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HSE in Integrated Operations
HSE in the Greater Ekofisk Modification Project
2nd October, 2007Arne Helge Andersen Sr. HSE Engineer Modification Projects
Content of this Presentation
ConocoPhillips in Norway & EkofiskEkofisk Modification Projects HSE statusLearning from incidents and preventing recurrence Onshore Project Centre Risk management
North Sea Business Unit
The NSBU includes:
Norway
• Regional headquarter for Europe and Western Africa
United Kingdom
The Netherlands
Tjeldbergodden
East Irish Sea
London
Theddlethorpe
Teesside
Netherlands Emden
StavangerAberdeen
Heidrun
Miller
Britannia
Ekofisk
Rotliegendes
Carboniferous
J-Block
MacCulloch Grane
Alvheim
Oseberg
Troll
Visund
HuldraStatfjord
Clair
Alba
Largest foreign operator in Norway Gross production: about 450,000 barrels of oil equivalent (boe) per dayNet production: about 209,000 boe per day, includes partner-operated fields
Ekofisk Eldfisk Embla Tor Heidrun
Statfjord Huldra Oseberg Troll Visund Grane
The Greater Ekofisk AreaThe Ekofisk license (PL018):ConocoPhillips 35.112%TOTAL 39.896%Eni 12.388%Hydro 6.654%Petoro 5.000%Statoil 0.950%
Total personnel offshore: ca. 11004 fields in production4 fields abandonedOil production – 325,000 barrels per dayGas production – 350 million scf per dayWater injection – 900,000 barrels per day
Ekofisk
Eldfisk Tor Embla
2/4 B
2/4 K
2/4 H
2/4 W2/4 FTP
2/4 J
2/4 X
2/4 C
2/4 Q
B 11
H 7EMBLA2/7 D
EKOFISK2/4 A
2/4 T
2/7 A
2/7 FTP2/7 E
ELDFISK2/7 B
Oil to Teesside
Gas to Emden
Tor2/4 E
Tananger
2/4 M
The Greater Ekofisk Area
Platform modifications- The driving forces
Regulatory requirements concerning• Platform safety, work environment,
emissions, noise, etc.Extended operation of legacy platforms
• Renewed consents under new regulatory requirements
Increased reservoir exploitation and changing production parameters
• New platforms, upgraded drilling rigs, new production lines, enhanced process capacity, etc.
Reduced operating costs • E-operation and new forms of
cooperation, remote control of platforms, process simplification, more and better instrumentation, etc.
Modification projects
Oil Company and Vendors
Two EPCIC contractors∼
500,000 mhrs - offshore installation
∼
600,000 mhrs - onshore engineering
∼
130 men/day - average manning level offshore
∼
115 vendors with frame agreement
∼
45 suppliers and contractors with their personnel offshore
Give the GEM (Greater Ekofisk Modifications) team technology that connects them, inform them and enables them to invent, to collaborate and to succeedBreak the work into small logical elements (work tasks) in order to fully understand and control all aspects of the work, to successfully complete the construction work in a smart and efficient manner. The 4 elements needed for an efficient modification project with good HSE performance
The procedures (work package)The material The tools The personnel
IO Methodology
Workplace
Procedure
Crew
Tool
Material
• Correct• Adequate• Secured • Special tools• Safety net
• The Team• Competence• Experience
• GEM• General
• Specialist
• Container• Prefabrication• Equipment• Scaffolding• Vendor • Consumables • Services
• Work Package• Procedures• Drawings• Plans• Methods• Instructions
GEM On-/Offshore Line Management Operational Workplace Safety
Behind each of the four elements is a controlled process. The crew is sent to the workplace when procedures, tools and material are available. Behind each of the four elements is a controlled process. The crew is sent to the workplace when procedures, tools and material are available.
EngineeringPre-
fabricationOffshore
Installation
Mai
n A
c tiv
ity
MC/Com Handover
Close-outFront End Loading
Modification Project Work Process
DefinitionBudget & Act. Plan
Integrated work processes – COPNO/Contractor – Onshore / Offshore
Supported by new Technology
Onshore Project Centre (OPC)
COPNOOrg.
TAG /SAGOperationTananger
OperationTananger & offshore
Onshore Project Centre Strategy
Take control and ownership of the offshore modification worksite by forming an integrated ConocoPhillips and main contractors work team.
Adapt and change work processes in order to apply new technology for cooperation between offshore & onshore, and between ConocoPhillips and contractors
20 Project Leaders
Onshore
More than 100 vendors
GEM OnshoreProjects Centre
(OPC)
Ekofisk centre 2/4K, B & A Eldfisk
15 Worksites40 Workers4 Foremen
Construction Supt
Real-time project
management
Foremen Onshore
Foremen Offshore
5 Worksites20 Workers2 Foremen
10 Worksites20 Workers2 Foremen
500 engineers working onshore
GEM Project HSE Performance Results
0
1
2
3
4
5
6
7
8
2003 2004 2005 2006 2007
TRR Main Mod ContractorsTRR Mod Contractors incl. main subcontractors
Main Modification Contractors Aibel & Fabricom
Year 2003 2004 2005 2006 2007
Hours offshore 362 316 576 569 396 787 440 785 410 000
MTC (Medical) 10 9 1 1 2
TRR 5,5 3,1 0,50 0,48 1,0
Falling Objects NR NR NR 3 2
Modification Contractors Aibel & Fabricom & subcontractors
Year 2003 2004 2005 2006 2007
Hours offshore 362 316 685 489 560 024 542 493 515 000
MTC (Medical) 10 12 4 4 2
TRR 6,8 4,1 1,65 1,54 0,8
Falling Objects NR NR NR 6 3
Aibel, Fabricom, D&F, Linjebygg offshore, National Oilwell Varco, Mollier, etc.
TRR: Total Recordable Rate, per 200.000 hours worked offshore Hours above are hours worked offshore for the GEM project
HSE – TRR Reduction
Total recordable personnel injuries radically reduced from 2004 to 2007 through:
Continuous interaction on-/ offshore through video collaboration, document sharing, portable video, etc.Focus on line management’s responsibility for HSEImplementing tools like ConocoPhillips Cardinal Rules and PSI (Personal Safety Involvement)GEM Safety bulletins for instructions and information sharingCrew competence criteria
Experienced mixed with inexperienced Registering number of returns offshore for GEMRegister of contractors’ and subcontractors’ personnel
Violating the agreed rules has consequences
Integrated Team
GEM Organization Line Management Responsibilities
Offshore Workplace
Work Team Leader
Offshore Foreman
Operator
Construction Leader OPC
Project Director
OPC Foreman
Construction Leader OPC
Project Director
EPCIC Contractor
HSE – Incident prevention
Every incident analysed for learningIncidents deemed serious always require preventive measures
Reportable medical treatment are serious First aid incidents and incidents without injuries may also be deemed serious
Short time span between incident and preventive measuresImplementation of preventive measures
Without waiting for the official investigation reportNo waiting for previous actions to workRepeated incidents requires new actions
Knowledge Sharing / Process ImprovementKnowledge Sharing / Process Improvement
ConcludeConcludeAnalysisAnalysis CorrectionsCorrections Implement.Implement.
• Time-out• Brief foremen• Process related• Crew
•Competence• Procedures
•Method •Instructions
• Tools•New PPE•Replace tools
• Material•Warehouse
• Time-out• Brief foremen• Process related• Crew
•Competence• Procedures
•Method •Instructions
• Tools•New PPE•Replace tools
• Material•Warehouse
• Incident, FAC, MTC, WDC, UES, etc.
• Review own incident for immediate and basic cause
• Review incidents outside GEM
• Incident, FAC, MTC, WDC, UES, etc.
• Review own incident for immediate and basic cause
• Review incidents outside GEM
• Safety bulletin• Process update
•Crew•Procedures•Material •Tools
• Steering doc. update
• Safety bulletin• Process update
•Crew•Procedures•Material •Tools
• Steering doc. update
• Immediate cause• Root cause• Procedure
adherence • New information• Additional
information • Best practice
• Immediate cause• Root cause• Procedure
adherence • New information• Additional
information• Best practice
GEM On-/Offshore Line Management Operational Workplace Safety
Data Collection Data Collection Follow-upFollow-up
• Contract Mgt Plan• Steering Com.
Meet. • Weekly Mgt
Meeting • Bi-weekly HSE
Meet. • Toolbox meeting• Daily HSE
Meeting • Morning meeting• Foreman meeting
• Contract Mgt Plan• Steering Com.
Meet.• Weekly Mgt
Meeting• Bi-weekly HSE
Meet.• Toolbox meeting• Daily HSE
Meeting• Morning meeting• Foreman meeting
• Bulletin review, 2 per week
• Regular contact with work place
• Audits and verifications
• Bulletin review, 2 per week
• Regular contact with work place
• Audits and verifications
The OPC compared with Traditional Work Methods
Administrative work moved onshore• Foremen spend more time out in the field, and less in the
office• Foremen pay more attention to workplace safety
Improved dialog between offshore foremen and onshore management
• HSE meetings and time-outs arranged from onshore with onshore management attending
• Onshore management attends offshore safety tours via portable video cameras
HSE – Cultural change
The Cultural Change:The GEM model delivers focus on Quality, Control and OwnershipA step change reduction in incidents achieved within one yearLeadership, the workforce, safety delegates and unions are aligned behind the modelPeople are proud of working for GEM, because of the good HSE results. GEM has received prizes, internal in ConocoPhillips and Aibel, for outstanding HSE performance GEM has become role model for other parts of the organization
Cardinal Rules
GEM House Rules
Systems & Procedures
GEM Project Risk Management Preventive and Consequence Reducing Barriers
Consequence reduction
Event
Event prevention
Safety Bulletins
Procedures and instructions
PPE
Platform control systemsMOC
Emergency response teamsPSI
Personnel
MaterialTools
GEM HSE Barrier Poster
Thank you for your attention!