calculations. The tool can be utilized for T&I activities governed by an annual schedule, a set of critical equipment to be opened up during planned/unplanned shutdowns, or for a multi-component unit with its associated equipment to be tested and inspected under a single scope, such as a gas compressor system. It drives actions as different aspects of the T&I activities are reviewed with a solid scoring methodology that clearly indicates the areas of improvement, which can then be addressed with corrective actions to prevent reoccurrence. Continuous and consistent utilization of the tool can lead to reduction in the accident frequencies, T&I durations, and outages of critical equipment, vessels, and storage tanks, which could possibly impact plant output rates.
ValveWatch can be a powerful tool as part of an operational strategy, as it provides valuable information that can be used to track operational Safety according to IEC 61511/508 (Functional Safety Assessment - SIL – Safety Integrity Level).
Within an operating plant, Functional Safety Management for automated on/off valves, PSVs and manual valves it is required to understand why the valves fail and how it is possible to mitigate these failures. The common factor is that the Faults that one has experienced i.e the valve/actuator has failed to carry out its intended task has caused a loss in production or a reduced the level of safety that the plant has been operating under. – These are expensive lessons and lessons that are repeated often.
The reason why these "lessons" get repeated is because the failures that have been experienced are due to hidden failures that are not possible to discover with traditional instrumentation (I.e limit switch, Partial Stroking, opening/closing time). In the terms of IEC 61508 these faults are categorized as DU Faults (Dangerous Undetected). Often these faults may have been introduced due incorrect maintenance, incorrect operation of the valve/actuator or simply due to wear and tear.
Critical valves have requirements with respect to functional testing and also perhaps through leakage tests. The manual methods in testing are flawed and it is difficult to uncover the DU's and even the DD (Dangerous Detectable Faults). Furthermore, the manual tests are often carried out when there is no pressure present, hence the valve is not tested under realistic conditions.
Considering all expected and unexpected conditions in the a-priori design is acceptable only in special cases. For safe and economical tunnel construction the residual risk needs to be managed by appropriate monitoring and a safety management system. The paper addresses requirements for the geotechnical safety management, as well as state-of the-art monitoring and data evaluation techniques in the context of the observational approach. Experience with safety management systems over the last two decades shows that the risk can be significantly reduced. Case histories are used to demonstrate the potential of proper monitoring and safety management. Keywords: Residual Risk, Tunneling, Monitoring, Safety Management 1. Introduction Uncertainty is unavoidable in underground projects. It originates from the impossibility to completely investigate the geological and geotechnical conditions, even if considerable effort has been made during the preparation phase.
The PDF file of this paper is in Russian.
Up to 80% of activities at oil and gas assets are performed by contractors, with contractors often carrying out high-hazard, non-routine works that are not under the immediate supervision and direction of the host organization. As a consequence, gaps in contractor safety performance are one of the biggest safety risks for corporations today, and managing contractor performance is an ongoing challenge.
Effective contractor management will include extending the host organizations's environment, health & safety (EHS) management systems and programs to contractors, while at the same time driving personal engagement and interactions with contractors to impact mindsets and decisions. Implementing EHS leadership training programs based on accelerative learning methods are an effective tool to ensure both the systems side and the personal side are met. Based on two case studies, we illustrate how engaging contractors in people-centered safety leadership training programs fosters a positive safety culture across host and contractor organizations alike, and drives performance change through the whole organization.
Fatigue is a risk to worker safety and health. For moderate- and high-risk environments, one can present a strong business case to justify comprehensive management of fatigue risks. OSH management has evolved to a point where proactively managing nonphysical hazards such as fatigue is recognized as good business practice.
So why aren’t more organizations in North America effectively managing fatigue as a hazard? To understand the relative inertia in dealing with fatigue, one must understand current barriers and recognize the importance of managing the hazard of fatigue across all levels of operations. Fatigue is a hazard that can exist at the worker level, due to worker health issues or workers who improperly prioritize sleep, and at an organizational level, when fatigue risks are inherent in the scope of operations. Recognizing the different sources of this hazard allows for comprehensive and effective mitigation strategies.
North America is not the first to have recognized or moved toward managing fatigue issues. Thus, myriad proven best practices exist for effectively managing fatigue. Yet, many companies lack an awareness of the need to assess existing risks to proactively manage fatigue using these best practices. Different strategies are needed for low, moderate and high levels of fatigue risk exposure.
Properly managing fatigue in a high-risk environment typically involves multiple levels of control, implemented with strong education and training, to allow for a cultural shift in existing safety management. This shift requires awareness and knowledge at all levels of the organization. It often starts with OSH professionals who understand fatigue issues and develop comprehensive plans to effectively create change.
This paper and the presentation will demonstrate - via The Plan, Do, Check, Act cycle (PDCA) - how to use ISO 45001 to get H&S risk management on your business agenda.
We will demonstrate how to drive enhanced business excellence by integrating H&S risk management into the overall business framework in such a way that H&S risk management becomes part of the normal business processes of the organisation and second nature i.e. BUILT IN BUT NOT BOLTED ON!
The process is one of evolution, not revolution, as the Standard provides a template that focuses on the positive aspects of effective business management, such as: Leadership; Planning; Support Mechanisms; Operational Management; Performance Evaluation and Continuous Improvement.
The key parts of the Standard will be examined, and the presentation will highlight the PDCA cycle, and the goodness of fit between H&SRM systems and an overall business excellence model. The implementation of ISO 45001 into organisations will not only improve H&SRM, but will also enhance the way organisations conduct their operations, with increasingly organisations realizing that the management of H&S risks must be at the top of their agenda Accredited businesses will have a leading edge over their competitors which in turn results in business excellence, whilst not-for-profit organisations can be reassured that the management of their H&S risks will improve their operations and reduce the risks to their workers.
Globally figures from the International Labour Organisation show there are annually:
Clearly more needs to be done to reduce worker deaths’ injuries and occupational ill-health, and the clear way forward is to adopt and implement a business focussed and integrated health and safety management system. The new ISO 45001 Standard will assist the global awareness of this business focussed and integrated approach, which will support the drive towards business excellence, coupled with other key business management methods.