Thus, it is crucial to design and conduct well completions in such a manner to protect workers, minimize risks to the environment, and effectively partner with local communities. This workshop will engage experts and attendees to better understand and enhance the best HSE practices for well completions. Well completions, especially hydraulic fracturing, continue to be a significant topic of interest for the public. Thus, it is crucial to design and conduct well completions in such a manner to protect workers, minimize risks to the environment, and effectively partner with local communities. This workshop will engage experts and attendees to better understand and enhance the best HSE practices for well completions.
Upstream Oil & Gas Industry has witnessed improved HSE performance over time, by adopting latest technology and standards, engineering improvements, including hardware and adopting new processes and systems with maximum emphasis on safety with very good management systems. Compliance and audits have also improved a lot. However, improvement in culture, behavior and commitment at all levels are very important to deliver better business value in Personal and process safety.
Global energy risk engineering companies collate accident data over years and it is very clear that accidents continue to happen, which forces us to think methodology to improve personnel and process safety aspects continuously. It is observed that we are poor in assessing risk as we become used to risk, which could be due to over confidence, ignorance and safety culture issues. As per IOGP Incident Statistics, upstream process has improved over years, while we need to further improve in drilling operations.
It has been seen that Oil & Gas drilling industry is implementing personnel safety very rigorously with greater awareness, certified training programs, advanced technology, mock drills etc. However, Process safety in drilling industry needs greater emphasis. Some of the processes i.e. safety case, Risk and Control register with risk identification, assessment, response, financial impact, control, remediation and self-verification needs to be pursued rigorously. Processes and systems with organizational structure, quality of engineering decisions and understanding safety risk Vs commercial risk and suitable mitigation measures need to be pursued further. Decision hazards are very important to be analyzed including the process and lessons learnt. In addition to above, the basics of safety and the culture of caring for self, colleagues and the Assets are very important aspects.
This paper discusses the culture, processes and systems for safe operations in the upstream industry with special reference to drilling and completion operations.
Al-Qallaf, Yousef (Kuwait Oil Company, Kuwait) | Al-Azmi, Abdulla (Kuwait Oil Company, Kuwait) | Adivi, Bala Siva Srikanth (Kuwait Oil Company, Kuwait) | Al-Harbi, Musaed (Kuwait Oil Company, Kuwait) | Devaraj, Christopher (Kuwait Oil Company, Kuwait)
Achieving excellent HSE performance is one of the main objectives of any industry, especially by High Hazard or Major Accident Hazardous (MAH) industries. Considering various national and global market demands, Oil & Gas industry must be ready to embark on challenging scenarios. To ensure such challenges are successfully addressed, the role of business partners (Business Partners) is very much vital and important as many projects are to be executed to achieve the set objects/targets safely. In many organizations, HSE (Health, Safety and Environment) or HSSE (Health, Safety, Security and Environment) has been considered as one of the strategic objectives. In order to achieve such objectives, moving together with Business Partners (Contractors) bring lot of importance. In addition, this makes organizations to uphold a safe work environment at the work sites that demands and expects collaboration and support from the Business Partners who are on board as well as who will be on board with the respective organizations. Considering the dynamic challenges, achieving and sustaining excellent HSE performance is very essential, specifically in High or Major Accident Hazardous (MAH) industries such as Oil & Gas. Such industry who is having Business Partners from various countries, having multinationals as work force gives challenge to ensure Organization's HSE expectations are understood and implemented.
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.
We strive for excellence. Such excellence continuously moves to higher standards and to cover more scope. Using another terminology, it is about continuous improvement built upon the realization from learning through experiences. With this as our guiding concept, the long-term value is about developing a framework that drives itself towards enhancement, towards self-governance.
The HSE preparedness standards are guided by the capability to predict scenarios of the future. Specifically, context-shaped scenarios based on very focused activities that include the environmental (nature), material (equipment & tools), procedural (operating processes) and the human (mindFLEX) dimensions. The core element towards superior HSE standards remains at the human level - the core. It is the individual / group mental and behavioural capabilities that become the blueprint, the engine, the calibrator and enhancer of HSE.
If operational excellence is the objective, the people behind it are to sculpture its shape, define its course and develop a behavioural internalization programme. Their behavior then becomes the expression of what their brain is made of. It is therefore the objective to assess, develop and guide brains to have what it takes towards HSE excellence.
Workshops offer sponsors unique access to a focused group of key decision makers in the oil and gas industry. While SPE prohibits any type of commercialism within the workshop itself, it recognizes that sponsoring companies offer valuable information to attendees. Sponsorships help offset the cost of producing workshops and allow SPE to keep the workshop fee as low as possible for the target audience.
This session will explore novel and innovative methods for data acquisition and management, including unmanned aircraft, automation of field to analysis data pipelines, machine learning applied to real-time monitoring and adaptive planning, and cloud computing. Speakers will address applications of these tools for HSE planning and compliance and lead a discussion on challenges associated with these emerging tools, such as data security and regulatory applications.
The Society of Petroleum Engineers (SPE) is a not-for-profit professional association whose more than 158,000 members in 143 countries are engaged in oil and gas exploration and production. SPE is a key resource for technical knowledge providing publications, events, training courses, and online resources.
In 2014, the US Department of the Interior's Bureau of Safety and Environmental Enforcement (BSEE) approached SPE regarding a proposed collaboration opportunity to develop a voluntary industrywide near-miss data-sharing framework. The goal of this framework was envisioned as a resource to enhance the industry's ability to capture and share key learnings from significant near-miss events with the objective of identifying and mitigating potential high-consequence risks. While the scope of this collaboration initially focused on only near misses, further discussion of the desired outcome resulted in increasing the scope to include a broader range of data that have learning value to help the industry to achieve improved safety performance. Further, in the spirit of continuous improvement, a related objective was identified to bring government and industry together to make a safe industry safer, and to enhance public confidence in the industry. SPE and BSEE agreed to cochair a summit steering committee that included representatives from SPE, BSEE, exploration and production (E&P) operators, service companies, the US Bureau of Transportation Statistics, the Center for Offshore Safety, American Bureau of Shipping, and the International Association of Oil and Gas Producers.