Amenam Kpono offshore platform is operated by Total E&P Nigeria Limited, (operator of the NNPC/TEPNG joint venture). Amenam Kpono is ISO 14001:2004 certified and has been consistent in high ratings in Internal and External Safety Audits. Oil and gas operations are associated with inherent risks. The hazards and associated risks become high when there are varied critical and simultaneous activities such as Coiled tubing operations, Separator sand jetting, Turn around maintenance, painting campaign, opportunity jobs and oil / gas production. The scope of the paper did not cover the technicalities of these high potential operations but emphasises on the safety approach during the planning, execution and the handing-over/demobilization phases of these operations. Hazards eliminations and risk control /reductions from the various safety elements: Organizations, Personnel, Equipment and Environment are in the effectiveness of multi-disciplinary approach using appropriate Safety barriers. Ensuring a ‘No Lost Time Injury" considering these critical operations is a continuous improvement on the Health, Safety and Environment management systems and the enhancement of the Safety culture in the field. The paper also focuses on various pro-active measures employed in achieving the No lost time injury and the impact/benefits to the company in terms of Legal, Image, Moral and Economics. Safety Culture development and the human factor were also analysed in relations to Injury prevention. In Amenam Kpono Field, various measures (Pro-active / Reactive) such as Safety Inspections, Safety Audits, Safety training, Safety observations, Accident investigations and sharing lessons, Job Safety Analysis, Safety meetings, Emergency Response and plans, Contractor Management, Personnel on board management all combined with the different roles played by all personnel culminate in the success story of No lost time injury. The Safety Statistics of Amenam Kpono Field were presented comparatively focussing on LTI and target settings for the various datas. Ensuring a multi-disciplinary approach to the functionality of the Company's Health, Safety and Environment management system has caused personnel to take ownership of safety and shares the responsibility of operational safety objectives follow-up/close-out.
The paper is a follow-up in achieving HSE excellence through institutionalizing HSE. Several tools are used in achieving HSE excellence but HSE culture has been used in this paper as a forerunner to a holistic HSE practice that is sustainable. It explains the need to redefine HSE excellence after ensuring that HSE culture has been engrained in all facets of the organization to the extent that HSE activities are performed as part of normal daily routines. The emphasis in this paper is based on experience which shows that HSE is being seen in the light of occupational safety than for process safety. Varied illustrations of disasters were highlighted showing the importance of redefining HSE excellence through HSE culture. Many organizations despite their HSE Culture programs still experience sudden HSE backwardness. Barriers to positive HSE culture was described and how to develop positive HSE culture in an organization. Pro-active safety in preventing skill-based errors, mistakes and violations to achieving HSE excellence was also mentioned. Many organizations have failed to realize that moving past the traditional HSE culture to redefining HSE excellence is the only way to achieving results. Achieving institutionalized HSE performance required HSEMS that includes Active leadership, HSE risk Assessment, behavioural change program, Leading and lagging HSE Performance Indicators, empowerment and dialogue. It concludes that good HSE culture is critical to prromoting HSSEEMS implementation, conducive for risk reduction in all organization's activities and, ensures productivity. Practicing HSE excellence moved beyond HSE culture to ensure that HSE performance is a journey and not a destination.
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