BP-Deepwater horizon-Macondo-Gulf Of Mexico Oil Spill Dhanish Ahsen
Describes what went wrong at Macondo Deepwater horizon oil spill Who takes the responsibility and whom to be blamed are being discussed.The Deepwater Horizon oil spill (also referred to as the BP oil spill, the BP oil disaster, the Gulf of Mexico oil spill, and the Macondo blowout) began on 20 April 2010 in the Gulf of Mexico on the BP-operated Macondo Prospect. It claimed eleven lives and is considered the largest accidental marine oil spill in the history of the petroleum industry
Philippe kunz – global operation – george kastner emba london - dickens cohort, This case try to explain the miss-function and give some theoretical advice
BP Oil Spill and if the BP Oil Spill had happened in India and Comparative study between India and States with respect to Oil SpillBP Oil Spill .What if the BP Oil Spill had happened in India and Comparative study between India and States with respect to Oil Spill.
BP-Deepwater horizon-Macondo-Gulf Of Mexico Oil Spill Dhanish Ahsen
Describes what went wrong at Macondo Deepwater horizon oil spill Who takes the responsibility and whom to be blamed are being discussed.The Deepwater Horizon oil spill (also referred to as the BP oil spill, the BP oil disaster, the Gulf of Mexico oil spill, and the Macondo blowout) began on 20 April 2010 in the Gulf of Mexico on the BP-operated Macondo Prospect. It claimed eleven lives and is considered the largest accidental marine oil spill in the history of the petroleum industry
Philippe kunz – global operation – george kastner emba london - dickens cohort, This case try to explain the miss-function and give some theoretical advice
BP Oil Spill and if the BP Oil Spill had happened in India and Comparative study between India and States with respect to Oil SpillBP Oil Spill .What if the BP Oil Spill had happened in India and Comparative study between India and States with respect to Oil Spill.
Deep Water Horizon Oil Spill (B. P. Oil Spill)Syed Ali Roshan
This presentation contains information about the massive tragedy that took place near the Gulf of Mexico, which took the lives of 11 crew members.
Let me know in the comments if you want me to upload a video of myself presenting this presentation.
British Petroleum [Case Study : Deepwater Horizon Oil Spill]Navitha Pereira
The presentation talks about various aspects of British Petroleum. It highlights the company's corporate crimes and violations against human rights. It then focuses on the Deepwater Horizon Oil Spill.
Deepwater Horizon Oil Spill: A Study of Behavioural Decision MakingJerome Dauvergne
This report analyses the genesis of the Deepwater Horizon disaster from a behavioural decision making perspective. In order to write this original paper I borrowed from the investigative work of the environmental journalist Abrahm Lustgarten, and from concepts developed by behavioural finance and emotional finance academics such as the Canadian Hersh Shefrin, the American John Nofsinger, and the Britons Richard Taffler and David Tuckett.
I hope you'll enjoy the read!
On 20 April 2010, the semi-submersible exploratory offshore drilling rig Deepwater Horizon exploded after a blowout; it sank two days later, killing 11 people. This blowout in the Macondo Prospect field in the Gulf of Mexico resulted in a partially capped oil well one mile below the surface of the water. Experts estimate the gusher to be flowing at 35,000 to 60,000 barrels per day (5,600 to 9,500 m3/d) of oil.
Field Development Project : Gelama MerahHami Asma'i
A green field development project located in Sabah Basin comprises the whole upstream field development cycle from geology, reservoir studies to production facilities and economics. The objective is to come out with the best strategy to develop the field starting from our very own effort of reservoir characterization out of log and core data. Under supervision of lecturers, this project was completed as per scheduled.
Among new technical methodologies applied upon the completion this project:
1. Cubic Spline Interpolation Method in bulk volume calculation
2. Monte Carlo probabilistic method in reserve estimation
3. Reservoir Opportunity Index (ROI) method in well placement
Project was assessed by PETRONAS custodians.
A brief paper exploring the contractual tools applied by framers of oil and gas contractors to allocate risks between and among parties to O&G undertakings
Deep Water Horizon Oil Spill (B. P. Oil Spill)Syed Ali Roshan
This presentation contains information about the massive tragedy that took place near the Gulf of Mexico, which took the lives of 11 crew members.
Let me know in the comments if you want me to upload a video of myself presenting this presentation.
British Petroleum [Case Study : Deepwater Horizon Oil Spill]Navitha Pereira
The presentation talks about various aspects of British Petroleum. It highlights the company's corporate crimes and violations against human rights. It then focuses on the Deepwater Horizon Oil Spill.
Deepwater Horizon Oil Spill: A Study of Behavioural Decision MakingJerome Dauvergne
This report analyses the genesis of the Deepwater Horizon disaster from a behavioural decision making perspective. In order to write this original paper I borrowed from the investigative work of the environmental journalist Abrahm Lustgarten, and from concepts developed by behavioural finance and emotional finance academics such as the Canadian Hersh Shefrin, the American John Nofsinger, and the Britons Richard Taffler and David Tuckett.
I hope you'll enjoy the read!
On 20 April 2010, the semi-submersible exploratory offshore drilling rig Deepwater Horizon exploded after a blowout; it sank two days later, killing 11 people. This blowout in the Macondo Prospect field in the Gulf of Mexico resulted in a partially capped oil well one mile below the surface of the water. Experts estimate the gusher to be flowing at 35,000 to 60,000 barrels per day (5,600 to 9,500 m3/d) of oil.
Field Development Project : Gelama MerahHami Asma'i
A green field development project located in Sabah Basin comprises the whole upstream field development cycle from geology, reservoir studies to production facilities and economics. The objective is to come out with the best strategy to develop the field starting from our very own effort of reservoir characterization out of log and core data. Under supervision of lecturers, this project was completed as per scheduled.
Among new technical methodologies applied upon the completion this project:
1. Cubic Spline Interpolation Method in bulk volume calculation
2. Monte Carlo probabilistic method in reserve estimation
3. Reservoir Opportunity Index (ROI) method in well placement
Project was assessed by PETRONAS custodians.
A brief paper exploring the contractual tools applied by framers of oil and gas contractors to allocate risks between and among parties to O&G undertakings
Design and Simulation of Foamed Cement Jobspvisoftware
The nature of foamed cement makes predicting the behavior of compressible fluid very difficult. The use of computer software for pre-job design and analysis has proven to be an effective way for improving the quality and success rate of primary cementing, especially when designing and executing foamed cement jobs.
Café Lingua en colaboración con la UNESCO en Islandia organizado por Hola- Asociación de hispanohablantes en Islandia- el pasado día 1 de octubre de 2014.
Aquí el material que se preparó para la actividad.
Macondo está inspirado en el lugar de nacimiento del escrito García Márquez, Aracataca. Está ubicado cerca de la costa norte caribeña de Colombia, a 80 km al sur de Santa Marta. Macondo es el nombre de una plantación de plátanos, cerca de Aracataca, y significa “banana” en el idioma bantú.
Deepwater Horizon BlowoutRehabilitating a Reputation after a C.docxvickeryr87
Deepwater Horizon Blowout
Rehabilitating a Reputation after a Catastrophic Spill
BP, formerly known as British Petroleum, is an oil and gas company based in the United Kingdom, with global operations and 84,000 employees in 2012. It finds, extracts, transports, refines, and sells oil and gas products and has been a highly profitable company with pre-spill profits of $14 billion in 2009. Headquartered in London, BP is the second largest company in the U.K. and its brand was ranked 83rd in the world according to industry firm Interbrand. It owns oil and gas exploration rights, oil and gas fields, refineries, pipelines, large crude carrier ships, and gas stations and other oil-based products all over the world. Its chief executive officer, Tony Hayward, a geologist, was appointed from within BP’s administrative ranks in 2007.BP’s Safety Record
Before the Deepwater Horizon oil spill there were a number of U.S. safety and environmental incidents involving BP operations that caused some to question whether BP put profit ahead of other considerations.
BP was held responsible for a 2005 Texas City, Texas, oil refinery explosion that killed fifteen workers and injured 170; the company agreed to pay $21 million in federal fines for more than 300 safety violations. The Occupational Safety and Health Administration found more than 700 violations in a follow-up inspection in 2009, and BP agreed to pay $50.6 million for safety violations it had failed to correct following the 2005 refinery explosion. BP paid $13 million for 409 new safety violations discovered in 2009. As a result, the company invested $1 billion on safety and infrastructure improvements. One investigative report said that the Texas City disaster “was caused by organizational and safety deficiencies at all levels of the BP Corporation.” Just weeks before the Deepwater Horizon disaster, the news media reported the same Texas City refinery plant accidentally released 500,000 pounds of toxic chemicals into the skies over a forty-day period before the mistake was discovered by workers.
A number of negative environmental incidents involving BP-owned oil wells and pipelines had occurred in Alaska. In 2006 the biggest Alaskan oil spill ever happened after a section of the 800-mile Trans-Alaska pipeline corroded and leaked more than 5,078 barrels (267,000 gallons) of crude oil into Prudhoe Bay, Alaska; another smaller leak was discovered a few months later. As a result of the leaks, BP paid $25 million in fines and was ordered to correct the problems. A smaller oil– water mixture leak occurred in 2009 during a pressure test of a pipeline at BP’s Lis-burne Processing Center. A 2010 investigation by ProPublica revealed various parts of the Alaskan North Slope pipelines were in such bad shape that 148 sections were labeled as in “imminent danger” of rupturing.
Deepwater Horizon Explosion
Technological advances in oil drilling and climbing oil prices made the Gulf of Mexico an attractive source for oi.
Is Deep Water Oil Drilling a National Security IssueZiad K Abdelnour
Why are oil companies like British Petroleum being allowed to drill so deeply in hazardous conditions under the Gulf? In other words, why has the government been so supportive of deep water drilling in the Gulf?
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
From Siloed Products to Connected Ecosystem: Building a Sustainable and Scala...
The Macondo blowout
1. The Macondo blowout
"But, who cares, it's done, end of
story, [we] will probably be fine and
we'll get a good cement job"
2. • This presentation summarizes the main topics
from the Safetec seminars held in week 20-21
in Oslo, Trondheim, Stavanger and Bergen,
(Norway).
• Do not hesitate to contact me if you have
questions!
3. Jon Espen Skogdalen
Jon.espen.skogdalen@gmail.com
(+47)99024171
http://no.linkedin.com/in/skogdalen
14. “Nearly 400 feet long, the Horizon had formidable and redundant
defenses against even the worst blowout. It was equipped to divert
surging oil and gas safely away from the rig. It had devices to
quickly seal off a well blowout or to break free from it. It had
systems to prevent gas from exploding and sophisticated alarms
that would quickly warn the crew at the slightest trace of gas. The
crew itself routinely practiced responding to alarms, fires and
blowouts, and it was blessed with experienced leaders who clearly
cared about safety.”
http://www.nytimes.com/2010/12/26/us/26spill.html
15. “What emerges is a stark and singular fact: crew
members died and suffered terrible injuries
because every one of the Horizon’s defenses failed
on April 20. Some were deployed but did not
work. Some were activated too late, after they
had almost certainly been damaged by fire or
explosions. Some were never deployed at all.”
http://www.nytimes.com/2010/12/26/us/26spill.html
17. Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
18. Deepwater technology
• drilling from 5,000 to 10,000 feet of water, and
from 20,000 to 30,000 feet of sub-seafloor depth:
– New directional drilling techniques,
– information from deep inside wells, using
“measurementswhile-drilling” tools and sensors that
provided position, temperature, pressure, and
porosity data while the borehole was being drilled.
– Improvements in marine risers using lightweight
composite materials and tensioners,
– new methods for preventing oil from cooling and
clogging in deepwater pipelines,
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
20. Started in the 1980s?
“The mid-1980s collapse in oil prices also ruined many
companies’ appetite for further leasing in the
deepwater Gulf of Mexico. But Shell and others chose
to take a longer-term view —a decision reinforced by
the failures in Alaska. Additional reinforcement came in
1987, when the Minerals Management Service reduced
the minimum bid for deepwater tracts from $900,000
to $150,000—enabling companies to lock up entire
basins for 10 years for only a couple million dollars.
During the next five years, despite flat oil and gas
prices, the industry acquired 1,500 tracts in
deepwater.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
21. 1998 - The supermajors
• In 1998, BP acquired Amoco.
• The next year, Exxon merged with Mobil in an $80
billion deal to create the world’s largest company.
BP-Amoco countered by acquiring ARCO;
• Total merged with Fina and Elf (renamed Total in
2003);
• Chevron combined with Texaco;
• finally, Conoco and Phillips joined to create the
sixth “super major” (along with Royal Dutch
Shell).
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
22. BP and Gulf of Mexico
• In August 2002, BP’s CEO Browne:
– spend $15 billion during the next decade on drilling
and developing these discoveries
– BP had become the largest-acreage holder in the
deepwater Gulf, with more than 650 tracts in water
depths greater than 1,500 feet,
– in possession of one-third of all deepwater reserves
then discovered.
– The deepwater Gulf of Mexico, Browne asserted,
would be the “central element” of BP’s growth
strategy.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
23. Systemic corporate culture issues
• Grangemouth Refinery complex –2000
• Forties Alpha Production Platform –2003
• Texas City Refinery –2005
• Thunder Horse Platform -2005
• Prudhoe Bay Pipeline -2006
• Deepwater Horizon -2010
• Texas City Refinery (again) -2010
• BP pipelines across Alaska –2010
25. Macondo partners
• In February 2010, Deepwater Horizon
commenced drilling an exploratory well at the
Macondo Prospect (Mississippi Canyon Block
252), about 66 km off the southeast coast of
Louisiana, at a water depth of approximately
1,500 m
• BP (65%), Anadarko (25%) and MOEX Offshore
2007 (10%)
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
26. • one of the world's largest offshore drilling contractors
• based in Vernier, Switzerland
• offices in 20 countries
• 25,000 people worldwide
• fleet of 139 offshore drilling units
• hire out floating mobile drill rigs, along with the equipment
and personnel for operations, to oil and gas companies
• average daily rate of US$142,000 (2006)
• US$650,000 for its deepwater drillships
• 2007, Transocean announced a merger with GlobalSantaFe
Corporation for US$17 billion
• In 2009, revenues of $11.6 billion
27. • is the world's second largest oilfield services
corporation
• operations in more than 70 countries 52000
employees
• Main office Houston, Texas and Dubai, United
Arab Emirates
• Halliburton's major business segment is the
Energy Services Group
• provides technical products and services for
petroleum and natural gas exploration and
production
30. DH – best of safety!
• BP’s Patrick O’Bryan (vice-president for drilling
and completions, Gulf of Mexico Deepwater.);
• "the Deepwater Horizon was the best performing
rig that we had in our fleet and in the Gulf of
Mexico. And I believe it was one of the top
performing rigs in all the BP floater fleets from
the standpoint of safety and drilling
performance.”
• they had not had a single “lost-time incident” in
seven years of drilling.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
31. Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
32. ”The well from hell”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
33. Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The
Gulf Oil Disaster - Chief Counsel’s Report National Commission
on the BP Deepwater Horizon Oil Spill and Offshore Drilling,
Available at: http://www.oilspillcommission.gov/
34. Kick response
After the March 8 kick on the Deepwater Horizon, Guide (BP)
asked Transocean rig manager Paul Johnson to consider
how to improve the rig crew‘s hazard awareness. He
responded in an email:
“I thought about this a lot yesterday and asked for input from
the rig and none of us could come up with anything we are
not already doing.... You can tell them what the hazards
are, but until they get used to identifying them their selves,
they are only following your lead.... Maybe what we need is
a new perspective on Hazard recognition from someone
outside the industry.”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
35. Well design
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
36. Organization onshore
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
37. Organization offshore
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
38. Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
39. Centralizers
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
41. Risk factors - cementing
• Difficult drilling conditions, including serious lost
returns in the cementing zone;
• Difficulty converting float equipment and low
circulating pressure after conversion;
• No bottoms up circulation;
• Less than recommended number of centralizers;
• Low rate of cement flow;
• Low cement volume.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
42. Halliburton cement design
• began pumping the Macondo job without carefully reviewing laboratory foam
stability data and without solid evidence that the foamed cement design would be
stable;
• reported foam stability data to BP selectively, choosing in February not to report
the more unfavorable February 13 test, and choosing in April not to report the
more unfavorable April 15 test result (although Halliburton contends these results
were erroneous);
• selected the pre-test conditioning time informally, choosing different conditioning
times (ranging from no time to three hours) in each of the four foam stability tests
without any stated explanation;
• assumed, without apparent scientific basis, that conditioning the base slurry
before foaming was scientifically equivalent to foaming the cement then pumping
it down the well; and
• recommended a cement design without conducting any formal internal review of
that design. Notably, the only design element that Halliburton manipulated
between February and April was retarder concentration, even though BP‘s well
design changed significantly during that period and even though bottomhole well
conditions were unknown in February. Halliburton has provided no evidence that a
supervisor or senior technical expert ever reviewed the final cement slurry design.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
43. The temporary abandonment
procedure
1. Perform a positive-pressure test to test the integrity of the
production casing;
2. Run the drill pipe into the well to 8,367 feet (3,300 feet
below the mud line);
3. Displace 3,300 feet of mud in the well with seawater,
lifting the mud above the BOP and into the riser;
4. Perform a negative-pressure test to assess the integrity of
the well and bottom-hole cement job to ensure outside
fluids (such as hydrocarbons) are not leaking into the well;
5. Displace the mud in the riser with seawater;
6. Set the surface cement plug at 8,367 feet;
7. Set the lockdown sleeve.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
44. Positive test
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
45. Negative test
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
46. Actions after the negative test
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
47. Kick detection
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
48. Kick detection
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
49. Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
50. Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
51. Communication – special risk
“BP did not adequately inform Transocean about
the risks at the Macondo well, particularly the
risks of a poor bottomhole cement job.Transocean
argues that if BP had done so, its crew might have
demonstrated ―heightened awareness. But it is
unlikely that this particular communication failure
compromised kick detection; the crew would
probably have dismissed warnings about cement
risks anyhow after the successful negative
pressure test.”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
52. Human ergonomic and factor
“The well monitoring equipment on the
Deepwater Horizon was inadequate. For
example, the data displays depended not only
on the right person looking at the right data at
the right time, but also that the person
understood and interpreted the data
correctly.”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
53. Experience/training
Transocean leaves open the possibility that its
rig crew ―did not have the experience‖ or
training to interpret pressure anomalies
during the negative pressure test. If true, then
the crew likely did not have sufficient training
or ability to interpret the recurrence of those
anomalies during the final displacement.
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
54. Lack of Training at Macondo
“Transocean has argued that the members of its
rig crew were tradesmen, not engineers, and
could not have been expected to interpret the
complex results of the Macondo negative
pressure test. Transocean’s training approach
certainly supports that view.”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
55. Communication – Well monitoring
“The pre-job meetings should also have informed
well monitoring personnel that certain kick
indicators such as pit gain and flow-out would be
compromised or unavailable during the planned
operations. Well monitoring personnel should
have been told that, as a result, they would need
to perform volumetric calculations to keep track
of pit gain, pay special attention to other
parameters (such as drill pipe pressure), and
conduct visual flow checks whenever the pumps
were stopped”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
56. Communcation - anomaly
“Even after the Transocean crew shut down the
pumps to investigate an anomaly, they did not
inform the Sperry Drilling mudlogger, senior
Transocean personnel, or the BP well site
leader of the anomaly or ask for their help in
resolving it.”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
57. Human intervention
“People especially mattered at Macondo because BP,
Transocean, and Halliburton placed heavy reliance on
human judgment. For instance, during displacement of the
riser with seawater, BP relied on the bottomhole cement as
the only barrier in the wellbore. But awareness of whether
that barrier was in place—because of the negative pressure
test—depended on human judgment. Another barrier, the
blowout preventer (BOP), also relied on human judgment
because of the importance of kick detection and kick
response. Yet, the companies failed to provide the rig crew
and well site leaders exercising that judgment with
adequate training, information, procedures, and support to
do their jobs effectively.”
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
58. Risk assessment
• Problems with risk assessment practices appear to
have affected decision making at Macondo in a number
of ways.
– First, they allowed decision makers to avoid systematically
identifying the risks their procedures created and the steps
necessary to mitigate those risks.
– Second, the absence of formal risk assessment enabled
late and rushed decision making.
– Third, the lack of rigorous risk assessments led decision
makers to solve problems in isolation instead of
considering the cumulative impact their solutions might
have on the rest of the project.
Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
59. Gas on its way!
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
60. Bartlit, J.F.H., Sankar, S.N., Grimsley, S.C., (2011). Macondo - The Gulf Oil Disaster - Chief Counsel’s Report
National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, Available at:
http://www.oilspillcommission.gov/
61. Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
62. Managment findings
• BP’s management process did not adequately identify
or address risks created by late changes to well design
and procedures.
• Halliburton and BP’s management processes did not
ensure that cement was adequately tested.
• BP, Transocean, and Halliburton failed to communicate
adequately.
• Transocean failed to adequately communicate lessons
from an earlier near-miss to its crew.
• Decisionmaking processes at Macondo did not
adequately ensure that personnel fully considered the
risks created by time- and money-saving decisions.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
68. “if the tour wasn’t going on, if there wasn’t
visitors, would you have stayed [on the Drill
Floor],”
“Yes, sir. And I wouldn’t be here talking to you.”
Miles Ezell – Senior Toolpusher Transocean
http://www.c-spanvideo.org/program/Eze
69. Key Investigative Findings
• Failure to Use the Diverter Line
• Hazardous Electrical Equipment
• Gas Detectors
• Bypassed Systems
• Design of the Main and Emergency Power
Sources
• Crew Blast Protection
• Command and Control
USCG, (2011). Report of Investigation into the Circumstances Surrounding the Explosion, Fire, Sinking and
Loss of Eleven Crew Members Aboard the Moblie Offshore Drilling Unit Deepwater Horizon in the Gulf of
Mexico April 20-22, 2010.United States Coast GuardAvailable at: http://www.deepwaterinvestigation.com
70. Key finding
“The master was not aware that he had the
authority to activate the Emergency
Disconnect System, a critical step to cut off
the flow of flammable gases to the MODU,
and the official who received gas alarms was
unaware of procedures relating to the
activation of the emergency shutdown
system in response to such alarms, even
though shutting down the engines could have
averted an explosion.”
USCG, (2011). Report of Investigation into the Circumstances Surrounding the Explosion, Fire, Sinking and
Loss of Eleven Crew Members Aboard the Moblie Offshore Drilling Unit Deepwater Horizon in the Gulf of
Mexico April 20-22, 2010.United States Coast GuardAvailable at: http://www.deepwaterinvestigation.com
71. Shortly thereafter, the on-watch subsea
supervisor arrived in the CCR and advised the
master, “I’m EDSing.” The master responded,
“No, calm down. We’re not EDSing.”
USCG, (2011). Report of Investigation into the Circumstances Surrounding the Explosion, Fire, Sinking and
Loss of Eleven Crew Members Aboard the Moblie Offshore Drilling Unit Deepwater Horizon in the Gulf of
Mexico April 20-22, 2010.United States Coast GuardAvailable at: http://www.deepwaterinvestigation.com
72. Notification of Emergency
At approximately 2150 …the on-watch dynamic positioning officer (DPO) yelled, “We’re
in a well control situation.” Soon thereafter, there were explosions causing a fire
and a loss of electrical power on board DEEPWATER HORIZON. The first official
notice of the emergency to the MODU crew came from the general alarm, which
was activated by the DPO. Simultaneously, the on-watch SDPO verbally announced
over the MODU’s public address system, “This is not a drill … muster at your
emergency stations.” A mud engineer on board later testified that he heard an
announcement, “Fire, fire, fire, this is not a drill … report to secondary muster
stations, do not go outside.”
The standard procedure for alerting the crew to flammable gas emergencies required
the onwatch DPO to manually activate the general alarm (GA) system after two or
more gas detectors were activated.240 In this case, multiple gas alarms had been
activated and acknowledged, but the GA was not sounded until the explosions
occurred. When asked why the GA was not immediately sounded after the first
alarms were received, the on-watch DPO stated, “It was a lot to take in. There was
a lot going on.”
USCG, (2011). Report of Investigation into the Circumstances Surrounding the Explosion, Fire, Sinking and
Loss of Eleven Crew Members Aboard the Moblie Offshore Drilling Unit Deepwater Horizon in the Gulf of
Mexico April 20-22, 2010.United States Coast GuardAvailable at: http://www.deepwaterinvestigation.com
73. Key finding
“In 2008, DEEPWATER HORIZON had two
significant incidents which could have
seriously affected the safety of the vessel or
the environment – a loss of power that
jeopardized the MODU’s ability to maintain its
position above the well and the flooding of a
compartment resulting from a failure to close
valves. Neither of these incidents was properly
investigated and addressed.”
USCG, (2011). Report of Investigation into the Circumstances Surrounding the Explosion, Fire, Sinking and
Loss of Eleven Crew Members Aboard the Moblie Offshore Drilling Unit Deepwater Horizon in the Gulf of
Mexico April 20-22, 2010.United States Coast GuardAvailable at: http://www.deepwaterinvestigation.com
74. Key Recommendations
• Requiring that MODUs have available a non-
electrically powered fire pump to provide fire
main pressure during a loss of electrical power;
• Requiring a fixed water deluge system to fight
fires on or near the Drill Floor, which may
automatically activate upon gas detection;
• Requiring hydrocarbon fire-resistant bulkheads
between the drilling area, adjacent
accommodation spaces, and spaces housing vital
safety equipment.
USCG, (2011). Report of Investigation into the Circumstances Surrounding the Explosion, Fire, Sinking and
Loss of Eleven Crew Members Aboard the Moblie Offshore Drilling Unit Deepwater Horizon in the Gulf of
Mexico April 20-22, 2010.United States Coast GuardAvailable at: http://www.deepwaterinvestigation.com
75. ”The root cause”
The most significant failure at Macondo—and the clear root
cause of the blowout—was a failure of industry
management. Most, if not all, of the failures at Macondo
can be traced back to underlying failures of management
and communication. Better management of
decisionmaking processes within BP and other companies,
better communication within and between BP and its
contractors, and effective training of key engineering and
rig personnel would have prevented the Macondo incident.
BP and other operators must have effective systems in
place for integrating the various corporate cultures, internal
procedures, and decisionmaking protocols of the many
different contractors involved in drilling a deepwater well.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
76. The Commission - Key findings
• The Macondo well blowout was the product of human error, engineering
mistakes, and management failures, including the following:
– Failure adequately to evaluate and manage risk in late-stage well-design decisions.
– Failure to redesign cement slurry in response to tests that repeatedly demonstrated
problems with the slurry design.
– Failure to recognize that the critical “negative pressure test”—a key test used to
determine the integrity of the cement job that seals off the well—signaled that the
cement at the well-bottom had failed to seal off hydrocarbons.
– Failure to recognize that the temporary well-abandonment procedures, which BP
changed repeatedly in the days leading up to the blowout, unnecessarily increased the
risk of a well blowout.
– Failure to recognize and respond to early warning signals of the hydrocarbon influx (or
“kick”) that eventually became the blowout.
– Failure to respond appropriately to the blowout once it began, including but not limited
to the failure of the rig’s blowout preventer to shut in the well.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
77. Main conclusions - 1
• The explosive loss of the Macondo well could have been prevented.
• The immediate causes of the Macondo well blowout can be traced to a
series of identifiable mistakes made by BP, Halliburton, and Transocean
that reveal such systematic failures in risk management that they place in
doubt the safety culture of the entire industry
• Deepwater energy exploration and production, particularly at the frontiers
of experience, involve risks for which neither industry nor government has
been adequately prepared, but for which they can and must be prepared
in the future.
• To assure human safety and environmental protection, regulatory
oversight of leasing, energy exploration, and production require reforms
even beyond those significant reforms already initiated since the
Deepwater Horizon disaster. Fundamental reform will be needed in both
the structure of those in charge of regulatory oversight and their internal
decisionmaking process to ensure their political autonomy, technical
expertise, and their full consideration of environmental protection
concerns.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
78. Main conclusions - 2
• Because regulatory oversight alone will not be sufficient to ensure
adequate safety, the oil and gas industry will need to take its own,
unilateral steps to increase dramatically safety throughout the
industry, including self-policing mechanisms that supplement
governmental enforcement.
• The technology, laws and regulations, and practices for containing,
responding to, and cleaning up spills lag behind the real risks
associated with deepwater drilling into large, high-pressure
reservoirs of oil and gas located far offshore and thousands of feet
below the ocean’s surface. Government must close the existing gap
and industry must support rather than resist that effort.
• Scientific understanding of environmental conditions in sensitive
environments in deep Gulf waters, along the region’s coastal
habitats, and in areas proposed for more drilling, such as the Arctic,
is inadequate. The same is true of the human and natural impacts
of oil spills.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
79. “BP did not adequately identify or address risks created by
last-minute changes to well design and procedures. BP
changed its plans repeatedly and up to the very last minute,
sometimes causing confusion and frustration among BP
employees and rig personnel.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
80. “When BP did send instructions and procedures to rig
personnel, it often provided inadequate detail and
guidance.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
81. “It is common in the offshore oil industry to focus on
increasing efficiency to save rig time and associated costs.
But management processes must ensure that measures
taken to save time and reduce costs do not adversely affect
overall risk. BP‘s management processes did not do so.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
82. “Halliburton appears to have done little to supervise the
work of its key cementing personnel and does not appear to
have meaningfully reviewed data that should have prompted
it to redesign the Macondo cement slurry.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
83. “Transocean did not adequately train its employees in
emergency procedures and kick detection, and did not
inform them of crucial lessons learned from a similar and
recent near-miss drilling incident.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
84. • BP did not adequately identify or address risks created by last-minute changes to
well design and procedures. BP changed its plans repeatedly and up to the very
last minute, sometimes causing confusion and frustration among BP employees
and rig personnel.
• When BP did send instructions and procedures to rig personnel, it often provided
inadequate detail and guidance.
• It is common in the offshore oil industry to focus on increasing efficiency to save
rig time and associated costs. But management processes must ensure that
measures taken to save time and reduce costs do not adversely affect overall risk.
BP‘s management processes did not do so.
• Halliburton appears to have done little to supervise the work of its key cementing
personnel and does not appear to have meaningfully reviewed data that should
have prompted it to redesign the Macondo cement slurry.
• Transocean did not adequately train its employees in emergency procedures and
kick detection, and did not inform them of crucial lessons learned from a similar
and recent near-miss drilling incident.
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
85. The Commission - Key findings
“These errors, mistakes, and management failures
were not the product of a single, rogue company,
but instead reveal both failures and inadequate
safety procedures by three key industry players
that have a large presence in offshore oil and gas
drilling throughout the world”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
86. The Commission - Key findings
“Just as this Commission learned from the
experiences of other nations in developing our
recommendations, the lessons learned from
the Deepwater Horizon disaster are not
confined to our own government and industry,
but relevant to rest of the world.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
87. The Commission - Key findings
“The immediate causes of the Macondo well
blowout can be traced to a series of
identifiable mistakes made by BP, Halliburton,
and Transocean that reveal such systematic
failures in risk management that they place in
doubt the safety culture of the entire industry.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/
88. The Commission - Key findings
“Changes in safety and environmental practices,
safety training, drilling technology, containment
and clean-up technology, preparedness, corporate
culture, and management behavior will be
required if deepwater energy operations are to be
pursued in the Gulf— or elsewhere.”
Graham, B., Reilly, W.K., Beinecke, F., Boesch, D.F., Garcia, T.D., Murray, C.A., Ulmer, F., (2011). Deep Water.
The Gulf Oil Disaster and the Future of Offshore Drilling. Report to the President.the National Commission on
the BP Deepwater Horizon Oil Spill and Offshore Drilling. Available at: http://www.oilspillcommission.gov/