scholarly journals A step change in safety performance through critical control management

2017 ◽  
Vol 57 (2) ◽  
pp. 539 ◽  
Author(s):  
Roberta Selleck
Keyword(s):  
Safety Climate ◽  
Oil And Gas ◽  
International Association ◽  
Step Change ◽  
Lessons Learned ◽  
Safety Performance ◽  
High Rate ◽  
Large Power ◽  
Work Related ◽  
Control Management

The oil and gas construction industry experiences a high rate of unnecessary work-related fatalities. The International Association of Oil and Gas Producers (IOGP) reported 54 fatalities in 40 fatal incidents in 2015. When assessing this against the use of IOGP Life-Saving Rules (LSRs), which contractors are required to adopt, the IOGP found that of the 40 fatal incident descriptions in 2015, at least 73% related to the IOGP LSRs. A program to apply a critical control management (CCM), or safety cased, approach to fatal hazards was trialled on construction sites in Australia and South Africa ranging from large power station constructions to offshore hook-up and commissioning to brownfields maintenance. The results demonstrated a step change in the safety performance occurred on projects where the CCM program was implemented. These projects have each demonstrated a significant improvement in recordable injuries, increases in hazard reporting and awareness, and almost complete elimination of high-potential incidents. Further investigation of the reasons for these results is the subject of a PhD project and includes: (1) understanding how the CCM program improves hazard awareness and decision making of frontline supervisors; (2) determining the effects CCM has on the safety climate of the organisation as detailed focus is applied on the effectiveness of controls that drive leadership decisions; and (3) investigating how CCM improves leadership at all levels of the organisation due to better information that allows tangible action to be taken to improve control effectiveness. This paper describes the progress of CCM program development, details present results and lessons learned, and provides a context for how CCM programs can be implemented in other organisations.

From global upstream safety data to action

2020 ◽  
Vol 60 (2) ◽  
pp. 527
Author(s):  
Olav Skår ◽  
Mariana Carvalho ◽  
Wendy Poore ◽  
Kirsty Walker
Keyword(s):  
Oil And Gas ◽  
Performance Indicator ◽  
International Association ◽  
Safety Data ◽  
Oil And Gas Industry ◽  
Lessons Learned ◽  
Safety Performance ◽  
Individual Member ◽  
Gas Industry ◽  
Life Saving

The International Association of Oil & Gas Producers (IOGP) is a global forum in which member companies identify and share best practices to achieve improvements in many areas, including upstream process safety. IOGP members encompass oil and gas companies, industry associations as well as major upstream service companies; collectively, members produce 40% of the world’s oil and gas. These member companies voluntarily report their annual safety data, which are used to compile an annual report on safety performance indicators. IOGP work groups use these data to identify industry-wide learning to enable an industry vision of no fatalities. This paper describes the trends and lessons learned from the most recent data received. The IOGP safety performance indicator dataset is the largest database of its kind in the upstream oil and gas industry, allowing the ability to analyse trends and learning from fatal incidents on an industry-wide basis. Having this large database of information and standardised reporting of fatality data by activity, category, Life-Saving Rule and causal factors allows trending and analysis on a scale that is not possible for any individual member company. The present paper provides an update on the upstream industry safety performance from the past 5 years of data collected, and discusses how this has led to Project Safira: eliminating fatalities in the upstream industry.

Industry Works To Balance Risk and Reward of Digitizing Safety

2020 ◽  
Vol 72 (12) ◽  
pp. 31-32
Author(s):  
Adam Wilson
Keyword(s):  
Artificial Intelligence ◽  
Oil And Gas ◽  
International Association ◽  
Oil And Gas Industry ◽  
Vice President ◽  
Technical Conference ◽  
Driving Safety ◽  
Maximum Speed ◽  
Health Safety ◽  
Work Related

The oil and gas industry has picked up on the benefits of digitization and artificial intelligence (AI) in its day-to-day activities, and the health, safety, and environment (HSE) sector is no exception. While AI brings clear benefits, the risks that come with those benefits remain unclear. While touting the advances of technology in HSE at SPE’s Virtual Annual Technical Conference and Exhibition (ATCE), Olav Skar, director of health, safety, security, and wells at the International Association of Oil and Gas Producers (IOGP), said, “I also see risks, and I remain concerned that we do not truly understand them.” Skar spoke at the ATCE on a panel that included Mohamed Kermoud, Schlumberger’s global vice president for HSE, and Philippe Herve, the vice president of energy solutions at Spark-Cognition. The panel was moderated by Josh Etkind, Shell’s Gulf of Mexico digital transformation manager. “A lot of power is in the technology,” Herve said. “The technology is beautiful. How we as humans are going to apply it, we need to think about it. We are thinking about all of the good things that the technology is bringing to humanity. Let’s keep it that way and remove all of the applications of artificial intelligence technology that may not be well perceived or beneficial to anybody.” An early target for digitization in oil and gas, driving has been the most dangerous HSE activity for employees. The IOGP claims that land-transportation-related incidents historically have been the largest cause of fatalities for its member companies. Since 2000, such incidents have accounted for 22% of all work-related fatalities reported by IOGP members. Schlumberger’s approach to driving safety was outlined in a paper presented at the 2020 SPE International Conference and Exhibition on Health, Safety, Environment, and Sustainability, a synopsis of which appeared in the August 2020 issue of JPT (http://go.spe.org/_01104-1542r). Schlumberger’s approach to improving driver safety includes an advanced driver-assistance system that alerts drivers of maximum speed limits, lane departures, and the proximity of pedestrians and other vehicles. The goal of the system is to effect good driver behavior. “If you analyze all the data, all the incidents, you find that behavior is always behind it,” Schlumberger’s Kermoud said. “People are trying to save time, to save the day. … The rules are generally perfect, but the behavior is something that we absolutely need to make sure that we impact one way or the other. And using technology will help us.”

scholarly journals Safety Performance in Industrial Construction: A Case Study

2021 ◽  
Vol 10 (4) ◽  
pp. 237-244
Author(s):  
Ahmed Senouci ◽  
Ali Jedinia ◽  
Neil Eldin
Keyword(s):  
Construction Industry ◽  
Safety Performance ◽  
High Rate ◽  
Coefficient Of Determination ◽  
Strong Impact ◽  
Work Related ◽  
Study Results ◽  
Construction Firm ◽  
The Cost

This paper presents a case study of a safety training program developed by an international leading construction firm. The study was prompted by the continuing challenge of work- related accidents in the construction industry. Even with the measurable safety improvements in the last several decades, the construction industry still exhibits high rate of occupational fatal injuries compared to other industries. A linear regression model was developed using Microsoft Excel to determine the level of impact of the number of training hours on the resulting safety performance. The analysis confirmed that the number of training hours had a strong impact on reducing safety incidents. The coefficient of determination (R2) demonstrated that the number of training hours accounted for 81% of the variance in the incidents rate. The study results should assist in quantifying the cost-benefits of implementing safety programs, and in justifying the mandating of a certain number of training hours.

Woodside and contractors—partnering for safety excellence

2010 ◽  
Vol 50 (2) ◽  
pp. 708
Author(s):  
Jim McQueenie
Keyword(s):  
Focus Groups ◽  
Oil And Gas ◽  
International Association ◽  
Significant Proportion ◽  
Health And Safety ◽  
Oil And Gas Industry ◽  
Safety Performance ◽  
Gas Industry ◽  
International Industry ◽  
Project Construction

Oil and gas industry safety performance in Australia compares well with other industries. Performance of the Australian Oil and Gas Industry, however, as reported by APPEA, lags behind the average performance of the international industry, as reported by the International Association of Oil and Gas Producers (OGP). The improving trend in health and safety performance in Australia over the last ten years is continuing, but progress is slowing. This slow-down suggests that if we continue to work in the same manner as we have done in the past, we will not create the shift in performance required to match or better the international industry average. The current structure of the industry has a number of different operating companies supported by a broad base of contractors. In 2009, contractor exposure hours accounted for 88% of the total hours worked by Woodside. Each operator and contractor has their own approach to health and safety management. The industry backdrop is an increase in activity driven by coal seam gas (CSG) exploitation, a number of LNG megaprojects in development in Western Australia, a significant proportion of senior personnel retiring from the industry, and a significant influx of people new to the industry to support expansion and replace retirees. This will increase demands on existing, already stretched, industry resources and could reduce our ability to develop new approaches and effectively implement them. One of the actions taken to address this at Woodside has been to engage over 100 senior leaders in our company and the CEOs of all of our major contractors to build a commitment to change the basis upon which operator and contractor work together on health and safety issues. This has involved establishing industry sector focus groups for: drilling; exploration and geomatics; onshore project construction; offshore project construction; and, production. Each group is comprised of Woodside and contractor leadership. Given the success of these groups in formulating and driving their own agendas for improvement, and given the strong (and quite pleasing) contractor desire for ownership, Woodside sponsorship will cease at the end of 2010. The approach aims to create sustainable, self governed health and safety focus groups to develop industry solutions to our industry’s health and safety challenges. The groups operate on the premise that excellence in health and safety performance is of mutual benefit and is non-competitive.

ERP Implementation

2013 ◽  
pp. 110-127
Author(s):  
Vladimir Kovacevic
Keyword(s):  
Oil And Gas ◽  
Well Being ◽  
Project Manager ◽  
Lessons Learned ◽  
High Rate ◽  
Direct Impact ◽  
Leadership Communication ◽  
Erp Implementation ◽  
Erp System ◽  
Specific Project

Considering the high rate of failures in ERP implementation projects, there is an urgent need to identify the causes of such failures and the preventing actions associated with these causes. ERP practitioners and academics are unanimous that competencies and abilities of the ERP project manager have a direct impact on the project and its well-being. In fact, it is widely accepted that specific project manager’s attributes such as oversight, leadership, communication, problem solving, and conflict-resolution are critical to the success of ERP projects. This case highlights some of the important issues and challenges that the author has encountered as a project manager of ERP system implementation in an Oil and Gas company in Kuwait. The focus of the case is on lessons learned and tips that can be handy and useful for people who may resume this important role in implementation projects.

Work-related stress mediates the impact of safety climate on safety outcomes

2013 ◽  
Author(s):  
Luciano Romeo ◽  
Margherita Brondino ◽  
Gianluigi Lazzarini ◽  
Elisabetta Farise ◽  
Margherita Pasini
Keyword(s):  
Safety Climate ◽  
Work Related Stress ◽  
Work Related ◽  
Safety Outcomes ◽  
Related Stress ◽  
The Impact

Sand Free Production Success Through Proven Technology Enabler from An Untapped Heterogeneous Reservoir Zone Utilizing Gravel Pack Replacement Methodology

2020 ◽  
Author(s):  
Y. Anggoro
Keyword(s):  
Oil And Gas ◽  
Erosion Resistance ◽  
Cost Effective ◽  
High Rate ◽  
Screen Design ◽  
Sand Control ◽  
Rules Of Thumb ◽  
Production Success ◽  
Control Technologies ◽  
Gravel Pack

The Belida field is an offshore field located in Block B of Indonesia’s South Natuna Sea. This field was discovered in 1989. Both oil and gas bearing reservoirs are present in the Belida field in the Miocene Arang, Udang and Intra Barat Formations. Within the middle Arang Formation, there are three gas pay zones informally referred to as Beta, Gamma and Delta. These sand zones are thin pay zones which need to be carefully planned and economically exploited. Due to the nature of the reservoir, sand production is a challenge and requires downhole sand control. A key challenge for sand control equipment in this application is erosion resistance without inhibiting productivity as high gas rates and associated high flow velocity is expected from the zones, which is known to have caused sand control failure. To help achieve a cost-effective and easily planned deployment solution to produce hydrocarbons, a rigless deployment is the preferred method to deploy downhole sand control. PSD analysis from the reservoir zone suggested from ‘Industry Rules of Thumb’ a conventional gravel pack deployment as a means of downhole sand control. However, based on review of newer globally proven sand control technologies since adoption of these ‘Industry Rules of Thumb’, a cost-effective solution could be considered and implemented utilizing Ceramic Sand Screen technology. This paper will discuss the successful application at Block B, Natuna Sea using Ceramic Sand Screens as a rigless intervention solution addressing the erosion / hot spotting challenges in these high rate production zones. The erosion resistance of the Ceramic Sand Screen design allows a deployment methodology directly adjacent to the perforated interval to resist against premature loss of sand control. The robust ceramic screen design gave the flexibility required to develop a cost-effective lower completion deployment methodology both from a challenging make up in the well due to a restrictive lubricator length to the tractor conveyancing in the well to land out at the desired set depth covering the producing zone. The paper will overview the success of multi-service and product supply co-operation adopting technology enablers to challenge ‘Industry Rules of Thumb’ replaced by rigless reasoning as a standard well intervention downhole sand control solution where Medco E&P Natuna Ltd. (Medco E&P) faces sand control challenges in their high deviation, sidetracked well stock. The paper draws final attention to the hydrocarbon performance gain resulting due to the ability for choke free production to allow drawing down the well at higher rates than initially expected from this zone.

Multilevel approach to organizational and group safety climate and safety performance: Co-workers as the missing link

2012 ◽  
Vol 50 (9) ◽  
pp. 1847-1856 ◽  
Author(s):  
Margherita Brondino ◽  
Silvia A. Silva ◽  
Margherita Pasini
Keyword(s):  
Safety Climate ◽  
Safety Performance ◽  
Multilevel Approach ◽  
Missing Link
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