Construction safety case (MAP) – a strategy for successful implementation

2018 ◽  
Vol 58 (2) ◽  
pp. 601
Author(s):  
Roberta Selleck
Keyword(s):  
Oil And Gas ◽  
Organisational Change ◽  
Field Work ◽  
Construction Safety ◽  
Near Miss ◽  
Successful Implementation ◽  
Operations And Maintenance ◽  
Safety Case ◽  
Operating Limits ◽  
Safety Cases

The Critical Control Management (CCM) methodology has emerged in the construction and mining industries as a ‘safety case’ to manage personal safety risks associated with high-risk activities. The construction-based Major Accident Prevention (MAP) program has been implemented on oil and gas projects since early 2016 and has been tested in greenfields, brownfields, operations and maintenance, and hook-up and commissioning environments. Since implementing the MAP program, a reduction in high potential ‘near miss’ events and a reduction of all injuries has been observed. Within the Clough organisation, four projects that are near completion have zero injuries. MAP works by providing the specific standards (rules), in a similar manner to ‘operating limits’ used in process control systems, to ensure critical control integrity. Through these specific standards, MAP eliminates substandard field work practices becoming normalised and MAP empowers field supervisors and even line employees to ‘stop work’ when critical control standards are not met in the field. Based on widely accepted organisational change principles, a framework for successfully implementing CCM has been developed. The framework is critical to successfully implementing and executing construction safety cases in a proactive manner. This paper explores what comprises CCM and the key attributes contributing to successful implementation.

“PIRAMIDA TINGGI, A State of the Art to Fulfill Obligation of Forestry Permit on Watershed Rehabilitation at PT Pertamina Hulu Mahakam”

2020 ◽  
Author(s):  
P. Sarwanto
Keyword(s):  
Land Tenure ◽  
Management System ◽  
Web Application ◽  
Local Community ◽  
Oil And Gas ◽  
Cost Optimization ◽  
Field Work ◽  
Development Goals ◽  
Potential Risks ◽  
Oil And Gas Sector

Among other obligations imposed under the forestry permit, watershed rehabilitation planting is perceived by the upstream oil and gas sector as the most complex challenge to conquer. Despite its poor track in fulfilling timeline and required result, there are also other challenges to consider, for instance lack of critical location, weather, fire, land tenure, community habit and capability, and cost optimization. In attempt to respond these challenges, an innovation in management system is constructed at PT Pertamina Hulu Mahakam, embracing and tailoring all related challenges, difficulties, and complexities, escalating the activity to be beyond compliance. So that it will be able to deliver more than merely avoid the identified potential risks towards company. The management system, called PIRAMIDA TINGGI (Pemberdayaan Masyarakat untuk Melestarikan Hutan di Dunia demi Ketahanan Energi Nasional), actively involves government, community, and business sector as equilateral triangle that work together to perform watershed rehabilitation planting. Developed using ISO 9001:2015 process approach namely PDCA (Plan-Do-Check-Act), the PIRAMIDA TINGGI system is in line as well with NAWACITA (President Joko Widodo’s vision, mission and program). To encounter other issue found during field work, this system is equipped as well with another innovation tool named PARIDA, a geospatial mobile-desk top-web application that easily able to map and identify vegetation in real time for further geo-analyzing multi-purposes, to be operated by local community. Full set implementation of this system has benefitted all parties. To Company in form of significant cost efficiency around 13.9 MUSD and 7 days’ faster result delivery besides obligation fulfillment, for others in form of broader advantage of proven sustainability project that has gave contribution to 5P (People, Planet, Prosperity, Partnership and Peace), objectives required by UN Sustainable Development Goals 2030.

Development and Execution of Heritage Petroleum Company Limited’s First Offshore Workover Campaign - A Case History of Successful Implementation of Performance Management

2021 ◽  
Author(s):  
Shazim Mohammed ◽  
Dale Persad ◽  
Kirk Baksh
Keyword(s):  
Trinidad And Tobago ◽  
Performance Management ◽  
Net Present Value ◽  
Oil And Gas ◽  
Selection Process ◽  
Public Procurement ◽  
Dynamic Modelling ◽  
Successful Implementation ◽  
Procurement Process ◽  
Petroleum Company

Abstract Heritage Petroleum Company Limited (HPCL) is the newest operating oil and gas company in Trinidad and Tobago and was vested and entrusted with the operation and management of all the exploration and production assets of Petroleum Company of Trinidad and Tobago Limited ("Petrotrin"). Being driven by oil-based revenue meant that rig intervention projects had to be innovative, economically viable and practical to meet the company’s financial commitments. This paper presents the concepts and processes behind the development and implementation of HPCL’s Workover Scoping and Procurement Framework. The offshore team recognized the need to frame the well review and workover candidate selection process as well as a procurement process that was both operationally accommodating and in accordance with public procurement regulations. This process would also have to be tested, since it was a new concept that was not practiced by Petrotrin. The well review process involved defining reservoir deliverability and in-place volumes through static and dynamic modelling, establishing current well potential and deliverability via nodal analysis with installed completion designs, topside infrastructure conditions and flow restrictions. The procurement process was achieved by identifying local resources and generating framework agreements for services and equipment. Job specific resources were tendered to ensure a transparent selection and award. The process also involved ranking the risks of all candidates. Economic analyses were performed to determine whether the financial indicators were positive to ensure viability of the campaign. A scorpion plot was also used to manage the performance of this framework during the campaign. The result was a campaign consisting of 15 wells that was delivered on time and within the workover budget. Actual production gain was over 1700 BOPD as opposed to the expected gain of 1450 BOPD. Budgeted Net Present Value (NPV) and actual NPV was calculated to be US$ 9.42 million dollars and US$ 11.7 million dollars respectively. All resources were demobilized and removed from the offshore acreage to reduce risks and floating expense to the company at the end of the campaign.

SafeOCS Industry Safety Data Program: An Industrywide Safety Data Management Framework

2020 ◽  
Vol 72 (12) ◽  
pp. 34-37
Author(s):  
Demetra V. Collia ◽  
Roland L. Moreau
Keyword(s):  
Oil And Gas ◽  
High Reliability ◽  
Safety Data ◽  
Oil And Gas Industry ◽  
Near Miss ◽  
Outer Continental Shelf ◽  
Gas Industry ◽  
The Us ◽  
Recommended Practices ◽  
Industry Associations

Introduction In the aftermath of the Deepwater Horizon oil spill, the oil and gas industry, regulators, and other stakeholders recognized the need for increased collaboration and data sharing to augment their ability to better identify safety risks and address them before an accident occurs. The SafeOCS program is one such collaboration between industry and government. It is a voluntary confidential reporting program that collects and analyzes data to advance safety in oil and gas operations on the Outer Continental Shelf (OCS). The US Bureau of Safety and Environmental Enforcement (BSEE) established the program with input from industry and then entered into an agreement with the US Bureau of Transportation Statistics (BTS) to develop, implement, and operate the program. As a principal statistical agency, BTS has considerable data-collection-and-analysis expertise with near-miss reporting systems for other industries and the statutory authority to protect the confidentiality of the reported information and the reporter’s identify. Source data submitted to BTS are not subject to subpoena, legal discovery, or Freedom of Information Act (FOIA) requests. Solving for the Gap Across industries, companies have long realized the benefits of collecting and analyzing data around safety and environmental events to identify risks and take actions to prevent reoccurrence. These activities are aided by industry associations that collect and share event information and develop recommended practices to improve performance. In high-reliability industries such as aviation and nuclear, it is common practice to report and share events among companies and for the regulators to identify hidden trends and create or update existing recommended practices, regulations, or other controls. The challenge for the offshore oil and gas industry is that industry associations and the regulator are typically limited to collecting data on agency-reportable incidents. With this limitation, other high-learning-value events or observed conditions could go unnoticed as a trend until a major event occurs. This lack of timely data represented an opportunity for the industry and the offshore regulator (BSEE) to collaborate on a means of gathering safety-event data that would allow for analysis and identification of trends, thereby enabling appropriate interventions to prevent major incidents and foster continuous improvement. The SafeOCS Industry Safety Data (ISD) program provides an effective process for capturing these trends by looking across a wider spectrum of events, including those with no consequences.

Industrial and tourism perspectives on open innovation

2019 ◽  
Vol 32 (5) ◽  
pp. 517-532
Author(s):  
Patricia P. Iglesias-Sánchez ◽  
Carmen Jambrino-Maldonado ◽  
Carlos de las Heras-Pedrosa
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Organisational Change ◽  
Successful Implementation ◽  
Improve Performance ◽  
Content Type ◽  
Food Industries ◽  
Collective Effort ◽  
Two Sectors ◽  
Practical Implications

Purpose Open innovation (OI) involves the alignment of the organisation’s strategy and resources. Notably, companies will not adopt this emerging paradigm without a guarantee of better results. Therefore, the purpose of this paper is to identify which combination of entrepreneurial managerial approaches makes it possible for companies to improve performance. Design/methodology/approach This study involves a survey questionnaire, 147 enterprises and regression analysis on the survey data to identify to what extent strategic and management orientations affect innovation performance (IP), as well as an analysis focusing on the results of two sectors (i.e. tourism and agri-food industries). Findings The main findings show a direct effect amongst the level of innovation, external openness and open innovation management (OIM), and IP. However, although there are no differences in the perception and orientation of OIM and the results across the two sectors, the influence of the variable firm size has been supported. Finally, the collective effort required by companies to ensure the successful implementation of OI processes and achieve high IP is outstanding. Practical implications This paper discusses the significance of these findings, highlighting the main practical implications for researchers and companies – especially the need to assimilate the organisational change involved in the challenge of OI. Originality/value This study combines the sectors industry and services, emphasises OIM and reinforces the literature in the field of IP.

scholarly journals Should healthcare providers do safety cases? Lessons from a cross-industry review of safety case practices

2016 ◽  
Vol 84 ◽  
pp. 181-189 ◽  
Author(s):  
Mark A. Sujan ◽  
Ibrahim Habli ◽  
Tim P. Kelly ◽  
Simone Pozzi ◽  
Christopher W. Johnson
Keyword(s):  
Healthcare Providers ◽  
Safety Case ◽  
Safety Cases

scholarly journals Learning from ERP Implementation: A Case Study of Issues and Challenges in Technology Management

2015 ◽  
Vol 74 (1) ◽  
Author(s):  
Norani Nordin ◽  
Ojeniyi Adegoke
Keyword(s):  
Small And Medium Enterprises ◽  
Implementation Strategies ◽  
Field Work ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Observation Methods ◽  
Skilled Manpower ◽  
Critical Issues ◽  
Implementation Stages ◽  
Medium Enterprises

Purpose: ERP implementation comes with huge business competitive advantages nevertheless it also has its difficulties and challenges. This paper presents the findings of field work and interview conducted on issues and challenges of ERP implementation on small and medium enterprises (SMEs). It proposes implementation strategies at each of the implementation stages for a successful ERP implementation within SMEs. Design/methodology/approach: The study employed both personal interview and observation methods. Findings: The findings revealed that reengineering (organization and infrastructures), top management commitment, funds, skilled manpower, implementation time and data fill-in were the critical issues and challenges faced by SMEs during ERP implementation. Hence, these factors were identifies as ERP implementation successful factors to be considered by SMEs. Also the study proposed three implementation strategies stages which will enhance successful ERP implementation in the SMEs. Originality/value: This study identified funds, skilled manpower and data fill-in as part of critical factors for successful ERP implementation in SMEs. Therefore, the study was used to generate successful implementation strategies for SMEs. 

scholarly journals Impact of Operational Research on Performance Control of a Project in the Oil and Gas Industry

2020 ◽  
Vol 5 (3) ◽  
pp. 320-326
Author(s):  
Ionut Nica
Keyword(s):  
Oil And Gas ◽  
Raw Materials ◽  
Oil Industry ◽  
Oil And Gas Industry ◽  
Industrial Area ◽  
Petroleum Products ◽  
Successful Implementation ◽  
Human Society ◽  
Current Configuration ◽  
Extraction Refining

The explosive development of the human society in contrast to the limited character of resources determines the need for successful implementation of mathematic models in the decision-making process concerning the use of available resources. The oil industry includes a series of global processes such as mining, extraction, refining, transport (road, rail, ship and pipeline) and oil products. The products of this industry with the highest degree of utilization are gasoline and diesel but the portfolio is much broader, kerosene, bitumen, fuel and raw materials for other chemicals such as solvents, pesticides, fertilizers and materials plastic. The oil industry comprises three major areas: "upstream" extraction; refining - "midstream" and transportation and marketing of downstream products. In most cases refining is considered to be part of downstream, Oil and petroleum products are essential for many industries and their importance is vital in maintaining and developing the industrial area in the current configuration.

scholarly journals О ФАКТОРАХ ЭФФЕКТИВНОЙ РЕАЛИЗАЦИИ ИНВЕСТИЦИОННЫХ ПРОЕКТОВ

World Science ◽  
2019 ◽  
Vol 3 (5(45)) ◽  
pp. 16-21
Author(s):  
Мирхамидова Д. Н. ◽  
Атаханова Ш. С. ◽  
Соатов Ф. Й.
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Successful Implementation ◽  
Gas Industry ◽  
Investment Projects

In article researches on establishment of influence of geological and technology factors on efficiency of investment projects, determination of risks at implementation of investment projects in the oil and gas industry and feature and factors for successful implementation of investment projects are considered.

scholarly journals China’s “One Belt, One Road Initiative”: challenges and requirements for its successful implementation in Central Asia

2017 ◽  
pp. 127-138
Author(s):  
Francisco Gómez Martos
Keyword(s):  
Soviet Union ◽  
Natural Resources ◽  
Central Asia ◽  
Former Soviet Union ◽  
Oil And Gas ◽  
Regional Cooperation ◽  
Successful Implementation ◽  
Trade Integration ◽  
The European Union ◽  
Intergovernmental Cooperation

Twenty five years after the dissolution of the former Soviet Union and the reemergence of the Central Asian Republics as independent States, this region continues to be the scene of rivalries amongst the big powers (Russia, China, the European Union, USA, India, Japan, Turkey and Iran) competing in a sort of a “new Grand Game” to increase their geopolitical and economic influence in the region. Its geography, diverse and rich natural resources, like oil and gas, explain the ongoing hidden rivalries. Despite its common historical and cultural past, Central Asia constitutes a heterogeneous region with a multiethnic and multi-linguistic composition and a low degree of physical, economic and trade integration. The lack of mutual trust, the persisting tension over borders and the use and sharing of natural resources, as well as different levels of economic performance have so far jeopardized the development of genuine regional cooperation. Against this background, the idea behind the Chinese OBOR Initiative to develop rapid transportation, if well implemented, could theoretically, by improving interregional connectivity, develop the Central Asia regional market and foster intergovernmental cooperation and people-to-people contacts within the region. In this context, could we expect that the ambitious Chinese OBOR Initiative will boost geopolitical stability and promote shared economic and trade benefits in Central Asia? What are the conditions for that need to be fulfilled?The author analyzes in depth certain crucial political, economic and institutional requirements for the successful implementation of the OBOR Strategy and concludes, however, that three years after the launching of this crucial instrument of the Chinese “globalization without democracy” model, its implementation faces major problems and thus raises more doubts than certainties.

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