bluuebunny/crossref_metadata_2025 huggingface dataset:
A Risk-Based Methodology For Assessing Economic Impacts From Oil Spills: A Screening Matrix Based On Habitat Features And Operational Context
Authors: Petrone A. , La Rosa L. , Marconi M. , Zappacosta I. , Pedroni P. M. , Rainaldi I. , Sordini E. , Buffagni M. , De Ghetto G. , Maccagni A. , Scataglini L. , Parrella Federico , Carter Colin , Lawton Keith
Published: June 2014

Like any other industry, in the oil and gas business accidents always cost money and can adversely affect production cost. Blow Out events can be undoubtedly recognized as the most severe accident posed by exploration and production activities, and their hazardousness and severe consequences have been dramatically confirmed by the recent Macondo Disaster The new regulatory reviews of safety directives resulted from Macondo foresee that all operators will have to ensure they have access to sufficient physical, human and financial resources to minimize the impact of a major accident. In other words companies have to demonstrate to be aware of the nature and extent of the potential liabilities resulting from oil spills and provide evidence that all necessary provisions have already been or will be made, to cover them.

However it is not always easy to estimate likelihood and costs associated to severe Oil spill contaminations since a number of variable enters this complex equation such as the geographical location, type of oil, complexity of operations (deep water drilling, HP HT, workover, etc), response capability, climatic conditions including extreme weather, sensitive areas of operations (arctic, sour)

This paper presents a methodology to semi-quantitatively compare the Cost of the risk of Blow Out events in different parts of the world and from a range of facilities and operations, through a Screening matrix based on Habitat features and operational context (reported on one axis of the matrix and on the other respectively). The entries of the matrix at the intersection are estimated taking into account those factors that can affect the "final bill" of an oil spill as well as likelihood of occurrence of the event and the operative life of the plants.

The blow out cost screening matrix could provide useful information to the operators and help to identify the greatest potential risk for Oil spills, compare assets and areas of operations, establish priorities for investments and allocate adequate resources for a timely and efficient oil spill response
Malaria: Risk Assessment versus Impact Assessment
Authors: Marouze F. , Guibert Ph.
Published: June 2014

Some tropical areas are particularly challenging for employers when it comes to deal with both risk assessment and impact assessment of malaria. On our recent operations in Indonesia, we had to cope with health issues related to malaria that raised more questions than we were able to answer regarding occupational health, corporate social responsibility, and legal issues. These questions include:

How do we manage malaria prevention and chemoprophylaxis for indigenous people working in highly endemic malaria areas (i.e. Western Papua)? Can we make a distinction between individuals for whom malaria is recorded as an occupational disease and those for whom the illness is not work-related?

To cope with this interesting topic, we conducted a case study with the support of the International SOS medical team based in APAC. It consisted of a review of the regulations applicable in Indonesia by taking into account several criteria such as labor laws, occupational/public health, health risk assessment, and health impact assessment. We wanted to learn more about our Duty of Care and how to report or record malaria cases when, as a company, we transfer someone from one Indonesian island to another. We took the case of an employee hired in Jakarta (Java) who travelled to Western Papua for two months and then came back home:

Does he require malaria chemoprophylaxis or is he considered semi-immune? Do we record malaria as an occupational disease if he contracts it? What about CSR and company liability if he is infected and becomes a "reservoir" for new Plasmodium falciparum species in his home island where his family and community have no semi-immunity against?

The study shows clearly that this issue merits more than just a workplace Health Risk Assessment. Through Health Impact Assessment, knowledge of local regulations, laws, and medical practices is mandatory for understanding and safely managing malaria prevention as well as avoiding litigation or inappropriate actions.
SmartGIS Project: A Web Application for Global Oil Spill Management
Authors: Aiello G. , Buffagni M. , Pavanel E. , Bracco L. , Thorbjornsen S. , Meregaglia M.
Published: June 2014

SmartGIS is a web application based on a Continuous Improvement project focused on Oil Spill Management processes to perform a large-scale harmonization of procedure and strategies. The main scope was the development of an Oil Spill Best Practice which provides a guideline addressed to eni subsidiaries for oil spill preparedness and for the selection of the most suitable tactics and technologies for response and remediation. This is based on the habitat types present in each Country where eni operates.

To reach this goal, the Habitat Mapping and Benchmarking activities were performed as intermediate deliverables. Habitat mapping is based on the mapping and classification of all the habitat types using certified reference datasets. Three marine and seven terrestrial habitats were identified. Benchmarking analysis provides a detailed overview over the current status and development trends of oil spill response and remediation tactics and technologies applied worldwide. They have then been categorized with respect to suitability for the various habitat types.

A webGIS application was identified as the best solution to manage all the data and information acquired during the development of the project. The application runs wherever an internet connection is available and allows an effective remote support of the accidental oil spill scenario. For this reason the SmartGIS was launched with the development of an environmental analysis tool within the 3Ter Advanced Emergency System, already implemented in eni in case of emergency.

The environmental analysis tool is characterised by different layers for habitats, countries, marine regions, active concessions and protected areas. In addition it can be supplemented by other information such as meteomarine data, nautical charts, bathymetry and vessel tracking as well as thickness and concentration of oil. This paper will illustrate how the data and information presented in the SmartGIS can be applied worldwide in case of an accidental oil spill, providing a effective contribution to handle the emergency situation.
A Deeper Perspective: 5 Years of the DELOS Project
Authors: O’rien Robert , Walls Anne , Clarke Jim , Costa Sofia Pereira , Oliveira Shirley , Smith Ken , Priede Imants , Vardaro Michael , Rowe Gilbert , Bailey David , Milligan Rosanna , Ruhl Henry , Sangolay Bomba Bazika
Published: June 2014

The Deep-ocean Environmental Long-term Observatory System (DELOS) was installed in Block 18 Angola in February 2009, and will celebrate its 5th anniversary in February 2014. The two DELOS platforms are located in 1,400m of water, one within 50 metres of subsea facilities, and the second 16km away from any sea floor infrastructure. Each platform comprises two parts: a sea floor docking station that was deployed on the sea floor at the start of the monitoring program and will remain for the 25 year project duration; and a number of observatory modules that are designed to perform specific environmental monitoring functions. Each observatory module has enough battery and storage capacity for 12 months of autonomous operation. Towards the end of the 12-month deployment period each platform requires ROV (Remotely Operated Vehicle) intervention to recover observatory modules to the surface for service, calibration, and data offload.

DELOS has already provided the scientific community with a unique long-term dataset to study the natural environmental conditions in the deep waters of the Atlantic Ocean. The data collected so far has provided a valuable opportunity to examine the spatial and temporal variability of physico-chemical conditions and biological communities. Studies to date have shown, for example, a high degree of temporal variability in fish communities present at both of the sites. The reasons for the observed changes in fish abundance and community composition are not known but are possibly related to natural variation in water column oxygen levels. Based on the results already collected by the project, the scientific community has strongly advocated the further development of paired, deep-water observatories in other regions of the World’ oceans. This paper will chart the successes, and challenges, of the DELOS project to date, examine some of the data collected during the first 5 years, and discuss the need for continued, long-term observations of the deep ocean both offshore Angola and elsewhere.
Promoting Health and Safety Culture at Work Through Workforce Engagement
Authors: De Sanctis Sabatino , Forzan Andrea , Scotti Davide , Vannetti Giuseppe , Matkin Darren
Published: June 2014

Saipem celebrates the WORLD DAY OF SAFETY AND HEALTH AT WORK every April 28. It is an initiative promoted by ILO (the International Labour Organization) to encourage the prevention of work-related accidents and disease on a global scale. In honour of the occasion, the company organises a series of exciting activities that enable the direct involvement of all employees, encouraging genuine Team Building and raising awareness on the well-being of the individual.

This year, in line with the theme proposed by ILO for 2013 - occupational diseases and general health, Saipem's LiHS (Leadership in Health and Safety) Team decided to focus on a new, spectacular and effective formula for stimulating the direct participation of the company: the Health Prevention Flash Mob.

All participants were given free rein to design and carry out their projects, ranging from the collective launch of a slogan to creating an unprecedented poster, from the organisation of a special dance to the preparation of an original symbolic action. The challenge, though ambitious, was greeted with excitement and enthusiasm in many of the Saipem offices and sites around the world (Indonesia, Nigeria, Canada, America, Colombia, UK, UAE, Angola, Italy, Romania and Saipem vessels), who got hundreds of people motivated to create exceptional events, all expressing a universal message of health through the local culture.

The company intranet, e-mails and word of mouth meant that these projects soon went viral, both inside and outside the company, maximising the focus on the prevention of occupational diseases in the most compelling manner.

Through the promotion and dissemination of the first ever flash mobs dedicated to safety at work, Saipem has become a pioneer of innovative Health & Safety communications, proof of the start of a true cultural change.
A Biodiversity and Ecosystem Services Management Framework for the Oil and Gas Sector
Authors: Connick S. , Pedroni P. M. , Terry S. , N’Guessan L. , Johnston M. , Romer R. F.
Published: June 2014

IPIECA, the global oil and gas industry association for environmental and social issues, provides the forum for the oil and gas sector to share knowledge and build capacity on challenging topics such as the management of issues relating to biodiversity and ecosystem services (BES) within the oil and gas industry. In the effort described here, the joint IPIECA-OGP Biodiversity and Ecosystem Services Working Group (BESWG) outlines a framework including six areas of practice that are foundational for the effective integration of BES considerations into oil and gas business processes and operations in any environment.

The development and application of this BES management framework by member representatives on the BESWG aligns with IPIECA and OGP's commitment to share knowledge and promote good practices that will help the oil and gas sector continually improve its environmental and social performance. This BES management framework provides a systematic approach enabling progression in the development of BES management practices within oil and gas companies. The BES management framework identifies and elaborates on six oil and gas company practices that contribute to the integration of BES Management in their activities:

Build BES into their governance and business processes Engage stakeholders and understand their expectations around BES Understand BES baseline Assess BES dependencies and potential impacts Mitigate and manage BES impacts and identify BES opportunities Select, measure and report BES indicators

For each area of management practice, the framework provides guidance on the management approach, content, scale and timing of activity, and types of resources employed. An ultimate outcome for this framework will be to connect specific areas of management practice to existing tools and resources provided by IPIECA and OGP to assist companies in development, integration and continual improvement of BES management into their processes. The BES management framework will also be used to inform the IPIECA-OGP BESWG's strategic direction and future work products so that gaps in knowledge can be effectively addressed.
Environmental Performance in the E&P Industry: Data for 2011 and 2012
Authors: Campbell J. A. , Poore W. M.
Published: June 2014

The International Association of Oil & Gas Producers (OGP) has collected environmental data from its member companies on an annual basis for the past 14 years. The programme was set up in response to the industry's wish to be more transparent about its operations and to enable OGP member companies to compare their performance with that of other companies in the sector. The ultimate aim is to provide a representative statement on the environmental performance in the upstream oil and gas industry.

The data represent oil and gas wellhead production of 2.2 billion tonnes. Over 40 companies took part in 2011 and 2012, operating in more than 75 countries worldwide, and the database now represents what is probably the most comprehensive set of reliable information on cross company performance in the industry.

Data were reported in 6 environmental indicator categories:

gaseous emissions; energy consumption; flaring; aqueous discharges; discharges of non-aqueous drilling fluids retained on cuttings; and spills of oil and chemicals.

Performance results are presented on a global and regional basis, onshore and offshore, and normalised to hydrocarbon production. Results are shown, for ease of comparison, alongside the previous years’ published results. The paper will address the emerging trends in environmental performance as well as factors that underpin the data.
Integrated Water Resource Management - Can this Concept be of Value to the Oil and Gas Sector?
Authors: Romer R. F.
Published: June 2014

Global water scarcity and deteriorating water quality are increasingly becoming limiting factors to sustainable development; "one of the most pressing issues of the next millennium will be the managmenet of the limited freshwater resources of the world" (Shrek, et al. 1998, p.1). Society and business is dependent upon the resilience of water resources and the associated ecosystem services indirectly provided. The effective management of water resources for a multiplicity of users should consider the broader context of the economic, social and political landscape.

Water forms an integral part of operations for all sectors, including the oil and gas industry. With increasing pressure on this scarce resource, business continuity for the oil and gas sector could be threatened, particularly as operations are occurring more often in challenging environments and there is a growing reliance on unconventional sources that have greater water demands. In recognition of both global and local water scarcity challenges, and the multi-faceted nature of water management, a more integrated approach to water resource management is being encouraged and advocated by the UN. The concept of Integrated Water Resource Management (IWRM) encourages a more coordinated sustainable management of water resources among all water users within a river basin/aquifer.

IWRM could be a valuable conceptual framework for the oil and gas sector given it has global operations and has to function in multiple different geographic and climatic contexts, across a range of jurisdictions working with different stakeholders. Given the limited knowledge and understanding on the uptake and applicability of IWRM for the oil and gas sector, this research, which has been supported by IPIECA, the global oil and gas industry association for environmental and social issues, and Kings College London, explores the uptake and applicability of IWRM for the sector.

The paper will outline outcomes from a survey carried out across the corporate function of IPIECA member companies, as well as findings from interviews conducted at two oil refineries in OECD countries Australia and Germany. Opportunities for further research will be mentioned and the paper will highlight specific learnings for the sector as well as outline the business case for applying IWRM principles.
Managing Health, Safety and Environment in a Complex Simultaneous Operations (SIMOPS) within the Context of an Integrated Projects: A Case Study
Authors: Ologe Jacob , Akiode Kayode , Jinkoji Takeshi , Ikpa Henry , Osugba Emmanuel
Published: June 2014

The Total Exploration and Production Nigeria Limited has been operating its first discovered field in Nigeria for more than 40 years as an oil dominated field but the future potential of the field is gas. Hence, the decision to upgrade the field to harness the gas potential as well as achieving the national priorities of flare down and gas supply to the domestic market. After several studies and evaluation of various options, it was decided to carry out the upgrade in Simultaneous Operations (SIMOPS) mode.

The upgrade involved triple SIMOPS of oil and gas production, drilling in a gas well cluster and heavy construction (Upgrade Projects). This SIMOPS is uncharacteristically complex with the following elements; more than 3 years non-stop activities, more than 6 million man-hours, more than 4,000 people working together out of which more than 80% are semiskilled and unskilled local community personnel; involvement of consortium of 3 contractors who have never worked together in the past, more than 15 major subcontractors, unknown underground conditions of the installations, aging facility with assets integrity challenges, over 2000 lifting of loads above high pressure live-lines, large number of thermal engines (mobile and stationary) and other ignition sources in hazardous zones and so on.

The Company (Project management team and Production team) together with the contractors jointly put together some well thought out Safety initiatives to contain the identified risks. Some of these initiative include; effective risk assessment mechanism, strict control of ignition sources and looping the ignition engine Emergency Shut-Down (ESD) to the plant ESD, drop object study and crash test of protective barrier built across high pressure live-lines, sectionalization of SIMOPS zones, joint project and production emergency drills, technical and HSE competence development to mention but a few.

More than 24 million contractors’ man-hours achieved and about 6 million man-hours remaining with a lot of challenges that the project has encountered. This paper will present in detail what the company implemented to achieve HSE results such as Total Recordable Injury Rate (TRIR) of 0.37 and Lost Time Injury Frequency (LTIF) of 0.10.
Safety Culture Development on Robust BO&I Program with IIF®
Authors: Sugimoto Toru
Published: June 2014

Background

The Barzan Onshore Project is a large scale Construction Project that is being undertaken in Qatar. The project has many daily challenges such as schedule, cost, safety etc. Due to the size and scope of the Project, the manpower during the peak exceeds 25,000 workers. Human behaviour has a tremendous impact on the overall safety standard and performance on the project, especially in consideration of the size and transient nature of the workforce. An effective behaviour based safety and Incident and Injury Free program can make a significant contribution in creating and sustaining a positive safety culture and an Incident and Injury Free workplace.

Approach

In order to establish and maintain a high safety standard, it is crucial to continually promote, change and/or improve the safety culture of the workforce within the life cycle of the project.

Construction activities have a very dynamic nature with constant changes in work fronts, scope of activities, turnover of human resources combined with a multicultural work-force and all the other daily challenges that are common place in such environments. Taking this into consideration, the development of a solid safety culture to help create an Incident and Injury Free workplace is in itself a very challenging task that requires constant participation, dedication and commitment from the entire project throughout the execution of the work. The dedication starts from the project management through to the worker on the ground.

The safety, health, environment and security (SHE&S) management system provides the foundation for achievement of good SHE&S results. However, the SHE&S management system combined with a comprehensive behavior safety- an Incident and Injury Free program creates daily opportunities for exceptional performance. The programs cannot function without a solid foundation and the project SHE&S management system provides that foundation. The requirements of the management system are based on international standards and best practices. The administration of both programs is achieved by processing observation data through database systems, training, reporting, trending, analyzing and continuous improvement, and these align very well with the SHE&S management system.

Outcome

The tailor made behaviour based safety program, is well recognized across the project together with the Incident and Injury-Free program. Both these programs support strongly support the safety culture development and condition of the project personnel at all levels, starting from senior management to the worker on the ground. The project's safety records and performance indicators leave no doubt that all three elements complement each other very well and contribute to the achievement of excellent SHE&S performance results on the project.
UN Guiding Principles on Business and Human Rights: Simultaneous Implementation and Learning
Authors: Safavi Nili , Wild Elizabeth
Published: June 2014

BP and its peers have been addressing business and human rights matters since well before the arrival of the UN Guiding Principles on Business and Human Rights (UNGPs) in 2011. However, the UNGPs were the first clear articulation of the corporate responsibility to respect human rights. This has greatly influenced the industry’s approach to understanding and managing human rights risks. In BP, the UNGPs provided an opportunity to review how the company currently addresses potential human rights impacts, whether on communities, workers or others.

While the UNGPs may appear relatively straightforward, the cross-cutting nature of human rights makes implementation complex when applied in multinational energy companies. While there are parallels with disciplines such as environment and health and safety, human rights are far more cross-cutting. No one function can manage the whole topic: multiple functions, including Human Resources, Supply Chain Management and Ethics & Compliance, need to collaborate. The UNGPs ask companies to look beyond potential impacts of wholly owned and directly managed operations, to investments, joint ventures and business relationships, including suppliers and contractors. The multiplicity and complexity of business relationships, partnerships and subcontracting make this challenging.

This paper charts BP’s actions to align with the UNGPs over time, from the independent review of the company’s policies and practices in 2011, to the formation of an implementation plan in 2012, and more recently the development of a mechanism to review progress of the implementation plan. Lessons learned from the practical application of the UNGPs within BP have supported the evolution of the company’s implementation plan. The company’s approach to human rights governance seeks to promote clear ownership of practical actions by relevant functions, segments and businesses whilst also providing senior management overview of progress.

The corporate responsibility to respect human rights is achieved through continuous effort. Like health and safety, human rights issues require on-going management. By sharing the successes and challenges encountered along the way, BP hopes to contribute to the industry’s knowledge on this complex topic. The company is contributing to and benefiting from IPIECA’s human rights programme, a collaborative industry approach to developing good practice tools and guidance, which enables peer sharing and learning.
Are Enterprise Risk Management Frameworks Effective for Prioritizing Sustainability Risks in the Oil and Gas Sector?
Authors: Cort Todd , Gudernatch Sarah
Published: June 2014

As oil and gas companies seek to integrate management of environmental and social risks into business decision-making processes, many have looked to their Enterprise Risk Management Framework (ERM) as a tool to allow comparability of sustainability risks against traditional business risks. In theory, this approach would allow companies to identify risks ranging from climate change to community activism with appropriate perspective and to match these risks to an appropriate corresponding response. If successful, such an approach could lead to clear paths forward for integrating sustainability and social risks into Healthy, Safety and Environment (HSE) management systems as well as informing a communications strategy with shareholders, communities, regulators and other stakeholders.

Our research of disclosed risk factors from 40 oil and gas companies indicates that in practice, oil and gas companies have found it difficult to find common ground for assessing and quantifying sustainability risks against traditional financial risks. The most common result is the development of a separate, parallel, ‘materiality’ process for sustainability risks (and opportunities). While these materiality processes share some common characteristics with ERM frameworks, they do not allow companies to determine whether or not sustainability risks are as significant as traditional financial risks. Moreover, materiality processes frequently inform only communications and engagement strategies for companies rather than management processes (such as operational management systems).

As part of the research, we identify the three most common hurdles to the utilization of ERM frameworks for sustainability risk identification and prioritization: 1)Sustainability risks are inherently more difficult to quantify using traditional ERM criteria making comparability difficult or impossible on traditional ERM scales.2)Sustainability risks are frequently subjective - i.e. based on stakeholder perceptions - rather than the result of objective criteria such as regulatory requirements, cost or revenue potential. This means that successful integration of sustainability risks into ERM Frameworks requires access to stakeholder feedback in the ERM process.3)Time-scale of impacts. Sustainability impacts are also inherently longer-term than traditional financial impacts. Therefore ERM criteria must account for the relevance and weight of timeline to effectively compare both magnitude and probability of sustainability risks.
Risk Management in the Process Industry-New Directions with Bayesian Approach
Authors: Unnikrishnan G. , Al-Zalzalah F. , Shrihari Shrihari , Siddiqui N.
Published: June 2014

Safety is critical for process facilities. Considerable efforts are put in to design & operate suitable safety systems in these plants to prevent potential hazards from becoming accidents. The effort mainly involves understanding the potential hazards, analyzing their consequences and implementing mitigation measures required to protect the facilities.

First step towards mitigation of risks involves risk analysis, assessment and its management. Risk analysis requires identification and quantification of probabilities of occurrence of the hazards and its consequences. Process Hazard Analysis (PHA) techniques vary from simple checklists to Hazard and Operability Studies (HAZOP) and Quantitative Risk Assessment (QRA) requiring increasing levels of information. Of the above QRA represents the most comprehensive and widely used tool available today.

However, with increasingly complex facilities, it is questionable whether QRA can give the full picture about the risks. Researchers have pointed out that QRA has several limitations due to lack of accuracy in critical assumptions and failure rates and most importantly its inability to update risk during facility lifetime. Further QRA cannot fully represent the large number of causal factors including human and organizational factors and its interactions.

This paper will highlight the limitations of QRA and present the emerging Bayesian approach to risk management. Bayesian methods apply conditional probability statements to causal relationships that are represented as networks. Bayesian analysis has been used to model several systems in ecology, finance, artificial intelligence etc. It offers a number of advantages over conventional methods.

The paper will include study of typical process equipment failure using both conventional QRA and Bayesian methodology to illustrate the advantages of Bayesian approach. In summary, it will be demonstrated that such an approach can give new insights in to risk profile of the facility.
Evaluating Reputational Risk and Implications of a Major Accident Hazard in E&P Activities: A Qualitative Methodology
Authors: La Rosa L. , Petrone A. , De Ghetto G. , Rainaldi I. , Scataglini L. , Maccagni A. , Arena M. , Vantini S.
Published: June 2014

The Oil and Gas business is a technically challenging and risky industry where accidents can happen and have dramatic consequences. A major Accident Hazard and its aftermath can represent a catastrophe for an Oil company that will have to face production losses and asset damages, injuries to people or event worst loss of lives, environmental liabilities, fines and claims, and ultimately all the above most of the time is translated in a significant reputational damage.

Reputation can be defined as the whole of expectations and perception of stakeholders towards an organization; reputational risk is the threat to compromise such complex system of expectations and perception with consequent financial and non financial implications. Reputational risk can be regarded as hidden danger that can threaten the survival of the biggest and best-run Companies therefore its effective management is crucial for companies’ long-term success.

This paper proposes a qualitative methodology to evaluate reputational risk and implications of major Accident hazard in exploration and production operations.

The methodology identifies primarily reputational drivers, stakeholders and risk factors that can create a deviation between expectations and perceptions. The extent of a deviation between perceptions and expectations, caused by an event and relevant consequences depends on context variables that can amplify or lower the impact of the event on the system of expectations and perceptions of the stakeholders (e.g. geographical location of the event). The above mentioned elements are used to build a Risk Reputational Model that foresees the Definition of a Country profile matrix (summarizing the most relevant reputational drivers for the specific country under evaluation), a Matrix of Risks vs. Reputational Drivers (summarizing risk factors influencing reputational drivers relevant for stakeholders) and ultimately a Technical Analysis to identify probability of occurrence of the events affecting the critical drivers. The final step is the qualitative evaluation of reputational risk through the comparison of stakeholders’ expectations and results of the technical analysis. In the paper the methodology is thoroughly explained through a real case application on a company Oil and Gas Asset.
Enhancing Safety in Offshore Well Control by Applying Intelligent Drillpipe
Authors: Karimi Ali , Miska Stefan , Yu Mengjiao , Ozbayoglu Evren
Published: June 2014

One of the major concerns in drilling operations is gas kick detection and blow out control. If not detected early or properly controlled, gas kicks could be disastrous. Loss of human lives, polluting the environment (especially in deep offshore drilling) and financial losses are possible consequences of a blowout. Despite significant enhancements in offshore drilling technology, still conventional well control indicators are applied for gas kick detection in most of the offshore wells. These indicators are rudimentary and are not sufficiently reliable for drilling costly offshore wells.

Now, having access to continuous pressure data along the wellbore at very high rate and independent of drilling fluid type is offered by mounting pressure sensors on intelligent (wired) drillpipe. One of the most important applications of this new technology. However, in order to apply this technology for early gas detection, variations in annular pressure profile during entering gas influx to the wellbore should be precisely predicted.

To accomplish this goal, different involved regions are modeled and a numerical scheme and a transient gas kick simulator are developed to solve the equations. Simulator is validated with available two-phase experimental data (air-water) from a vertical flow loop (3 in X 1.66 in, 52.5 ft long) at The University of Tulsa. Based on the analysis of simulated annular pressure profile, methodologies are developed for early kick detection and determining its location for different drilling scenarios.

Obtained results indicate that during entrance of gas influx in Constant Bottomhole Pressure Technique of Managed Pressure Drilling (MPD), pressure at all sensors increases simultaneously. This criterion can be used for early detection of gas influx; furthermore, determination of influx location is conducted by monitoring variations in pressure derivative curve at each sensor. For this MPD technique, when gas influx reaches a certain sensor, pressure derivative starts to decline. This study shows that mounting pressure sensors on intelligent drillpipe can enhance safety significantly by shortening the gas detection time and monitoring its movement in the wellbore.
Visualizing Health Impact Assessment
Authors: Krieger G R , Laing M , Balge M Z , Balge Z
Published: June 2014

Description

Project impact assessments are driven by a combination of host-country legal mandates and internal company mandates. The suite of impact assessments now includes environmental, social, health and human rights. The impact assessments are occasionally ‘integrated’ into one large report that are typically thousands of pages, particularly when technical appendices are included. The documents have become so large and complex that it is problematic whether stakeholders, internal or external, can actually read and process these reports. Finding a better way to inform and communicate is essential. In a developing country setting, these documents are even more problematic given the low levels of literacy and the diversity of indigenous languages that are encountered. As part of the health impact assessment (HIA) process) we have developed a series of short stand-alone visualizations (i.e., the vHIA) that concisely present the relevant information in 4–7 minutes in relevant local languages. The visualization can be embedded into the Executive Summary section.

Results, Observations and Conclusions

Major oil & gas clients have commissioned a series of short visualizations as part of its overall HIA process. The visualizations are primarily focused on health but can easily include environmental, social and human rights in an integrated fashion. A sound track in relevant languages is also developed. The visualizations use cinematic language to tell a targeted story to a specific audience. Techincal story telling elements include sophisticated satellite/remote sensing imagery, GIS developed maps, still photography and onsite /location video and computer generated animation. The visualization can be tailored for specific audiences both internal and external. Internal versions are ideal for management presentations and can be posted on the project website or intranet. Examples of vHIA and vESHIA will be presented.
Water Worth Waiting for: Smart Water Management Reduces Environmental Impact
Authors: Monroe S. , McCracken D. , Kalbouss R.
Published: June 2014

Public scrutiny of all oilfield activities and regulations regarding water usage is becoming progressively more restrictive, so the need for water reuse has never been more important. Water is essential to oilfield operations. Sourcing, storage, logistics, production, and disposal of water represent huge costs to our industry, but can have major impacts on the environment. Smart water management saves money and yields environmental benefits.

Smart water management integrates the well and water life cycles to holistically design a system that reduces, controls, and reuses water. This approach reduces unproductive water in the formation, proactively controls water-induced issues (such as scaling and bacteria), and maximizes reuse of produced water. The results are better productivity, less freshwater usage, better logistics (reducing heavy truck traffic), and improvements to the environmental footprint.

Subsurface water shutoff treatments, like water inflow detection, mechanical shutoff tools, permanent cement retainers, and gel and chemical remediation for water conformance, effectively decrease unproductive water in producing wells to extend the life of oil and gas fields. Minimizing water production at the source reduces energy required for lifting as well as trucking, which translates into less associated emissions and road damage.

Flow assurance can be improved by solid chemicals that counteract water-related bacteria and corrosion, as well as inhibit scale, paraffin, asphaltenes, and salt. These solid chemicals minimize safety hazards because they are mixed onsite, making it safer for transportation and spill mitigation.

Surface water treatments using environmentally preferred solutions such as chlorine dioxide, electrocoagulation, and filtration enable operators to reuse produced and flowback water in hydraulic fracturing fluids. Virtually any oilfield water can be treated. Unwanted water is converted into reusable water onsite, further reducing disposal, trucking, and emissions.

Technology and best practices exists for smart water management, and it’s good for the environment, too. This paper will detail the best of these technologies and give examples of best practices that have saved operators money, improved production, and reduced their environmental impact.
Elgin G4 Gas Release: What Happened and the Lessons to Prevent Recurrence
Authors: Henderson Dean , Hainsworth David
Published: June 2014

The Elgin installation is located in the North Sea, approximately 200km east of Aberdeen, Scotland. The facilities consist of a Process, Utilities and Accommodation platform with a bridge linked WellHead Platform (WHP).

On 25th March 2012, Well G4 on the WHP suffered an uncontrolled release of hydrocarbons to atmosphere. This release resulted in the full evacuation from the Elgin installation and from the adjacent drilling rig.

Immediately following the release, significant resources were put in place to ensure that the required emergency response was effectively managed and implemented. These resources managed both the initial response and evacuation, and the ongoing on-site situation until well control specialists killed G4 with heavy mud on 15th May 2012.

Significant preparatory work was required to pump heavy mud into G4. This included detailed hazard assessment of the gas release, and the potential consequences should it have ignited. It also included carrying out risk assessments for each stage of the recovery to ensure the safety of personnel.

Following the well kill operation, routine personnel returned to the installations to secure G4 with cement, and to prepare for the re-start of production.

Production re-started from Elgin on 9th March 2013, following a comprehensive re-assessment of the risks from the wells. This re-assessment involved demonstrating that the risks from the wells to personnel are reduced to a level which is As Low As Reasonably Practicable, and was formally assessed by the UK regulatory authorities via the "Safety Case".

This paper focuses on what happened, the lessons learned and the measures put in place to prevent recurrence. More specifically, this paper will describe: the incident, in terms of the uncontrolled hydrocarbon release which occurred, the associated leak path and the emergency responsethe work associated with killing G4 with heavy mudthe incident investigation carried out and the associated causesthe action taken to ensure that lessons have been learned to prevent recurrencethe re-evaluation of well integrity, and development of well integrity "criteria"returning the offshore facilities to a fit for purpose condition to allow production to be restartedthe role of the Safety Case and how it was used to demonstrate to the UK regulatory authorities, and to the workforce that production could be safely restarted.
Leveraging Sustainability in the Oil and Gas Supply Chain
Authors: Dell Jan , Hart Virginia
Published: June 2014

Successful project execution and business operations depend on the performance of a strong supply chain. Weak links in a supply chain may be caused by a range of drivers beyond the safety, financial, quality and schedule indicators that have historically been considered in supplier selection and management. Sustainability aspects including environmental, social and governance issues can weaken supplier performance by causing lost production, supply interruptions, schedule delays, material inefficiencies, price increases, safety impairment, regulatory violations, employee issues and community resentment.

This paper describes elements of ConocoPhillips’ Supply Chain Sustainability program as expanded in 2013 to support the improvement of our project execution and operations management through strengthening our supply chain on sustainability drivers that impact our business. A summary of the benefits of collaboration on sustainability issues to both oil and gas companies and suppliers is presented.
Implementation of Life Cycle Assessment at Chevron: Lessons Learned and Good Practices
Authors: Lilien J. P. , Jin H. , Gloria T. P.
Published: June 2014

This paper describes Chevron’s recent research, development, and implementation work on Life Cycle Assessment (LCA). It starts by discussing the potential value of LCA as a risk management tool for the oil and gas (O&G) industry, including identifying potential "hotspots" early in the technology or project development process; assessing potential trade-offs between environmental indicators; and addressing increasing stakeholder concerns regarding the energy intensity, greenhouse gas emissions, and water consumption of O&G operations. The paper then describes a series of proof of concept studies Chevron has conducted applying LCA to real-world O&G case studies to assess the business value of the methodology and determine how to best integrate it within existing environmental assessment, engineering design, and business decision-making processes. Specific case studies discussed include evaluation of an innovative production technology and management of "end-of-life" issues (remediation planning) at an existing industrial facility. Finally, the paper identifies lessons learned / good practices for implementing LCA within the O&G industry and presents a proposal for the formation of an O&G industry work group to define LCA indicators that are most relevant to our industry; assess the quantity/quality of existing life cycle inventory (LCI) data sets; and develop a plan to fill identified gaps.
The Social Side of Unconventional Oil and Gas in Latin America
Authors: Snodgrass Mary Beth
Published: June 2014

Operators seeking to explore and extract unconventional oil and gas in Latin America need to carefully identify and assess social risk and impacts, using tools such as social and human rights due diligence, social impact assessment and community consultations. The U.S. experience shows that not having a sufficient understanding of social risks and impacts has led to unanticipated changes in socio-economic hierarchies and dynamics, loss of regulatory and social licenses to operate, and investor demands for better performance. This article explores the U.S. experience and Latin America's socio-economic and political context, highlighting issue areas and challenges in the countries identified as having unconventional oil and gas reserves. By highlighting Latin America’s unique administrative framework, property rights, water, infrastructure, Indigenous groups, conflicts, and insecurity and workforce, international operators and investors will have a better understanding of potential social risks and impacts. This article concludes with several recommendations on how international operators and investors can better prepare for entry, engage stakeholders and develop projects sustainably. Applying these recommendations will help operators succeed in a new era of energy in Latin America that not only brings economic value to corporate and public sector actors but also creates shared value and lasting legacies.
Documenting Failure or Driving Business Performance? Developing and Delivering Onshore Exploration and Production Audit Programs
Authors: Taylor Paul
Published: June 2014

This paper presents lessons learned from case studies in onshore exploration and production (E&P) audit program development and delivery. The objective is to outline and describe an audit methodology that will allow the E&P Company to improve business performance through an effective audit program.

Many companies use audit programs to measure the effectiveness of both management systems and environmental, health and safety (EHS) staff process fluency. While many audit programs focus on internal and external findings, they often fail to adequately address the root cause of poor EHS performance.

Meeting these challenges requires a new, integrated approach to assessing and managing EHS risk. Advanced audit programs that move past traditional techniques create a culture of risk control, compliance and EHS that is behavior based. Understanding how to drive these values into the organization on the ground level is a key component to shifting the organizational view of EHS audits from failure documentation to business performance improvement.

Implementing an integrated audit program does not eliminate the risk of non conformances however, it does allow managers to: 1) understand and assess the EHS risk to their business, 2) implement a prioritized risk mitigation program and 3) create a culture of performance improvement. This paper will identify mistakes made during typical program design and discuss simple yet profound recommendations to help your audit program drive business improvement.