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Nienhaus A.,Environmental Resources Management Inc. | Afrenie D.,Environmental Resources Management Inc. | Sandu G.,OMV Petrom
Society of Petroleum Engineers - SPE International Conference and Exhibition on Health, Safety, Security, Environment, and Social Responsibility | Year: 2016

The successful transformation towards an advanced, sustainable safety culture within an organization requires a delicate balance of people, their behaviours and practices on one side and the physical and organisational infrastructure on the other side. The authors look at the implementation of a programme to enhance the safety culture and to improve safety performance implemented by OMV Petrom in 2014. The first step comprised the building of internal competencies for supporting cultural change. In a second step, joint teams of ERM and OMV Petrom Assessors performed a series of safety culture assessments at the headquarters and selected assets to understand the maturity of the safety culture within these organizational units. Based on this understanding of the current situation, the safety culture transformation was then initiated through engaging and coaching leaders at the selected assets. All elements of the programme showed rapidly noticeable changes in the safety culture. A shift change was noted from a "classical" niche-driven view of HSE towards a holistic perspective which looked at personal motivators as well as technical and systems' aspects and the role of leaders for a sustainable safety culture. In the pilot assessments, the newly emerged change agents were key multipliers for disseminating the new perspective on safety into the assets. And finally, in the leadership training sessions at the selected assets, senior managers and leaders gained new insights not only on their personal role and accountability, but also on individual opportunities for reducing accidents and at-risk behaviours. The programme demonstrated that effective change within organisations can be achieved even in challenging environments. Two essential requirements for this are acknowledging and building on the delicate balance between personal mindset and values on one side, and equipment, systems and processes on the other side, and overcoming the classical HSE "niche thinking" which is still encountered in many organisations. Copyright 2016, Society of Petroleum Engineers. Source

Durbac M.,OMV Petrom
Society of Petroleum Engineers - SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production 2011 | Year: 2011

Starting from the idea that every activity can be improved in order to facilitated the safest working places, an effective risk management process requires a structured and systematic analysis method involving the Identification, Assessment and Control of hazards. In the same way the Recovery from potential events should be investigated and recovery measures analysed and prepared. The Petromar offshore operations in the Black Sea of Romania are a significant part of Petrom E&P. There is no legal requirement in Romania to provide a HSE Case for offshore installation. According to OMV group (the owner of Petrom) standards the preparation and implementation of a HSE Case is necessary. A key deliverable of this HSE Case was the purpose to make it electronically available for all the platforms and operational people to facilitate consistent use in the ongoing operations. OMV Petrom is committed to on-going improvement in HSE management; therefore HSE-MS in Petromar is effectively implemented with a continuous improvement in the management of all HSE hazards and effects that could occur in the workplaces. According to the HSE Case standard used in OMV/Petrom, the scope of the HSE Case is to: • Deliver an integrated HSE Case to modern standards as seen in the international oil and gas industry • Provide a comprehensive qualitative assessment of the hazards and current risk levels; • Identify where improvements in control measures are required and areas where additional control measures (risk reduction measures) could be practicably implemented; • Provide a reference document that defines the current position with regard to hazard management against which improvement can be demonstrated; and • To bring the common offshore and onshore Petromar HSE issues together in one document. The implementation of all these aspects is facilitated through the use of an electronic tool. This tool shows all the important aspects of the HSE Case; it has a user friendly interface and is easy to use. The tool provide a comprehensive qualitative assessment of the hazards and current risk levels; it identified where improvements in control measures are required and areas where additional control measures (risk reduction measures) could be practicably implemented and bring common offshore and onshore HSE issues together in one tool. Copyright 2011, Society of Petroleum Engineers. Source

Banghea B.,OMV Petrom
Society of Petroleum Engineers - SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production 2011 | Year: 2011

This paper focuses on the process of creating a sustainable HSE performance within a Field Cluster in an oil and gas producing company which has gone through a stage of transition from a state company to a private company alining itself to the others oil and gas producers in Europe. It was necessary to understand how a company could create a HSE culture where health, safety and environment are integrated in the business and how the company could go from an old system, based on a reactive method of working to a proactive system based on a sustainable HSE management. Since December 2004, this Field Cluster is committed to transforming everything related to business, process, employees and management into a whole that is based on the fact that the HSE is integrated in the business Results obtained in the improvement of HSE performance that are presented in this paper show the direction taken by HSE in the Field Cluster which led, besides a Safety Leadership and a moral imperative that everyone must return home safely from work, also to the fact that these two generate business development and material savings as well as changing stakeholders' perception of the Field Cluster from an incident generator to a partner in work and community development. Copyright 2011, Society of Petroleum Engineers. Source

OMV Petrom had a planned workover and well-testing activity on a well with high potential concentration of hydrogen sulfide (H2S) located 200 meters from a neighboring community. To ensure safety during the workover and well-testing activity, a leading oil and gas group in Central Europe undertook a careful preparation of processes, systems and its personnel. Considering the proximity of the wellsite to the community, they also needed to inform and educate the surrounding community. Servizi Integrati di Sicurezza (S.I.S. S.r.l.), part of United Safety International Group was given the task to ensure the safety of personnel and neighboring community through effective preventive actions including extensive H2S training and prevailing wind monitoring. A site-specific Emergency Response Plan (ERP) was developed that defined the coverage of the Emergency Planning Zone (EPZ). Wind speed and direction was monitored for a period of four months prior to the drilling activity which allowed the identification of high risks areas in the event of a gas release. A dedicated wireless H2S and sulfur dioxide (SO2) gas detection system was installed including a general alarm system for public awareness in case of a public evacuation. Rovers were dispatched continuously to monitor remote areas of the EPZ. The safety solutions company conducted H2S drills, man down simulations, and public evacuations in coordination with the operator and the local community. Prior to commencement of drilling activities, nearly 400 training certificates were released to personnel, contractors and sub-contractors. This paper discusses lessons learned and best practices of emergency planning and management of the EPZ as critical elements of drilling operations. It highlights the continuous improvement of EPZ management methods and discusses the importance of engaging affected communities and residents to build confidence, partnerships and ultimately boost a company's public image. The paper also demonstrates the impact of corporate citizenship and responsible care practices beyond the immediate community. Copyright © 2014, Society of Petroleum Engineers. Source

Peball U.,OMV Petrom
Society of Petroleum Engineers - SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production 2010 | Year: 2010

HSE Culture and performance: This paper demonstrates how the HSE culture of a national affiliate of a large multi-national oil corporation, which was initially very much focused on reporting achievement of figures and not actual progress, was driven to achieve Strategic HSE Objectives by application of the measurement and reporting of meaningful and achievable objectives. Setting the Strategy and Objectives: A HSE strategy for the multi national group based on an E&P vision was developed by the corporate group for a 5 year rolling period taking into consideration key external drivers for the E&P business. A gap analysis against best industry practices and a defined corporate peer group verified the focus on key issues. For key benchmarks KPI's, targets and key accountabilities were defined. Copyright 2010, Society of Petroleum Engineers. Source

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