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Collaborating Authors
International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production
Abstract Indigenous Peoples globally have a recognised connection to land and waters that warrants special consideration for oil and gas companies. Throughout 2011 and 2012, the IPIECA Indigenous Peoples Task Force developed an issues review that provides a summary of the policy and legal context, along with an overview of the key challenges and emerging good practice for industry's interface with Indigenous Peoples. The oil and gas Industry is required to facilitate an approach to engaging communities that satisfies the requirements of the existing and emerging International conventions, policies and regulatory frameworks. The new UN Human Rights Council endorsed "Guiding Principles on Business and Human Rights: Implementing the United Nations ‘Protect, Respect and Remedy’ Framework, the soon to be launched revised IFC Performance Standard 7, and a rapidly evolving understanding of the now widely ratified United Nations Declaration of Rights for Indigenous Peoples are all considerations for oil and gas companies and their interactions with Indigenous Peoples. Developing a pan industry understanding of the significant international policy and framework additions of recent years is required to enable industry to respond to the new requirements and to turn the initiatives developed into meaningful outcomes for the Indigenous Peoples that we interact with. It is now more understood that doing business in a manner that respects Indigenous Peoples can enhance relationships with host communities. Such an approach will also contribute towards accessing International finance, maintaining a social licence to operate and can even provide a source of competitive advantage. At the start of this year, IPIECA launched an issues review that outlines several examples of good practice to share key learnings for the meaningful engagement with Indigenous Peoples. IPIECA's Indigenous Peoples Task Force would like to share the approach being undertaken by the oil and gas industry to address the past year's significant additions, changes, and challenges in the context of best practices and case studies from our industry.
- Oceania > New Zealand (0.89)
- North America > Canada > Quebec > Arctic Platform (0.89)
- North America > Canada > Nunavut > Arctic Platform (0.89)
- Management > Professionalism, Training, and Education > Communities of practice (1.00)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Social responsibility and development (1.00)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (1.00)
The implementation of telemedicine as an integrated part of the health service on the Statoil operated installations on the Norwegian continental shelf (NCS)
Todnem, Kjetil (Leading advisor Medical services, Statoil ASA) | Evensen, Arne M. (Advisor, Development & Production Norway, HSE Dept., Statoil ASA) | Oveland, Nils Petter (Department of Research and Development, Norwegian Air Ambulance Foundation)
Abstract The use of telemedicine in various settings has increased during the last decade, reflecting the technological development with the possibility to transfer large amount of data per second through fiber optic cables. Hence it has become possible to obtain HD quality images and sound, which must be recognized as a prerequisite for a well-functioning telemedicine setup. In the oil and gas industry, as well as in other public or private settings, activities in remote areas has triggered the need for implementing the best solutions available for optimizing the emergency preparedness and patient treatment, and minimizing patient risk. Telemedicine is an important tool in achieving this. Statoil has implemented telemedicine on all Statoil operated offshore installations on the Norwegian continental shelf (NCS), following an initial pilot project from 2007–2008. The setup involves a "Medical unit" with a computer and a large HD video screen, a smaller video conferencing unit for the hospital office, and 2 cameras; one ceiling mounted and one mounted on the "Medical unit". Some of the medical doctors on duty 24/7 also have access to a similar "Medical unit" on shore and "medical units" are also placed in 3 of the university hospitals in Norway which are located closest to the oil fields along the Norwegian coastline. The telemedicine equipment is compatible with the defibrillator/monitoring unit being used on the oil installations, and also other medical equipment is included in the setup, for instance an otoscope. Other equipment may be added when deemed necessary and beneficial for the medical services. Internal "Help and Support" is in place and troubleshooting is carried out in the same manner as for the rest of our Company IT-support. The telemedicine equipment is furthermore readily used for meetings and educational purposes, and to spread important medical information to many locations/installations simultaneously; which has been important during epidemic situations(Swine flu, noro virus etc). Recently, we have also demonstrated that it is possible, using the existing telemedicine equipment, to successfully remotely guide a nurse offshore in focused ultrasound examinations, with the medical doctor/expert located onshore. The usefulness of ultrasound on the Norwegian continental shelf remains to be proven, but there is an evident potential for its use in remote settings with large distances to secondary or tertiary health care facilities.
- Health & Medicine (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Management (1.00)
- Health, Safety, Environment & Sustainability > Health (1.00)
- Information Technology > Communications > Networks (0.48)
- Information Technology > Communications > Social Media (0.35)
- Information Technology > Communications > Collaboration (0.35)
Abstract Not all drilling fluids are created equal. With that being said, not all rules and regulations applicable to the management and disposal of drilling waste are either. The intent of this paper is to impose three different disposal standards to one basic KClreference drilling fluid and threehigh-performance drilling fluid formulations to compare and contrast the differences in disposal compliance. The three selected drilling waste-disposal standards in this study includeGermany's GWK Standard for Groundwater Protection, Alberta's Directive 50, and Louisiana's 29-B Order. This paper is intended to present a glimpse into the complexities of drilling waste disposal and compliance around the world and that the subjective prioritization of variables in the protection of groundwater, surface freshwater, agriculture, soil, human health, fauna, and flora are regionally driven. As harmonization of these rules and regulations may not necessarily be feasible on a global level, a "one-size-fits-all" approach to drilling fluid selection for the purpose of environmental compliance is not likely. The purpose of this study is not to establish which regulations are betterthan others, but rather to compare and contrast how regional ruling impacts fluid selection and subsequent drilling waste disposal. The relative ranking of fluid preference by region was determined by implementing consistent operational assumptions surroundingexploration and production (E&P) waste handling, treatment, and disposal.
- North America > Canada > Alberta (0.31)
- North America > United States > Louisiana (0.30)
- Water & Waste Management > Solid Waste Management (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- North America > United States > Montana > Western Canada Sedimentary Basin > Alberta Basin (0.89)
- North America > United States > Louisiana (0.89)
Abstract Cardiovascular disease is quickly becoming established as one of the leading causes of death in developing economies, affecting men and women of all races and socioeconomic classes. To respond to and reduce the risks that cardiovascular disease poses to our people and our business, an enterprise-wide, voluntary program — the Cardiovascular Health Program (CHP) -- was developed to target such lifestyle choices such as inactivity, smoking, stress and obesity. This type of risk-prevention program has been shown to reduce the incidence of illness and disability beyond what is achievable through managing disease alone (primary is more impactful than secondary prevention). This cardiovascular program is available as the online web access. It consists of a cardiovascular risk assessment (CRA), risk profile tools, educational materials and mentoring sessions. The CRA requires participants to complete questionnaire on personal and family medical histories, lifestyle, medications, etc. It identifies current or potential risk factors for cardiovascular disease and classifies the individual at low, moderate or high risk. Individuals at high risk are contacted by the trained mentor who provides direction, encouragement and support for positive lifestyle changes. Participation in the mentoring program occurs over a 12 week period, either face-to-face or by telephone. Chevron Health and Medical staff in Thailand and the Philippines pioneered in Asia to adapt language, relevant examples, dietary advice, etc for in use with local workforces. After an initial false start using the standard approach, it became clear that a "one size fits all" approach was ineffective, and adaptations were created. In Thailand, Health and Medical first deployed the CHP in October 2009, using the original Western model, including encouraging employees to access the US website independently. After three months, only 95 of 1,500 employees (6.3%) completed the online assessment. A reassessment noted that some employees had limited access to the computers (especially the field personnel). Limitations in bandwidth were also impaired ease of access to this web-based program. The issue was solved by distributing hard-copy questionnaires and by trained mentors assisting access to the online program. The number of participants then increased to 756 and 816 at the end of 2010 and 2011 respectively (figure 1). Other issues surfaced, such as in 2010 when there were 30 requests to participate in individual one-on-one mentoring, but none were able to complete the defined 12-week program. Problems included an inadequate number of mentors, schedule conflicts between mentors and participants, and waning interest in the program. In 2011, a group approach was introduced as a mentoring strategy. Sixteen individuals with the same health risk (overweight) were a pilot group and held weekly mentor-led activities, such as discussions on nutrition, group exercise, and sharing experiences of weight reduction. We also continued individual coaching with other identified 36 persons. At the end of the year, 15 of 16 (93.8%) completed the group program, and 16 of 36 (44.4%) completed the individual program (figure 2). Biometrics were evaluated. Group program participants lost an average of 4.9 kilograms while those who completed the individual program had no weight change, or change in their health metrics.
Improving the Control of Confined-Space Entry Through the Implementation of an Operational Standard and Competence-Based Training
Wilkinson, Tony (M-I SWACO, a Schlumberger Company) | Burns, Kenny (M-I SWACO, a Schlumberger Company) | Simpson, Alan (M-I SWACO, a Schlumberger Company) | Walker, Kirsty (M-I SWACO, a Schlumberger Company) | Hunter, Martin (M-I SWACO, a Schlumberger Company)
Abstract This paper presents the approach taken to continually improve the safety and control of operations involving confined space entry through the use of a common standard and associated competence-based training. A new company confined-space standard and competence-based training program has been developed by subject matter experts using a collaborative approach incorporating industry best practice and operational lessons learned. Implementation of the standard required the development of competence-based training, given that personnel competency is a key component in conducting safe operations. This paper presents the process used to identify the organisation's risk exposure related to confined space entry, the level of implementation of appropriate control measures and adequacy of legacy training content. The information gathered was used to develop a confined space entry standard and associated tiered training program. The training offering incorporates basic awareness, practical workplace application as well as train-the-trainer to provide workplace support and assure the competency of personnel involved in all aspects of confined-space entry operations. The training involves the delivery of knowledge-based and application-based training in a controlled training environment together with the completion of applied learning in the workplace. Training is completed using a confined-space simulator to provide a real-life experience of both normal operating conditions and emergency rescue. The inability to respond effectively in the event of a rescue situation is often the cause of confined space entry fatal incidents. Emphasis throughout the theoretical and practical training is placed on the importance of properly planned operations, which includes the ability to react and respond to emergency situations.
Abstract Visual monitoring has been the primary method of detecting marine mammals during offshore activities for many years. The effectiveness of which is reduced when animals are not at the surface of the water and during periods of poor visibility. Towed Passive Acoustic Monitoring (PAM) is another tool in the ‘monitoring tool box’. It is a method to detect the presence of marine mammals beneath the sea surface and estimate their location relative to a hydrophone array being towed from a moving vessel. Marine mammal species are identified by the specific characteristics of the detected click and whistle sounds, the interpretation of which requires a specialist operator to maximise detection/identification efficiency and reduce the likelihood of false detections. PAM is increasingly considered as a best available tool for conducting marine mammal monitoring at sea during night time or poor visibility conditions when visual observation methods are less effective. The performance of towed PAM systems in the field is highly variable. The presence and characteristics of ambient acoustic noise relative to animal vocalisations, availability of experienced operators and levels of technical support are contributing factors to determining the overall operational performance of PAM systems. Recent experience of deploying towed PAM systems under real-time industry conditions has identified some practical challenges and potential improvements when using PAM as a mitigation monitoring tool during offshore oil and gas related activities such as seismic surveys. Lessons learned from industry experience in the field will increase the understanding of current capabilities and limitations and will lead to further improvement of the technology.
Abstract Water is essential in the upstream and downstream operations of oil and gas companies. Yet water, particularly fresh water, is a scarce resource in many parts of world now and availability is predicted to become more constrained in the future. Understanding where areas of water risk and impacts are and responding with effective water management strategies is integral to responsible and efficient operations in the oil and gas sector. IPIECA, the global oil and gas industry association for environmental and social issues, has recently made significant strides to raise members, stakeholders and the industry's awareness of water management issues for the oil and gas sector. This paper showcases the suite of free and publically accessable IPIECA tools and guidance available to help the sector more effectively understand and manage their areas of water risks and impacts: The IPIECA Global Water Tool for Oil and Gas, launched in 2011, has been customised in collaboration with the World Business Council for Sustainable Development (WBCSD). The tool helps companies map their water use and assess risks for their overall global portfolio of sites considering each part of the oil and gas value chain. The Global Environmental Management Initiative (GEMI) Local Water Tool for Oil and Gas, launched in March 2012, provides a local-level understanding of water risk and development of management plans. IPIECA collaborated with GEMI to ensure compatibility between the global and local water tools. An IPIECA document, Petroleum Refining Water / Wastewater Use and Management, launched in 2010 provides downstream good practice and strategies used in petroleum refineries to manage water including ways to reduce water usage. Use of these tools and guidance by companies enables implementation of good management practices and can enhance environmental and operational performance.
- Management (1.00)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility (1.00)
- Health, Safety, Environment & Sustainability > Environment > Water use, produced water discharge and disposal (0.97)
- Production and Well Operations > Well Operations and Optimization > Produced water management and control (0.82)
Abstract The single largest factor for success in incident free operations is leadership. Leaders are responsible and accountable not only for getting results but getting results in the right way and behaving in accordance with company values. Leaders at every level are expected to foster and reinforce an incident free culture, cascade the message that incident free is a priority throughout their organizations, instill operational discipline and work to ensure that their entire workforce comply with safety requirements. In a newly acquired company it was a challenge for leaders to manage the risks of organization change and at the same time shift the workforce paradigm to a new culture and drive them towards incident free operations. Leaders had to determine which safety requirements and behaviors applied to their specific organizational roles and took action to integrate them into routine duties. This paper discusses the experience and approaches that the company used to manage the risks of organizational change, the key steps and building blocks used to move towards incident free operations, and the leadership accountability established to drive and sustain a safety culture to achieve high levels of performance. Key activities included building leadership accountability, establishing a Safety Leadership Team, directing a safety management system process, setting priorities, monitoring progress on plans that focus on the highest-impact items, and demonstrating visible leadership engagement and commitment. Examples of the key activities and how the leadership accountability metrics were developed and tracked will also be discussed. An improvement in safety is reflected by achieving zero number of Days Away From Work cases and excellent completion of leadership accountability metrics. A Leadership Behavior Survey conducted in 2010 as well as the 2011 Corporate OE (Operational Excellence) Audit indicated satisfactory results. The paper concludes leadership accountability is an important factor to ensure success to drive towards incident free operations. In 2011, the business unit experienced zero Days Away from Work cases and a 75% decrease in Total Recordable incidents. Visible leadership and engagement have been very instrumental in fostering and reinforcing a workforce incident free culture, and directly contributed to an improved safety performance.
Abstract Risk factors such as blood pressure, serum cholesterol, and cigarette smoking were used in screening for developing coronary heart disease (CHD) events among 1,300 employees at an oilfield services company in Russia. The research focuses on practical use of the Framingham Heart Study results and development of a program that enables determining overall cardiac risk for individual employees. It also considers various categories of company personnel, clearly identifying risk factors critical for the development of CHD events and recommending individual changes in lifestyle or medical treatment for employees with advanced atherosclerosis as well as tracking status changes over time. In accordance with Russian legislation, employees undergo an annual physical examination that looks at various factors, including predictors for future CHD events. Ten-year CHD risk is estimated using Framingham equations. Results of medical examinations of both office and field personnel were processed by a local data application system, creating a cardiac risk profile for each employee. More than 4,700 physical examinations were entered into the system and were analyzed for the past 8 years. Special attention was paid to employees working at rig sites, offshore, and other remote locations. The results of 858 medical examinations over a one-year period have been analyzed. The analysis demonstrated that 40 field employees fall in the high cardiac risk zone. The company's cardiac risk reduction program is meant to cover 8,000 of the company's employees in Russia. This approach both identified employee groups with the highest risk of development of CHD events and implemented an appropriate campaign within the company to reduce risk. This program intends to reduce CHD incidents company-wide as well as improve the success of cardiovascular campaigns.
- Health & Medicine > Therapeutic Area > Cardiology/Vascular Diseases (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.71)
Abstract Efforts to address the ongoing challenge of understanding and managing operational risk in hazardous industry often result in better rulebooks, new ‘leading’ and ‘lagging’ indicators and more robust procedures yet no noticeable decrease in the number of HiPO’s, incidents and fatalities. Compounding the challenge is the fact that our indicators, whether leading or lagging, are typically data points that provide little information to have better conversations with our people in order to improve decision making. Many of the existing control systems, like permit to work, are managed using paper. These systems offer little insight into the execution of work as jobs are viewed individually rather than collectively or holistically, rendering it difficult to understand combined data and lagging indicators. As a result, management has little visibility, oversight or control on the cumulative risk of frontline work. By better understanding frontline cumulative risk, we can develop valuable leading indicators that can determine risk trends and encourage better decision making. Technology can play an integral role in guiding and structuring decision making by ensuring safety procedures are embedded into operational processes. The work execution process is captured, providing a window into how well frontline operational risks are managed. Capturing the data that is generated by the actual or the planned process provides us with further context and information than single data points. Using a customer data set of frontline work execution data and a copy of their incident and accident information, we can show what issuers and approvers of frontline work would have seen in terms of the actual cumulative risk score for frontline planned work. We will be able to demonstrate that they would have had the visibility to know where to act and when thus potentially avoiding or minimizing the scope of an incident. By aggregating lagging data across an organization, we can provide enhanced leading indicators and improved organizational knowledge, thus moving from a culture of ‘find & fix’ to ‘predict & prevent’. Operational insight can be viewed from frontline to the boardroom, enabling all levels of employees to make more informed decisions in real-time and for future planning.
- North America > United States (0.28)
- Europe (0.28)