Safety procedure Shell oil field

1. Alignment of Wells Process Safety Management
between Halliburton and Shell

2. 2
What Is The Difference Between Personal Safety and
Process Safety?
 Personal Safety is concerned with preventing injuries to personnel.
 Process safety in oil and gas wells is about keeping hydrocarbons in the
well, the pipe or the reservoir.
 Compare the severity of personal safety incidents versus process safety
incidents:

3. 3
Think Process Safety
The purpose of this slide pack is to engage with our employees on the
importance of process safety and to:
1. Explain Shell’s expectations for Wells Process Safety management.
2. Explain how Halliburton’s HMS addresses Shell’s expectations.
3. Reinforce what ‘frontline’ employees must do to meet our expectations for
Wells Process Safety management.
4. Prepare you for conversations with Shell’s and Halliburton’s management
about wells process safety.
If you understand Shell’s expectations and how Halliburton meets them, we will
be working on the same page and be far more likely to prevent process safety
incidents together.

4. 4
Ten Critical Element of Shell’s Think Process Safety
THESE TEN
ELEMENTS
GUIDE YOU IN
THE
DAY-TO-DAY
ACTIONS YOU
SHOULD TAKE
TO KEEP WELLS
SAFE

5. 5
1. Barriers What Must I do?
 Maintaining Well Barriers – Your Design of
Service documents the well barriers (mechanical
and fluids) to be used.
 Use your PSL’s Critical Focus Area One Sheet
at the pre-job meeting to check off barrier testing
responsibilities and procedures are clear.
 Use the toolbox talk to give clear instructions for
maintaining barriers and actions to take if barrier
status changes.
 Changes in well barrier status – A change from
planned operations or to the status of a well
barrier should always prompt Stop Work
Authority. Report the situation to your supervisor
and the Company Man. Re-confirm the barrier
and re-test it.
 Be aware of the status of other well barriers that
Halliburton are not in control of.
Shell Expect:
AS A LEADER YOU
NEED TO:
Set the expectation that
barriers are defined for
every operation in well
construction,
intervention and
abandonment
Review the status of
barriers during site
walk-arounds
Be prepared to ask
probing questions about
barriers – and challenge
any hesitant answers
AT THE FRONT LINE
YOU NEED TO:
Know who is
responsible for
maintaining a wells
barrier – is it you?
When an operation
changes, always
reconfirm the barriers
Discuss all changes in
the status of barriers
with your supervisor

6. 6
Basic questions like the ones on the previous slide will ensure well barriers
work when they need to.
Press the play symbol to see what can happen when barriers fail or are not
present.

7. 7
2. Lost Barriers What must I do?
 A barrier is lost when due to a failure or unplanned
absence of a barrier the well is only protected by a
single barrier or no barrier.
 Know the immediate actions to take if a barrier you
control is lost. STOP WORK, and fix it.
 A lost barrier may simply be a leaking seal in
pressure control equipment, a small hole in a
hydraulic control line to BOPs, damaged or
inoperable barrier control systems, etc. You should
know what types of failures will cause loss of the
barriers you are responsible for.
 Report lost barriers as a BARRIER EVENT
incident to Shell and your service coordinator,
flagged as a well barrier HSE incident in RHS.
 Barriers that fail a function test before they are in or
on the well are not a lost barrier, but should be
reported to your supervisor and recorded in a CPI
for investigation. We must learn why they failed.
Shell Expect:
AS A LEADER YOU
NEED TO:
Make it clear that
everyone must comply
with the Shell barrier
policy
Provide the time and
resources that people
need to either put
barriers in place or repair
them
AT THE FRONT LINE
YOU NEED TO:
When barriers are not
clear, STOP and confirm
them before you proceed
Always check there are
two wells barriers in
place
Report all lost barriers –
including leaks and spills
– to your supervisors

8. 8
Press the play symbol to see what can happen when barriers fail or are not
present. Understand your role in preventing barrier failure.

9. 9
3. Subsurface Uncertainties
What must I do?
 Depending on your PSL, the Design Of Service
(DOS) contains the expected formation strength,
subsurface pressures and flow paths for well
fluids. It also gives actions in the event of there
being subsurface uncertainties, such as a kick.
 Use calibrated measuring and monitoring
equipment to verify fluid or well properties as per
the well programme. Follow the relevant HMS
procedure for all testing.
 Regularly monitor and report well conditions and
fluid properties to your supervisor and discuss
them with the Company man and service
coordinator. Report any unsafe conditions
immediately.
 Play your part in well control or kick drills. Reflect
on what you learned and action improvements by
raising a CPI.
Shell Expect:
AS A LEADER YOU NEED
TO:
Confirm that a Technical
Authority has endorsed
well operations plans,
including Pore Pressure
Predictions
Encourage and
demonstrate an integrated
approach to managing
subsurface uncertainties
Understand the full
implications of worst case
scenarios
AT THE FRONT LINE YOU
NEED TO:
Do you know the expected
formation strength and
subsurface pressures?
Double check the fluid
weights against the
expected formation
pressure
Contribute to well control
or kick drills – and learn
from them

10. 10
4. Well Control Equipment
Shell Expect: What must I do?
 Confirm that all well control equipment is within
certification and tested to the maximum expected
pressure in the well programme. This includes
any associated pipe work and hoses.
 Service Coordinators are responsible for
providing updates to Shell’s eWCAT system.
 Check that well control equipment and control
systems have been maintained in accordance
with SAP Preventive Maintenance plans.
 Check shear RAM capability before rig up. For
non-shearables, discuss capability with your
service coordinator.
 Test well control equipment after rig up and verify
that primary, secondary (and tertiary where fitted)
control systems work independently. Follow your
PSL testing procedures in HMS.
AS A LEADER YOU NEED
TO:
Regularly review the status
of critical well control
equipment in eWCAT
Make sure the re-
certification of critical well
control equipment is
captured in preventative
maintenance programmes
AT THE FRONT LINE YOU
NEED TO:
Make sure the status of
well control equipment is in
the Well Control Assurance
Tool (eWCAT)
Maintain the proper line-up
of well control equipment
Confirm shear capability
and discuss the running of
any non-shearables with
your supervisor

11. 11
5. Standards & Procedures
Shell Expect: What must I do?
 Have easy access to controlled copies of the
HMS documents that apply to your work, at the
well site. Be familiar with the requirements and
any changes to them.
 Your PSL Critical Focus Area One Sheet shows
the HMS documents related to barriers and
hydrocarbons to surface.
 Check the HSE bridging document between Shell
and Halliburton for your operation. Confirm
whose standards are being applied to control the
work.
 To seek approval to deviate from Shell’s
Standards, discuss this with your supervisor,
Service Coordinator and the Company Man.
 To seek approval to deviate from a Halliburton
HMS requirement, discuss this with your Service
Coordinator and follow Halliburton MOC process.
AS A LEADER YOU NEED
TO:
Know the standards –
external regulations plus all
Shell, Wells-specific and
contractor standards – and
provide easy access to
them for everyone
Put in place bridging
documents with contractors
Assign Technical Authorities
Levels 1-2-3
AT THE FRONT LINE YOU
NEED TO:
Know and comply with all
standards, external
regulations plus all Shell,
Wells-specific and
contractor standards
Apply the bridging
documents that connect
Shell and contractor safety
systems to confirm the
applicable standards
Always get the required
sign-off if a task or action
will not comply with the
standards

12. 12
6. Walk The Line What must I do?
 Your Design Of Service identifies the planned
rig-up with layout drawings. Follow our MOC
process to request approval for differences
from the planned rig-up.
 All PSLs require the person in charge to walk
the line before use of temporary rig-ups (iron
and hoses). Check the rig-up against the
layout drawing and establish red zones as
per your PSL procedure.
 Refer to Shell’s ABC guide for Temporary
Pipework, which includes the use of a
certified restraint system. The guide is on
Halworld here.
 Each PSL has a global work method to follow
Shell’s temporary pipework requirements.
Review it with your Service Coordinator.
Shell Expect:
AS A LEADER YOU NEED
TO:
Set an expectation that for
all temporary rig-ups,
detailed layout drawings
must be done
Make it clear that Senior
Contractor and Shell site-
supervisors must walk the
lines
Encourage the use of the
‘Management of Change’
process
AT THE FRONT LINE YOU
NEED TO:
Tell your supervisor about
any differences between the
actual and planned rig-up
Get your supervisor’s
approval for any changes to
plans
Use the ‘Management of
Change’ process when
appropriate

13. 13
7. Trained People What must I do?
 Complete your training assigned in Hal-U in a
timely manner, including refreshers.
 Regularly complete your assigned
competencies in Hal-U.
 Use drills (kick, well control) to show your
competence. Submit evidence of your role in
drills.
 Be honest about your experience and any
knowledge gaps with your supervisor so you
can receive the right level of supervision.
 If you’re a supervisor, question each crew
member on their training and competence for
the job-in-hand. If you find any gaps in their
knowledge, skills or experience, supervise them
at an appropriate level and pass on your
experience.
Shell Expect:
AS A LEADER YOU NEED
TO:
Regularly review the
training needs of your
teams
Identify suitable training
programmes and make
time for training
Communicate formal
competency requirements
– particularly for HSE-
critical tasks
AT THE FRONT LINE
YOU NEED TO:
Keep your training up-to-
date
Act as a buddy and
share your learnings with
less experienced
colleagues
Test and show your
competence during drills

14. 14
8. Risk Analysis
Shell Expect:
AS A LEADER YOU NEED
TO:
Set an expectation that
office-based planning
includes detailed rig-ups
and risk assessments to
achieve ALARP*, plus
contingency planning
Review all rig-up drawings
and risk assessments
Own the ‘Management of
Change’ process and make
sure it’s used
AT THE FRONT LINE YOU
NEED TO:
Critically review office-based
risk assessments
Carry out task-specific, on-
site risk assessments before
the work starts
Identify and communicate
any changes to your
supervisor – use the
‘Management of Change’
process when appropriate
*ALARP = As Low As Reasonably Practicable
What must I do?
 Your Design of Service contains an overall
risk assessment for the job. Critically review it
with the Service Coordinator.
 Make task-specific risk assessments and
recognise the significant risks associated with
lost barriers and hydrocarbons coming to
surface.
 Use Halliburton’s MOC process to assess
risks of changes to:
 approved design of service (including
equipment, materials, applications or
software) not included in contingency planning
 well site facilities that affect design of service
 approved operating procedures at the well site
 Deviations from HMS Documentation
 original equipment manufacturer’s
specifications

15. 15
9. Emergency Response
What must I do?
 The emergency situations and contingency
actions are included in the Design of Service.
Read it and discuss them with the Company
Man.
 Be clear about your role in the event of an
emergency and practice your response in
drills. Use toolbox talks to define emergency
roles, highlight alarms and muster areas.
 After drills, give your feedback on what could
be done better by the team. Record the
feedback on the drill report.
 This applies to Shell and Halliburton managed
projects.
Shell Expect:
AS A LEADER YOU
NEED TO:
Make sure fully-
documented emergency
response contingency
plans are in place
Be fully confident that the
emergency response
roles to be taken by Shell
and contractors are clear
to both parties
Regularly test emergency
responses with all those
likely to be impacted
AT THE FRONT LINE
YOU NEED TO:
Know what your own role
will be in an emergency
response
Know the site alarm
signals and muster points
Take part in all regular
drills – and record them if
that’s your role

16. 16
10. Report and Learn
Shell define Wells Process Safety Incidents as
incidents or unsafe conditions that may result
in, or escalate to, loss of Well Control or
impairment of Wellbore integrity. This includes
any actual or potential release of well fluids.
Examples include:
• Failure of BOP systems,
• well control situations,
• inaccurate pore pressure prediction,
• hydrocarbon leaks from pressure control
equipment,
• mud return alarms disabled,
• closure of BOPs to control the well.
Shell’s reporting guide contains other examples
that are drilling, completion and intervention
specific.
AS A LEADER YOU
NEED TO:
Encourage open and
honest reporting –
welcome bad news
Provide the resources to
adequately follow-up and
investigate incidents
Take part in the close-out
of incident findings
AT THE FRONT LINE
YOU NEED TO:
Report ALL Wells
Process Safety incidents
– including leaks
Be alert to and share
process safety event
learnings that apply to
your own operations
Know what you must do
to avoid a repeat of an
incident that happened
somewhere else
Shell Expect:

17. 17
10. Report and Learn – Chronic Unease
 There have been instances where people have allowed gradual deterioration in their
standards for maintaining well barriers or have not reported the early signs of a well
barrier failing. Ultimately, these can result in total loss of the barrier when it is needed.
 Shell’s Chronic Unease video provides a convincing case for why we should report
minor problems with well barriers. Intervening at the first sign of a barrier failure (the
leak or hose damage) is the best time to prevent escalation to a well control situation.
Halliburton expects these ‘weak danger signals’ and near misses to be reported in
RHS and corrected. There will be no blame apportioned.
 You wouldn’t think twice to intervene if it was a personal safety risk to a colleague, so
have chronic unease about process safety failures.
 You can watch the 11 minute DVD Chronic Unease here. Choose your language
preference and then either run the presentation from the web page or download the
file and select ‘run’ to watch it from your C drive. Watch Parts 1, 2 and 3.

18. 18
10. Report and Learn……
What Must I do?
 Report all incidents and potential for well
control situations to your supervisor and the
Company man. Report them as an HSE
incident to town.
 Openly report these potential causes of
incidents:
 missed steps in procedures,
 errors or assumptions made in the design of
service,
 shortfalls in equipment maintenance or
incorrect equipment,
 gaps in personnel training/competence,
 personal errors
 Discuss recent incident learnings at pre-job
meetings. Know what you have to do to
prevent similar incidents on your job and
ensure your procedures and risk assessments
cover those situations.
 Discuss and learn from Shell’s ‘Think Process
Safety Bulletins’.
AS A LEADER YOU
NEED TO:
Encourage open and
honest reporting –
welcome bad news
Provide the resources to
adequately follow-up and
investigate incidents
Take part in the close-out
of incident findings
AT THE FRONT LINE
YOU NEED TO:
Report ALL Wells
Process Safety incidents
– including leaks
Be alert to and share
process safety event
learnings that apply to
your own operations
Know what you must do
to avoid a repeat of an
incident that happened
somewhere else

19. 19
THESE TEN
ELEMENTS
GUIDE YOU IN
THE
DAY-TO-DAY
ACTIONS YOU
SHOULD TAKE
TO KEEP WELLS
SAFE
Summary
The 10 elements of Think Process Safety remind us of the
most critical steps in preventing catastrophic incidents.
Following our PSL HMS processes, the Design of Service
for the job, our training and competency programme and
Preventive Maintenance system will allow us to meet Shell’s
expectations on Wells Process Safety management.
Above all, your competence and commitment to follow
procedures helps keep hydrocarbons in the well, the pipe
and the reservoir.