ADNOC Drilling recognizes that the health and safety of its employees, contractors and all others who are affected by our business activities, and protection of the environment is of paramount importance and must be considered before undertaking any activity. ADNOC Drilling operates a'right to intervene' policy: All employees have the right to challenge any unsafe act, report any unsafe condition and, if necessary, intervene and stop work until such time the risks are properly assessed and managed. In order to mitigate the incidents and to further enhance HSE Performance, ADNOC Drilling management has taken immediate & long-term actions. HSE Improvement Plan has been developed and under implementation. Weekly meeting is being held with Executive Management Team (EMT) to ensure the steady progress. Furthermore, In line with ADNOC HSE, five HSE FOCUS AREAS has been identified and implementation and awareness campaigns are in progress (Focus areas: ADNOC HSE & Asset Integrity Accountability Framework; Contractors HSE Performance Management; Competency Assessment of Operations Critical Positions; HSE Culture Improvement Program; HSE & Process Safety Assurance Program). As part of 100% HSE, we are continue with the implementation of new HSE initiatives and HSE Best Practices across the fleet & implementation status has been tracked regularly.
Changes are the key driver and the important part of Operational Excellence (OE). However, mismanaged changes have been considered as one of the major contributory factors of several catastrophic incidents, preventing which is essential for Operational Excellence. This paper highlights the necessity of developing a system that may ensure managing the implementation of Management of Change (MOC) procedure in effective, efficient, consistent and dependable manner. Some of the award-winning initiatives taken in this regard, at one of the oilfield assets in Kuwait, are also shared.
E&P companies do have MOC procedure; yet incidents and near misses attributable to inadequate MOC systems are reported. Several factors, ranging from underlying limited motivation to complications related to organizational set-up, may lead to inadequacy in the MOC system. In this paper, motivation for MOC is proposed beyond regulatory compliance: viz. attainment & sustenance of Operational Excellence that include maximizing profit, minimizing costs, incorporating competitive essence, and adhering to responsible behavior. With such approach, both the spirit and the mechanical process of conducting MOCs, become important to everybody, at management and staff levels, which is crucial for overcoming the challenge of attaining an adequate MOC system that may ensure implementation of MOC procedure in efficient, effective, consistent and dependable manner. In order to attain an adequate MOC system, essential features of an MOC system is briefly reviewed; some practical concerns are highlighted and solutions are proposed.
Despite availability of MOC procedure, focus might be limited in implementing the procedure for individual changes, and the system may remain weak for managing numerous MOCs. Several practical factors, like involvement of large number of multi-disciplinary staff, each focused on its discipline related portion of an MOC, with insufficient holistic approach; transfer of staff; paper based MOC process; and focus on ‘compliance’ of MOC procedure overlooking quality & intended objective may lead to ineffective, inefficient, inconsistent & unreliable implementation of the MOC procedure. Therefore, adopting appropriate management system for handling MOCs with a life-cycle approach is recommended. It is highlighted that a simple and easy-to-implement system is better than what can't be implemented in practice. Several initiatives that were successfully undertaken for attaining an enhanced MOC System, are presented; which include: (i) developing electronic desktop application, utilizing in-house resources, (ii) defining KPI, (iii) developing Dashboard for monitoring & control and (iv) developing enhanced MOC Register, with the provision of recording full life-cycle of MOCs.
This paper provides motivation for managing MOCs in efficient and effective manner for Operational Excellence and disseminates experience of the successfully implemented initiatives, which involved expenditure of minimal resources, for the benefit of the industry.
Abdulla Al Marzooqi, manager of health, safety, and environment for the Abu Dhabi National Oil Company (ADNOC), is the conference chair for the 2018 SPE International Conference and Exhibition on Health, Safety, Security, Environment, and Social Responsibility. The conference will be held 16–18 April in Abu Dhabi. Q: What was the motivation for the conference theme of “Continuing HSSE-SR Excellence for a Sustainable Future”? Our industry has come a long way in driving HSSE-SR (health, safety, security, environment, and social responsibility) excellence. Global benchmarks show that the lost-time-incidents frequency rate is decreasing, which is a promising trend that should encourage the entire industry to maintain focus on health, safety, and environment.
The Barzan Onshore Project is being developed by Barzan Gas Company Limited, a joint venture between Qatar Petroleum and ExxonMobil Barzan Limited, with RasGas Company Limited (RasGas) assigned to develop and operate the facilities upon completion. The engineering, procurement, and construction (EPC) work is being carried out by JGC as the primary contractor. JGC has subcontracted the construction execution of the work to eight major subcontractors. The project achieved 131 million man-hours without a lost-time incident from July 2012 to March 2014. The workforce peaked at more than 29,000 (or approximately 30,000) persons from multiple countries.
The old adage that ‘You can’t manage, what you can’t measure’ is holds good today as well. Many Organizations are establishing SH&E management systems in line with international management systems to measure the performance, protect an organization’s assets, people and the environment. The use of performance standards, commonly known as metrics, has become an integral requirement of the SH&E management system aligning with main organizational goals. Lagging metrics such as accident, frequency & severity rates have dominated almost all Organizations as the key indicators of their SH&E performance since decades. These numbers and figures have been in wide use to represent an organization’s image in the SH&E arena. However, the advanced SH&E management systems have started to expand their attention to a few other leading indicators as well. This shift from an age old practice is primarily to be more proactive and effectively predict future SH&E issues. Leading and lagging metrics are used to verify whether the products, processes and systems that have been implemented to prevent or control losses that can impact the customers of the organization are effective and functioning as designed.
SH&E metrics must be integrated into all levels of the organization if SH&E aspects are to become an integral part of the business plan and operations. In many respects that management extends not only to the performance of the business in a safer way with the lack of accidents but also on the ‘productivity’ of the SH&E professionals employed by the Organizations. This requires SH&E professionals to integrate themselves at the highest levels of the Organizations to ensure that the SH&E initiatives are recognized and valued. Since each organization has various internal and external stakeholders, such as employees, visitors, contractors, shareholders, regulators, the public, suppliers, customers etc., the use of organization specific performance measurement metrics aligning with their organizational main goals will be specific depending on the nature of their organization. The need to develop and implement a comprehensive SH&E metrics program aligning with the organizational goals is a critical part of creating confidence in management and soliciting support for the programs. With the increasing move towards globalization, SH&E Professionals encounter a challenge of understanding of organization / country specific SH&E measurement metrics as they move from each type of industry across several countries.
There are few if any systems in use to categorize and analyze the causal factors leading to significant incidents. This presentation explores a new categorization methodology and provides causal factor data analysis of real incidents that shows how the process contributes to improving safety.
Detailed accident investigation reports were reviewed from 40 major incidents containing literally hundreds of causal factors. Repeated passes were made through the causal factors to identify commonalities. Thirty-two discrete categories of causal factors were identified. Detailed definitions were written and multiple examples provided for each category. The categories were then tested with a new set of causal factors to ensure they were both exhaustive and mutually exclusive. The twenty-eight final categories were then put into question form for future conversion to an expert system.
The analytical advantages of the categories were tested with a group of five major crane incidents from around the world. The incident reports were reviewed and the causal factors identified. The methodology was used to categorize the causal factors and a Pareto chart was developed. This simple chart allowed the discovery of repeated causal factor categories and uncovered where corrective actions for identified root causes of the casual factor categories were inadequate.
This methodology not only assists the users in categorizing causal factors, it assists in identifying generic causes (cuts across organizational boundaries) and assessing the effectiveness of corrective actions for root causes. It has also formed the basis for building an expert system to identify causal factors, which is currently under development.
Discovered in 1932, the Bahrain field is one of the oldest oil fields in the Middle East. In 2009, a new Joint Venture company comprised of international oil companies was created, Tatweer Petroleum, with the objective to rejuvenate the mature Bahrain field reservoirs. Tatweer Petroleum immediately embarked on a massive field-wide development plan managed by an army of 800 employees and more than 5,000 contractors. The vigorous operation involved parallel execution of major infrastructure projects to accommodate new production from 650 new wells (drilled in 4 years) that included debottlenecking of existing facilities, a new power distribution system, tank batteries, well manifolds, gas compression, gas dehydration, water treatment plants, and steam generation plants, as well as several environmental, health and safety improvement projects. The magnitude and pace of the redevelopment activities posed a continuous challenge on the Health, Safety and Environment (HSE) team who had to ensure compliance with local and international HSE standards and meet tight company KPIs and HSE targets. Leveraging valuable, rich experience and safety cultures of its international partners, Tatweer Petroleum effectively launched several HSE initiatives that significantly improved the HSE performance of the operations. This paper presents how Tatweer Petroleum managed to achieve high HSE standards through the implementation of a series of aggressive campaigns and programs side-by-side with the massive operation citing three examples of these HSE initiatives.
The Barzan Onshore Project is being developed by Barzan Gas Company Limited, a joint venture between Qatar Petroleum and ExxonMobil Barzan Limited, with RasGas Company Limited (RasGas) assigned to develop and operate the facilities upon completion. The engineering, procurement, and construction (EPC) work is being carried out by JGC as the primary contractor. JGC has subcontracted the construction execution of the work to eight major subcontractors. The project achieved 131 million man-hours without a lost-time incident from July 2012 to March 2014. The workforce peaked at more than 29,000 (or approximately 30,000) persons from multiple countries. This paper describes the overall safety, health, environment, and security (SHE&S) management system as a three-tier model based on the EPC contract in which there are 211 SHE&S contract-related deliverables (in eight general categories) that are measured monthly by means of the SHE&S work-activities schedule. The system pertains to all parties (i.e., RasGas, JGC, subcontractors, vendors, suppliers), and this rigorous monthly accounting helps drive overall SHE&S performance. The contract combines a highly prescriptive and goal-setting approach. The project has a strong leadership team, which has exhibited daily visible commitment to SHE&S from project outset and has solidified the success of the program. Care and concern for the welfare of workers have been top priorities for the leadership team. The systematic approach combined with the leadership team's efforts has delivered a great foundation on which to build and sustain SHE&S performance at site.
During the year 2011-12 the Company had 487 incidents out of which 92% were of minor nature. As per Company procedure all incidents must be investigated. Accordingly all moderate & major category incidents are investigated whereas same is not the situation for minor incidents considering its large number; which require time & resource for proper investigation. It is a fact that minor incidents are indicators of moderate & major incidents demanding essential investigation of minor incidents to prevent moderate & major accidents.
Consequently with customized & user friendly approach, a web based module for incident investigation was developed in house through ‘HSE Live' an online incident reporting & data management tool. Module is customized to KOC Incident Investigation & Corrective Action Procedure converting Comprehensive List of Causes into a web based application. Application takes into account the main constituents of immediate & root cause such as - Unsafe Act, Unsafe Condition, Personal Factors & Job Factors. Each potential cause has 6 different probabilities and each probability enquires about 7 likely situations. Module assists investigators in managing entire investigation process starting from formulation of investigation committee, identifying immediate cause & root cause, recommendations, action items, till generation & issuance of investigation report along with follow up action.
The utility of web based application was tested for an online actual reported incident utilizing the test server of HSE Live Portal. Subsequently the application was demonstrated before HSE Leadership and further upgraded considering their valuable suggestions.
Internally developed web based incident investigation module is a unique and innovative tool which is totally customized, extremely practical as well as user friendly. The paper shall demonstrate a typical but realistic web based application for incident investigation with optimum use of time and resource aiming prevention of incident recurrence.
This article, written by Assistant Technology Editor Karen Bybee, contains highlights of paper SPE 117813, "HSE Management in a Drilling Environment," by Andrew May, Alain Moonen, and Stewart Logan, Qatar Shell GTL, and Jackie Allinson, CW International, originally pre pared for the 2008 Abu Dhabi In ternational Petroleum Exhibition and Conference, Abu Dhabi, UAE, 3-6 November. The paper has not been peer reviewed.