ABSTRACT
This paper aims to detail key success factors in understanding the effective principles of managing the health and well-being of the contractor workforce during and post pandemics, specifically for organizations in the oil, gas and energy industry. Furthermore, it shall provide insights and guidance on how to maintain and enhance contractor workforce experience, particularly during and post the COVID-19 pandemic;detailing the benefits of having well-established health management programs designed specifically for the contractor workforce. The social determinants of health (SDH) can be defined as the social and economic conditions in which people are born, grow, live, learn, work and age. They are nonmedical factors that influence a vast range of health conditions;affecting individuals' overall quality-of-life. Economic policies, social norms and political systems are all examples of forces and factors that shape daily life conditions and affect human health (ODPHP, n.d.;WHO, n.d.a). SDH also encompasses education, employment, socioeconomic status, access to health care, social support as well as neighborhood and physical environment (Artiga and Hinton, 2018). SDH have a crucial influence on health disparities and inequities - "the unfair and avoidable differences in health status seen within and between countries" (CDC, 2020). A well-known key factor in the emergence and perpetuation of health disparities is housing. Several researchers from a diverse array of disciplines explored the various aspects of the association between housing, health and well-being. They endeavored to comprehensively elucidate the major pathways through which housing conditions can negatively impact health equity, with a focus on the broad spectrum of hazardous exposures, their accumulated impact and their historical production. As reported by Rolfe et al. (2020), there is compelling evidence of poor physical health consequences of toxins within homes, damp and mold, cold indoor temperatures, overcrowding, and safety factors. Beyond the aforementioned impacts of physical aspects of housing on physical health, poor housing conditions have also been linked with high risks of poor mental health and well-being (Pevalin et al., 2017). Copyright © 2022, International Petroleum Technology Conference.
ABSTRACT
The well-being of employees is catching momentum among various demanding industries across the world, underlying the importance of introducing and maintaining effective happiness initiatives to foster successful employees'engagement with their line management to work better together and build loyalty to the workplace. This paper, therefore, aims to detail the strategic benefits of happiness initiatives along with the expected business benefits on long-term basis. A happy employee is defined as a productive and loyal employee. When an employee is happy, they tend to display greater engagement with their job. Similarly, studies have shown that when an individual feels "heard" and that their voice matters, their levels of morale are higher. Moreover, when equipped with the right tools to cope with a stressful environment, a worker's level of productivity and the quality of their work improves. The data collected at the end of each initiative is an important reference and resource for companies with a high number of employees across various specialties. This paper will provide the background of the importance of happiness initiatives, as well as making the first steps towards cultivating a culture of happiness in the more traditional industries, especially including the oil, gas and energy industry. The concept of a happiness initiative, especially in relation to international best practices, is currently not widely applied in traditional industries with evidence on the lack of a true sense of happy and productive engagement across different employees'levels and contractors. Elevating happiness across organizations is, therefore, essential, as indicated by the fact that good mental health and well-being are core needs for any business to succeed in the post-COVID-19 era. Happiness at work is a relative, attainable concept that can be fostered and sustained in a more professional context, where organizations can play a vital and critical role in the research, establishment, and advancement of workplace happiness policies and frameworks on strategic basis that will positively result in tangible and non-tangible business benefits. This paper will outline mechanisms, best practices and the role of "Chief Happiness Officers" in leading tailor-made happiness initiatives to address organizational-specific needs and emerging issues. Copyright © 2023, International Petroleum Technology Conference.
ABSTRACT
The COVID-19 pandemic has caused significant disturbances to the ways businesses operate, and has driven the entire industry to re-evaluate its operations. Although the full impact of the disruption will not be understood for some time, however, many companies are now beginning to re-examine and use lessons learned to become more resilient moving forward. The Fourth Industrial Revolution (4.0) in Oil & Gas Industry creates a dynamic landscape where Operational Excellence (OE) strives for stability, quality, and efficiency while continuing to serve an increasingly demanding customer. Operational excellence is a journey, not a sole destination. Operational Excellence is a key strategic enabler to mitigate the impact of COVID-19 on shape the business of tomorrow. In line with the company vision of digitalization, a number of initiatives were considered for studies and further evaluations to facilitate remote operations through digitization. Below is list of initiatives those were successfully implemented to promote remote field operations. • Critical equipment like compressors and pumps startup sequences development. • Establish communication of wells subsurface (downhole) sensors with the control room for real time data monitoring. • Development of wells start up sequences to facilities wells startup from control room. • Real time monitoring of wells annulus pressure from control room compared to traditional field monitoring. • Reset of Emergency Shutdown Valves (ESD) from control room instead of field. All of the above proposals have already been implemented. In-house field operations implementation resulted in huge Capital as well as Operating Expenditure saving. By enhancing remote operations, essential benefits are achieved including capability to faster and more effective decision-making and improved HSE measures. • Enhance production and reservoir optimization by real time data monitoring and troubleshooting. • Enhanced well integrity by real time annulus pressure monitoring. • Enhanced HSE by eliminating Confined Space Entries (CSEs) and exposure to toxic H2S. • Reduction and operating expenditure (OPEX) • Reduced dependency on human leading to less human error. • Reduction in capital expenditure (CAPEX) • Enhanced life of critical equipment Operational Excellence played its role with a value improvement objective. Rather than replacing successful practices and programs, Operational Excellence knitted them into a larger, fully integrated tapestry woven to increase value produced within the overall business strategy which is very evident in this scenario. This case study is blend of Digitalization, Operations Excellence and innovation representing Management support to employee to solve current issues during COVID-19 pandemic. Such support is always beneficial for the company and employees. Copyright © 2022, Society of Petroleum Engineers.
ABSTRACT
Many of the well-established practices and procedures those were followed in the execution of Oil & Gas Industry Projects were seeing a shift towards digital transformation in recent years, which got accelerated due to the Covid-19 pandemic. Digital transformation is the adoption of digital technologies whereby the existing business processes are modified or new ones are created. This process of redefining the conventional procedures, culture and customer experience to meet the changing requirements benefit the overall business function. Redefining the process of business in the digital age is digital transformation. Digital transformation in Oil & Gas Industry is embracing of technology to reshape how oil and gas companies manage and operate their assets. The digitally-enabled and data-centric approach leads to improved productivity, higher efficiency and increased cost savings. One of the Process Transformation example in Oil & Gas sector is to conduct the Factory Inspection and Acceptance Tests remotely utilizing various digital tools available in this digital age instead of the conventional way of physical participation in the testing. Many industries were already exploring the possibilities of non-conventional work practices such as Work from Home (remotely, away from office), conducting virtual meetings with remotely located participants. These practices were still not accepted in all the industries prior to 2020. However the outbreak of Covid-19 pandemic worldwide created a need to accept these non-conventional practices of remote or virtual work. Post Covid (2020), these are widely accepted in most of the industries including Oil & Gas sector. The concept of Virtual Remote Factory Acceptance Test (FAT) is explored to overcome the unforeseen situation arose due to worldwide Covid-19 outbreak. Travel restrictions were imposed worldwide to curb the covid-19 spread, which made a halt to the normal work practices followed till then. Virtual Remote FAT is a successful alternative to the conventional way of conducting the FAT and was utilized during Covid-19 outbreak. Virtual remote FAT is successfully completed in some of the recently executed projects and this can be pursued even after the Covid crisis. © Copyright 2021, Society of Petroleum Engineers
ABSTRACT
Objective/Scope: One of the main concerns of Oil & Gas Plants and associated Buildings is how to improve indoor air quality (IAQ) and tackling viruses. IAQ can be affected, or may become under high risk by some of nearby gases, microbial contaminates or energy stressor that affect the HSE condition. This paper presents the main factors that been considered to provide practical solutions to achieve high IAQ and tackling viruses (such as COVID-19). Methods, Procedures, Process: IAQ refers to the air quality within and around the plants/buildings. IAQ can usually be affected, or may become under high risk by nearby gases, particulates, microbial contaminates or any mass that affect 100% HSE. Inadequate air quality in building will increase the risk and impact on transferring viruses to people (such as COVID and Flue) and equipment performance (such as equipment failure, components corrosion and short circuits on control board). Survey and data was recorded to evaluate air quality performance in atmosphere instead of assuming it. Accordingly, the impact of inadequate IAQ was studied and evaluated. Results, Observations & Conclusions: The international standard set a good IAQ in respect of gas concentration and human who works inside buildings in a way that less than 50% people should not detect any odor, 25% should not experience discomfort, 10% should not suffer from mucosal irritation and 5% should not experience annoyance. Study concluded that inadequate IAQ inside the building will affect people performance/health and installed equipment performance. In addition, improper HVAC system operation will be become breeding site for odor causing mold and bacteria, specifically on cooling coil. Hence, several technics were studied to improve IAQ, by installing Ultraviolet (UV) light to stop growing bacterial inside the HVAC system, installing chemical filter in air intakes to remove atmospheric dust, gases and bacteria by 100%, upgrading filtration efficiency to MERV-13 or highest achievable to capture at least 75 - 95% of airborne particles between 0.3 and 1.0 micron, increase outdoor air ventilation and temperature/humidity control. The performance of HVAC system and quality of air inside building were monitored by simulating IAQ based on ISO 16890, filters life cycle, energy consumption, and the results were found 100% satisfactory and provided solutions that are now successfully implemented in all new and some of the existing buildings. Novel/Additive Information: There are several buildings with similar issues and these approach/technics now being adopted in new constructed/existing buildings to protect human and asset integrity, which will support ADNOC Way by sustaining safe environment operation, lower health risk, reduce of equipment failure, reduce maintenance cost and 100% HSE. There are numbers of occupied buildings across the world were surrounded by aggressive gases/pollution with poor IAQ and above approaches it can be followed to realize larger benefits. © Copyright 2021, Society of Petroleum Engineers
ABSTRACT
The Covid-19 pandemic is an unprecedented condition to the global economy including the oil & gas industry. The ability to adapt to the imposed changes, requires creativity, innovation, digitalization of processes, and resilience. This work will show a novel integrated approach around four pillars which had improved operation efficiency and brought monetary value during a challenging 2020 in Shushufindi field, Ecuador. The first pillar is new technology adoption. This aims to extend run life of critical equipment resulting in a higher well productive time. Examples of adopted technology: Chrome-enrich tubulars, downhole microcaps chemical deployment, de-sander and multiphase/extended gas handler. The second pillar is the P3 process (Pre-Pulling-Post) to quickly and effectively find the root cause of well failure that leads to definite remedial action. Digital enabler is the third pillar, its value come from reducing operational downtime and risk by using real-time surveillance capability, remote control, and data intelligence. The final pillar is to re-establish an effective communication with all stakeholders. Various dashboards have been developed in order to provide the big picture of actual field condition in quickly manner as well as implementation of ESP real time surveillance & diagnostics, real time multiphase production test, and chemical treatment automation. Workshops, online technical, and service quality meetings are regularly conducted to ensure that recommendations and opportunities can be executed properly including contractual negotiations to enable new technology implementation. Despite all the restrictions during covid-19 pandemic and some force majeures in 2020, this integrated and digitalized approach has resulted an outstanding outcome: Well failure index reduced from 0.62 in 2019 to 0.41 in 2020;Production deferment related to well failure declined significantly from 2,420 bopd in 2019 to 1,259 bopd in 2020, which translate in savings of $16.8 million dollars. In addition to that, there was a reduction on operational cost from $26.3 million dollars in 2019 to $15.2 million dollars in 2020. This proven initiative has been supported and recognized by all stakeholders. Some new technologies and digitalization projects are in the process to be implemented in Shushufindi field as part of Ecuador digital strategy 2022. This successful integrated and digitalized approach can be adopted in other fields and will generate a huge business impact. © Copyright 2021, Society of Petroleum Engineers
ABSTRACT
As COVID-19 quickly spread across the globe to reach pandemic levels, companies across every industry had to quickly adapt their business practices to allow employees to connect virtually and work remotely. This addressed new complications in several areas, including contact tracing. This paper reviews an approach that Siemens Energy took to remove the errors and inefficiencies in manually conducting contact tracing by automating the process using an end-to-end case manager app. The app, which provides full transparency, analytics, and support, fully digitizes contact tracing from each employee's mobile device or computer. We discuss the features of the app, how it has been used in the UAE region, and the benefits that the company has realized in automating contact tracing-including faster tracing time, improved accuracy, and greater compliance with UAE COVID requirements. In just a few months' time, the app went from an idea to a fully-developed and widely used application -which is now approved for use in company facilities and business units around the world. © Copyright 2021, Society of Petroleum Engineers
ABSTRACT
To achieve 24% portion of natural gas in targeted national energy mix in 2050, Indonesia government has integrated Pertagas, biggest transmission company into PGN, biggest distribution company under Oil & Gas Holding Pertamina. But survey from PWC in 2004 resulted that around 75% post-merger companies reported integration difficulties, especially both companies have long history of competition. Even more, government mandated 6 USD gas price policy at plant gate, which create enormous urgency to accelerate pipeline and digital integration in the most efficient way. Especially, in this pandemic era, midstream industry needs to foster digital transformation by rethinking outdated business models and strategically applying technology to change rather than focusing on simply cutting costs. From this integration, Pertagas with more than 2,418 km pipeline in 12 provinces spread from Sumatra, Java and Kalimantan has a big potency to be synergized with PGN, as Sub Holding Gas with the total of 10,169 km of pipeline which represent 96% of national gas infrastructure. During 2020. Both companies resulted more than 1.255 MMSCFD of transported gas and 828 BBTUD of sales gas to more than 460 thousand customers. So, PGN and Pertagas management has high expectation on this digital integration to transform from previous fragmented pipeline to be interconnected network to give flexibility in reaching unmet growing demand of strategic industry like refinery, fertilizer, electricity, steel and petrochemical in post-COVID recovery. In this paper, will be described the challenges and its solutions as a success story in digital integration. The important steps start from strategy development, digital assessment, creating coalition, culture acculturation, and change management are explained as guiding pathway for sustainable implementation. It will also portray the measured benefit and value from investment cost efficiency, time effectiveness from the initiation until launched, billing improvement, product development, and up to developed real-time integrated management dashboard for better decision making and part of the milestone for future National Dispatching Center for optimizing Sub Holding Gas portfolio of gas supply and subsidiary's infrastructure to meet growing Indonesia's demand. © Copyright 2021, Society of Petroleum Engineers