from Oil Platforms to Deep Well drilling

BP Oil started drilling in October 2009, but the rig was damaged by Hurricane Ida in late November that year. The company decided to switch to the Deepwater Horizon oil rig and resumed drilling on Feb. 6. The rig was 43 days late for its next drilling location by the time it exploded April 20, costing BP around $500,000 each day it was overdue it appears. With this in mind measures were hurried to meet dates and this is where the problem began and the mistakes lead to the explosion of the Deepwater Horizon Oil Platform in the Gulk of Mexico and the World's worst disaster. Remember the corners cut and the engineers avoided the safety issues that could have saved this from happening --therefore human error.

MONTARA BLOWOUT & BP BLOWOUT

The Australian Montara Blowout in 2009 in the Timor Sea was a prime example that has availed the Australian Government to look at the safety standards on the oil Platforms [ Montara papers ] Thai energy firm PTTEP stopped the oil leak on the Montara and West Atlas oil rig which leaked for 10 weeks in the Timor Sea.

On 5 November 2009, The Hon Martin Ferguson MP, Minister for Resources and Energy, announced a Commission of inquiry into the uncontrolled release of oil and gas from the Montara Wellhead Platform in the Timor Sea.The Commission of inquiry was established under Part 9.10A of the Offshore Petroleum and Greenhouse Gas Storage Act 2006, and has nearly all the powers of a Royal Commission.

The Inquiry was not about attributing blame – it was, and continues to be, about understanding and learning the lessons from Montara. The report is focussed on making oil and gas exploration and production operations the best and safest in the world and will play an important role in keeping our workers safe, protecting our environment and safeguarding our energy security.

Pic via Reuters

BP INVESTIGATION PROCESS: Our submissions

We suggest two points in the proposal / request for data to make a contribution towards the DHSG goals:

Produce a final report documenting results from our work:

• Looking Back – Results from our studies of the Deepwater Horizon failures (addressing technical and organizational – institutional - policy elements), and

• Looking Forward - Recommendations to reduce the likelihoods and consequences of such failures in future ultra-deepwater and arctic hydrocarbon resource developments.

Point one - demonstrate how an audit,  after the fact, end of well analysis, would be more powerful as a learning tool and lead to reliability in every action on a project if it became a just in time feedback, fully shared, during an operation in a planned vs actual report format (drilling operations manual on line).

Point two - demonstrate how the tendering process and competitive nature of the industry has fractured team work and prevented transparency to where loss control will be inevitable.  Hazard awareness must be for everyone, including community, and risk management must be done by teams from across the industry and the community so there is holistic learning that creates an ideology that is reliability centred.

Watching the US news channels verifies that people in the community want to participate.  Alternative energies vs fossil fuels are community issues and its impossible to have an empowered person on the rig if when they are off the job they are not empowered similarily as they live in their community.  The attitude of working for money only must be broken by the DHSG study.

This is the theme of how we see it. 

OIL & GAS TRANSPARENCY:

We need to take this forward to get a clearer picture of how there can be transparency with oil and gas operations.  The quality of the well in relation to barriers has been neglected for 50 years.  Demonstrating the bad practices must be done in a way that every manager of money see it.  Repenting gives more wisdom than convicting. 

There are lessons learned to be gained from the Montara Inquiry which can be used .  See

The report from Commissioner David Borthwick AO PSM has been provided to the Minister for Resources and Energy, Martin Ferguson AM MP. In handing over the report Commissioner Borthwick commended the Minister on his pre-emptive actions to amend the Offshore Petroleum and Greenhouse Gas Storage Act 2006 enabling the Commission to be set up to investigate and report on the incident.

The Inquiry focussed on the likely cause(s), the adequacy of the response and the effectiveness of the regulatory regime, including any changes that may be required to further strengthen existing arrangements.

It hasn't come close to seeing the "likely cause" .  It is imperative that the DHSG doesn't end up with a conclusion similar to this inquiry.  More importantly, the DHSG recommendations, through the White House,  can guide the Australian regulatory process to strengthen existing arrangements by demonstrating how transparency of hazards can lead to reliability through a competent team,  managing the risk using an on-line just in time learning process.

PTTEP INVESTS 15BILLION BAHT IN MONTARA OIL:

PTTEP has invested Bt15 billion to develop the Montara oil field and explore other natural-gas resources in Australia. If it is not permitted to proceed with the project, the investment in the Montara site would have to be written off, an analyst said.

The source said that despite speculation in the news media that Australian authorities might not allow PTTEP to proceed with the project, the company believes that the immediate action it took to stop the oil leak demonstrates its commitment to safety issues. 

The GAS SURGE or BURP of GAS was the power  that led to the blowout.  It is the same for the Macondo blowout.

The practice of how casing is used with cement to create a barrier has gaps in the process,  which has led to blowouts and fires through integrity lapses, whether due to pressure bursts, sand production erosion,  and hydrate issues for 50 years.  The reason these bad practices have been allowed to occur globally must now be revealed. 

The news about BP or PTTEP being the cause of the problem must be dispelled.  The reason is that industry and financial managers will use operator error as an excuse to continue living in fantasy land that short term profit leads to a reliable, sustainable, and economic surety of lifestyle in communitities.  The industry would be more reliable if it concentrated on the quality life in communities that at least included everyone having a meal 2 times a day.

The news "An oil spill off the Egyptian Red Sea coast of Hurghada threatening to damage marine life in the area has prompted environmental agencies to demand tighter regulation of offshore oil platforms"  is in a Thai news paper.   Haven't seen it on the US news.  Houston Chronicle  http://www.chron.com/disp/story.mpl/business/7062498.html  is only about the US.  This inquiry must allow a recognition that its culture (archetype), not oil company operators that lead to loss control.  

Step one is to get the realization of what is causing humans (human factors) to make errors in complex situations.  The technology to do what we do in ultra deep water and in the artic has been proven during  the '70's and '80's.  Why isn't it used reliably is a human factor.   Getting a realization from the data presented through interactive graphical presentation will let everyone realize what the cause was.  

We will be suggesting two points in the proposal / request for data to make a contribution towards the DHSG goals of:

Produce a final report documenting results from our work:

• Looking Back – Results from our studies of the Deepwater Horizon failures (addressing technical and organizational – institutional - policy elements), and

• Looking Forward - Recommendations to reduce the likelihoods and consequences of such failures in future ultra-deepwater and arctic hydrocarbon resource developments.

Point one - demonstrate how an audit,  after the fact, end of well analysis, would be more powerful as a learning tool and lead to reliability in every action on a project if it became a just in time feedback, fully shared, during an operation in a planned vs actual report format (drilling operations manual on line).

Point two - demonstrate how the tendering process and competitive nature of the industry has fractured team work and prevented transparency to where loss control will be inevitable.  Hazard awareness must be for everyone, including community, and risk management must be done by teams from across the industry and the community so there is holistic learning that creates an ideology that is reliability centred.

Watching the US news channels verifies that people in the community want to participate.  Alternative energies vs fossil fuels are community issues and its impossible to have an empowered person on the rig if when they are off the job they are not empowered similarily as they live in their community.  The attitude of working for money only must be broken by the DHSG study.

This is the theme of how we see it, so further comments welcome. 

The evidence for not complying is documented by companies who are going bankrupt due to violating best practises around attitudinal issues. Many believe it will never happen to them like in BPs case yet BP over the years has been fined for not adhering to safety standards. Examples of companies who do not initiate good safety and environmental practices in mines are plentiful. They include:
* pollution from Iron ore ships in Northern Australia,
* lead mining pollution in Thailand,
* ocean pollution with cyanide by a gold mining company in Papua New Guinea
* oil industry accidents and spillages that had significant bottom line impacts due to loss of credibility and lower share prices, increased insurance rates and legal suits. The recent Petrobras incident where a floating drilling and production platform sank in the early stages of its production life joins many other high profile oil industry losses that distort the real value of the industry. It is also a time when deep well drilling will cause unprecedented environmental impacts due to the inefficiency of oil companies to plan ahead and be bale to work at such depths which would crush any submarine over 7000 meters etc. Now we have BP who failed to adhere to proper safety issues in a well thats over 4000 metres deep.

LARGE COMPANIES DO FACE BANKRUPTCY DUE TO MANAGEMENT GREED & NEGLIGENCE. These companies have forgotten about the simple factors facing their companies today. Gone are the days of consultants axing employees to safeguard their shareholders interests. Gone are the coverups that will come to life sooner or later. This is no longer acceptable. The real problem these companies face is Global Awareness.

Don't leave it until it is too late? Ask us for help as we are the experts.

What is our Aim:

To minimise financial losses for companies through negligence & avoiding unnecessary accidents, disasters and work related diseases, and in turn create global awareness of health and safety in the work place & environment.

Our Objectives

	encourage health and safety education in the workplaces from Oil companies to Gas companies to factories in Asia and around the world
	encourage the use of health and safety policies and proper procedures in the workplace.
	help companies avoid the pitfalls of disasters that could lead to ultimate bankruptcy

Our Summary

	Accident Causation & Prevention of disasters before they occur
	Database of employees with profiles
	Ergonomics & Human Factors
	Fire Safety, oil platform safety, blowout safety,
	Health and Safety Management; Electrical/Mechanical Safety, Chemical Safety & Noise Control
	Industrial Visits-yes we come to you to improve your Companies strategies
	Legal Aspects for both Employers and Employees
	Scope of Occupational Health and Safety
	Supervision and leadership Skills & employer awareness
	Waste Management
	Welfare Services
	Workmen's Compensation

Who we aim for: target

All companies: factories and corporations that have multiple employees. [ Read Pollution Court cases ]

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