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Copyright 2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production This paper was prepared for presentation at the SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production held in Perth, Australia, 11-13 September 2012. This paper was selected for presentation by an SPE/APPEA program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited is prohibited. Permission to reproduce in print is restricted to an abstract of not more than 300 words; illustrations may not be copied. The abstract must contain conspicuous acknowledgment of SPE copyright. Abstract As a result of recent innovations in horizontal drilling and hydraulic fracturing, shale gas has become an important global energy supply. However, water consumption and disposal issues associated with shale gas development, coupled with industry growth, are creating a need for sophisticated water management strategies. Current shale gas water management strategies fall into three key categories: disposal, re-use, and recycling. Disposal strategies involve sourcing fresh water for hydraulic fracturing and transporting all frac flowback and produced water to an injection well for disposal. Re-use strategies involve primary treatment of frac flowback, so it can be blended with make-up water for re-use as frac fluid. Recycling strategies involve treating the flowback to fresh water quality, either for re-use in hydraulic fracturing or for environmental discharge. This paper will analyze the total life cycle water management costs per frac by comparing the options and costs of water supply; water transportation; cost and options for disposal, re-use, and recycling; impact of water quality on frac chemical costs; the impact of water quality on frac performance and long-term well performance.
- North America > United States > Texas (0.29)
- North America > Canada > Alberta (0.28)
- Oceania > Australia > Western Australia > Perth (0.24)
- Geology > Rock Type > Sedimentary Rock > Clastic Rock > Mudrock > Shale (1.00)
- Geology > Mineral (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.93)
- Well Completion > Hydraulic Fracturing (1.00)
- Reservoir Description and Dynamics > Unconventional and Complex Reservoirs > Shale gas (1.00)
- Production and Well Operations > Well Operations and Optimization > Produced water management and control (1.00)
- Health, Safety, Environment & Sustainability > Environment > Water use, produced water discharge and disposal (1.00)
Abstract The oil and gas industry and the communities we work in continue to demand improvements in our work practices – leading us to our goal of zero harm to the environment and our people. As part of this drive for continuous improvement, we have been wrestling with the challenge of balancing the requirements for accurate marine ecological environment monitoring with our desire to protect the health and safety of field personnel. In 2010 we made a strategic decision to develop or adopt a Complete Diverless Solution for each of our marine monitoring programs. Our marine science team investigated current data-gathering methods that involved divers, with the ultimate aim to develop and implement substitute diverless solutions. The value of these solutions was demonstrated in the most obvious fashion in 2010 when crocodiles moved in and inhabited the Port Hedland Inner Harbour (first sighting in 30 years). At the time we were responsible for monitoring 35 million cubic metres of dredging for three dredge programs and had a continuous presence in the Inner Harbour. Using the diverless tools, we could continue to monitor the ecosystem's health without exposing people to the additional risk of being eaten. It was a great outcome for everyone except the crocodiles. The solutions offered radiate around the following marine science monitoring activities (Figure 1): Sedimentation Benthic primary producer health Water quality Underwater noise Marine pests We belive the adopted approaches are at the forefront of the most significant advances in the marine monitoring industry in recent times. Our approach revolves around remotely optimising monitoring activities using innovative techniques, obtaining more accurate data at an increased frequency with reduced risk. Complete Diverless Solutions have transformed marine monitoring from a lagging indicator of environmental impact to a practical real-time tool for optimising project activities through increased data capture.
Abstract Following detection of two open tuberculosis (TB) cases among offshore installation workers some years ago, screening for latent TB infection using an interferon gamma release assay, QuantiFERON-TB Gold test (QTBGT), was introduced in the oil industry. Since the introduction of QTBGT, this screening has been used as a prerequisite for working offshore with focus on TB diagnosis (active and latent) and monitoring of clinical management. The aim of our retrospective descriptive study was to determine the prevalence of patients with latent or active TB in offshore workers in Nigeria. Methods. We used medical records in order to gather all demographic and medical data of patients who underwent QuantiFERON-TB Gold test (QFT-G Cellestis Limited, Carnegie, Victoria, Australia) within a period of 40 month in our facility. Ages, gender, country of origin and test results of the QTBGT were documented. We furthermore evaluated the findings of chest x rays, and compared findings by age and region of origin of the patients. Results. 2055 workers were screened for tuberculosis infection. 145 patients could not be implemented due to incomplete medical files. Among the remaining 1910 workers tested with QTBGT, 1163 (61%) were negative, 689 (36%) were positive, 43 (2%) had indeterminate results and 15 samples were rejected by the laboratory due to inproper sample handling. In total 2 cases of active tuberculosis were detected. The range of positive samples on different platform ranges from 10 – 50%. 349 of the positive cases were further examined and placed on treatment for latent TB. Out of them 270 (78%) had normal chest x-ray findings; 79 (22%) patients showed hilar shadows. Out of those patients placed on treatment 24 persons were retested in our facilities, 8 did seroconvert to negative while 16 did not, 50% of indeterminate results turned negative on the repeat test. Conclusion. There was good correlation between our findings and the numbers described in literature reflecting the incidence in other study populations QTBGT test appears to be an good screening tool as a safety measure to mitigate spread of TB among offshore workers; it would be highly beneficial if in-cooperated into pre-employment medicals especially in this region, HIV testing can be offered on voluntary basis to workers with positive QTBGT.
- Research Report > New Finding (0.49)
- Research Report > Experimental Study (0.34)
- Health & Medicine > Therapeutic Area > Infections and Infectious Diseases (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Health & Medicine > Therapeutic Area > Immunology > HIV (0.36)
Application Increasing operational and wells activity with two new drilling rigs; significant work on integrity management across offshore and onshore facilities; recruitment of over 200 new members of staff and a 40% change in upper and mid-level leadership over the past two years required BP Trinidad and Tobago (BPTT) to take very proactive steps to protect and embed its significantly improved safety performance.The company has also sought to re-energize its safety culture for the long term to help strengthen safety performance, partly in response to lagging indicators. Initially improvement in BPTT's personal safety performance was recognized bythe BP Group in 2008 and this was expanded to focus on Process Safetyimprovement. Since that time the company's personal and process safetyperformance continues to be in the top quartile of the BP Upstream in 2012 after being in the fourth quartile up to 2005. However, over the period of high activity and significant changes at all levels of leadership from late 2010, many safety leading indicators began to show trends of decline. Though not translated into serious injuries, accidents or significant loss of primary containment (LOPC) events, empirical data showed that without decisive action to arrest this decline, serious incidents could occur.
Abstract Malaria and other vector-borne diseases can greatly impact industrial activities caused by excess lost work time and reduced production output to compromised quality of life of employees. In response, a major development project in Papua New Guinea commissioned the design and implementation of an integrated vector control program (VCP) and complementary pest control activities on site. The steps and tools required to implement a comprehensive vector control program spanning a large area is outlined. To develop a properly scaled, comprehensive health intervention program, a site risk assessment followed by detailed site-specific program scoping including staff, training, equipment and consumables, transportation needs, and work and storage facilities is an essential first step. Pre-construction building design and standards should be established to reduce vector-human contact and determine locations for accommodations to minimize disease risk. Worker awareness (induction, toolbox sessions, etc.) and personal protection measures (e.g. permethrin-treated clothing, topical repellents and insecticide aerosols) must be freely available. Various anti-mosquito capabilities combining environmentally sound adult and larval control methods are available and used in the most effective and efficient manner possible. Larval mosquito control, combines ‘source reduction’ practices, larval habitat modification and chemical applications where applicable. Use of biological/bio-rational products are directed at specific mosquito habitats. For adult mosquitoes, conservative use of insecticides applied as space sprays are a primary means of control. Enhancing cost-efficiency and program success is based on real-time evidence from temporally-relevant monitoring of vector populations and disease occurrence in workforce. These procedures represent an evidence-based, responsive VCP with a public health pest control component included. For truly sustainable integrated vector management program, a systematic transference of technical and administrative capacity to the national workforce is required. Since the program's inception the site has been effectively free of transmission of malaria, dengue and other endemic insect-borne disease within the control area.
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility (1.00)
- Data Science & Engineering Analytics > Information Management and Systems (1.00)
- Health, Safety, Environment & Sustainability > Health > Infectious diseases (HIV/AIDS, malaria, tuberculosis) (0.72)
- Management > Strategic Planning and Management > Benchmarking and performance indicators (0.46)
Integrating Premier Standards of Socioeconomic Management into Upstream Activities through Management Systems
Kominas, Charlie (ExxonMobil Development Company) | Shaw, Miles (ExxonMobil Development Company) | Moynihan, Kelly (ExxonMobil Production Company) | Brinkmann, Philip (ExxonMobil Development Company) | Tyler, David (ExxonMobil Development Company)
Abstract Oil and gas industry projects have the potential to impact individuals, communities and the environment where they occur. Early identification, planning and engagement are essential to implement appropriate risk management-related avoidance and/or mitigation measures as well as identify and optimize opportunities to achieve positive socioeconomic outcomes. ExxonMobil recognizes that effective management of social and environmental issues is fundamental to the management of risk related to its major upstream projects and to achieving long-term Company success. Socioeconomic Management is the term ExxonMobil uses to describe its approach to managing local community impacts. Socioeconomic Management is a risk-based approach comprised of several core elements that include but are not limited to: adhering to internal corporate policies, expectations and standards; complying with applicable host country regulatory requirements, international conventions and universally recognized industry practices; engaging with external groups; and building local economic capacity. ExxonMobil's Upstream Socioeconomic Management process covers: Impact assessment and mitigation; Human rights; Community relations; Indigenous peoples; Cultural heritage and diversity; Land use and resettlement; Economic development; and, Transparency and corruption. Socioeconomic issues can be difficult to identify, predict, assess and consequently manage, and business challenges include, and are often dominated by, socioeconomic attributes. Industry data indicate that international oil and gas projects are often adversely impacted, from a cost and schedule perspective, by stakeholder-related issues. ExxonMobil's own experiences have reinforced that sufficient time and resources must be dedicated to manage socioeconomic issues. Early and frequent engagement with the appropriate external stakeholders is an important factor in addressing these challenges. What makes ExxonMobil successful is its commitment to carefully and systematically identify, plan for, and manage risk. This is accomplished by applying a rigorous management approach — the Operations Integrity Management System, or OIMS. OIMS integrates safety, security, health, environmental and social risk management into every aspect of ExxonMobil's business. ExxonMobil's approach to managing local community impacts is integrated into OIMS.
- Oceania (0.29)
- North America > Canada (0.28)
- Oceania > Papua New Guinea > Papuan Peninsula > Central Province > National Capital District > Petroleum Retention License 15 > P’nyang Field (0.99)
- Oceania > Papua New Guinea > Papuan Peninsula > Central Province > National Capital District > Petroleum Retention License 15 > Elk-Antelope Field (0.99)
- Oceania > Papua New Guinea > Papuan Peninsula > Central Province > National Capital District > Petroleum Retention License 15 > Angore Field (0.99)
- (9 more...)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Social responsibility and development (1.00)
- Management > Strategic Planning and Management > Project management (0.68)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Environmental and social impact assessments (0.68)
Abstract It is said that a rocket uses 80% of its fuel just to take off. Then, once it breaks free of the earth's gravitational field, it cruises along with minimal fuel consumption. There are two principles at work here, which can be applied to unleashing an organisation's safety leadership capability. The first is inertia. Inertia says something that is not moving will tend to remain stationary until sufficient energy is applied to move it. The second is momentum. Momentum says something that is already moving will tend to keep moving unless sufficient force is applied to stop or change its motion. In safety, when safety plateaus or safety performance or culture regresses, energy is needed to create a shift. Eighty percent of the energy or resources need to be invested to initiate ‘take off’ in a new direction and once you’ve taken off, momentum will keep it moving forward. Consider, that the new direction is a new perspective on what influences people to think feel and do safety.
- Health & Medicine > Therapeutic Area > Neurology (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Abstract The purpose of this paper is to highlight the often neglected areas of health and safety during a spill response pertaining to worker stress and fatigue and to determine strategies that can be employed by both individuals and organisations to address these issues. During a spill these issues can often be considered as an afterthought once the impacts of worker stress and fatigue have already become apparent and are affecting operational capability. This oversight is reflected in the scarcity of literature available regarding emergency responder welfare during an extended response. However, in the wake of the Macondo incident in the Gulf of Mexico, a greater focus on responder health and safety has developed and is continuing with several studies into the topic, including work by the United States National Institute for Occupational Safety and Health (NIOSH). This paper includes a review of current literature surrounding the topic and explores current practices from other areas of the emergency response community. Taking inspiration from these case studies it also suggests some best practices and policy ideas to be adopted for oil spill response operations. Furthermore, the paper recognises and aims to address the difficulties that may arise in implementing these practices and policies due to the nature of response work and the environments in which response organisations operate in. Ultimately the paper aims to stimulate discussion within the oil spill response community regarding how best to ensure worker stress and fatigue issues do not adversely affect operational capabilities during sustained responses. This is important not only to maximise human resources enabling them to reach their full capabilities but to fulfil the duty of care which organisation should hold to protect the welfare of its response personnel.
- Health & Medicine > Therapeutic Area > Psychiatry/Psychology (1.00)
- Government > Regional Government > North America Government > United States Government (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > Health (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > Contingency planning and emergency response (1.00)
- Health, Safety, Environment & Sustainability > Environment > Oil and chemical spills (1.00)
Abstract The introduction of new regulations such as the Globally Harmonized System of Classification and Labeling of Chemicals (GHS) and the Registration, Evaluation and Authorization of Chemicals (REACH) increase the challenges for companies to keep up with regulatory requirements. In addition, upcoming chemical regulatory requirements are being developed and implemented in all areas around the world where international exploration and production (E&P) companies operate. In addition to initiatives by companies, to provide more environmentally friendly products and greener technology, there is also an increased demand for transparency and accountability. Companies have to ensure regulatory compliance with the continuously changing regulatory landscape. There are increased requirements for proper management of documentation (safety data sheets (SDS), labels, etc.), integrated software/IT resources, training, auditing and more importantly internal and external communication to ensure compliance. A practical management system is required to monitor and implement these regulatory changes. The implementation of health, safety and environment (HSE) and regulatory programs can be supported through the effective management of regulatory changes. These regulatory changes can have a significant impact on corporate behavior and reputation. Identification, investigation, implementation and integration are key elements when managing regulatory impact. Identification and documentation of the regulations to monitor and track industry changes is critical in the process. Investigation requires the review and assessment of the regulatory requirements, considering the potential impact on products and business lines. Implementation involves updating relevant documentation to ensure compliance. The final step of integrating controls in the supply chain to ensure regulatory compliance is especially critical with international movement of chemicals and substances. This also involves training and communication to implement changes. This paper seeks to highlight the importance of monitoring and implementing regulatory updates and changes within the industry. It also explores an effective system for managing regulatory changes.
- North America > United States (1.00)
- Europe (1.00)
- Asia (1.00)
- Law (1.00)
- Government > Regional Government > North America Government > United States Government (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Copyright 2012, SPE/APPEA International Conferenceon Health, Safety, and Environment in Oil and Gas Exploration and Production This paper was prepared for presentation at the SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production held in Perth, Australia, 11-13September 2012. This paper was selected for presentation by an SPE/APPEA program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited is prohibited. Permission to reproduce in print is restricted to an abstract of not more than 300 words; illustrations may not be copied. The abstract must contain conspicuous acknowledgment of SPEcopyright. Abstract The rapid expansion of oil and gas exploration and production into the Arctic Region will require advanced interdisciplinary technical and management approaches toachieve international standards. This paper explores the current status of Arcticexploration activities with a focus on northern Russia, and expands on lessons learned from other Arctic and sub-Arctic projects such as Sakhalin, Shtokman, andBeaufort Sea US and Canada.
- Europe > Russia (0.89)
- North America > United States > Colorado (0.29)
- North America > United States > Texas (0.28)
- (2 more...)
- Government > Regional Government > North America Government > United States Government (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- North America > Canada > Quebec > Arctic Platform (0.95)
- North America > Canada > Nunavut > Arctic Platform (0.95)
- North America > United States > Texas > East Texas Salt Basin > Shell Field (0.93)
- Europe > Middle East > Cyprus (0.93)