The oil and gas industry has increased its efforts in preventing and mitigating risks associated with loss of well control and loss of primary containment. Initiatives have primarily focused on increasing the awareness and education of field and operations personnel. The foundation of this strategy rests on the belief that increased awareness of threats, risks and enhanced training will lower well control risks and eliminate well control events. Despite this renewed focus, industry data show that well control events and high-potential near-misses have not diminished. In addition, findings from incident investigations point to human-factor-related causes, including lack of procedural discipline, non-compliance errors and cognitive errors. For organizations to deliver flawless execution at the wellsite while effectively preventing or mitigating well control or loss of primary containment events, a robust closed-loop methodology that leverages smart risk detection and mitigation systems must be employed. This paper analyzes the critical process safety requirements in the industry and provides solutions centered on a smart integrated digital platform. This platform, built on technologies such as precursor sensor and alarming technologies, barrier and equipment health monitoring, wellsite performance analysis, sophisticated workflow management and video and audio analytics, will effectively coordinate and manage these dynamic risks. A data management workflow that uses automated risk assessments, threat detection, structured and nonstructured contextual data will minimize the impacts of human factors and drive operational efficiency, process assurance, reduction in nonproductive time and project cost. These enhancements will enable global organizations to proactively drive effective risk management of well control and loss of primary containment events. This paper will explore the application, methodology and value of this smart, integrated digital platform through the presentation of case studies.

Overview There is an emerging consensus in our industry and in regulatory agencies about the need to improve our visibility of operations and to standardize as well as orchestrate the execution of operation processes to achieve integrated operations, safety and security assurance. The complexity and risk of real-­-time exploration and production (E&P) operations is growing steadily along several axes: geology, operational environment, technology, distributed multi-­-discipline teams and multi-­-company teams. Operational performance, safety, and security assurance demand a high degree of situational awareness and real-­- time coordination. At present, situational awareness is based on the visualization and monitoring of sensor data and, in some cases, of video feeds. Although data, video and audio travel through digital channels, they are rarely correlated or integrated. Decision makers are confronted with large amounts of data that are difficult to parse in real time and monitoring cannot be sustained over long periods of time because of distractions and fatigue. Furthermore, most decision making and coordination is based on people-­-to-­-people communication. These interactions are rarely captured, shared or integrated with other forms of data. Other sectors involved in complex, high-­-stakes, real-­-time operations face similar conditions, for example, transportation, public safety or the military. They have learned to leverage digital technology to develop a "common picture of the operation" shared by all actors in a theater of operations. Sharing a common picture of the operation enables effective right-­-time response, efficient collaboration, and consistent decision making, In this paper we outline: The case for integration of operations, safety, and security assurance to create a common operations picture The capabilities of digital platforms to support a common picture of the operation How those capabilities can be leveraged in E&P operations.

Objectives/Scope: In the high risk, highly technical and demanding environment of offshore oil and gas operations there are very few items more critical to the safe and effective execution of the overall program than well control and isolation. Regarding well isolation, multiple barriers require the cementing job plan and the corresponding procedures be conducted as proposed. In addition, the cement unit and supporting equipment need to be available and reliable during the job. Both are keys to the overall success of the cementing operation. With the realities of offshore cementing in mind, the industry wide challenge in finding appropriate talent in the respective regions further complicates the cementing service delivery. This type of situation requires a step change in the way cementing operations are currently done to drive the necessary process and quality assurance. Taking lessons learned from other industries with similar risk profiles, process and quality assurance can be achieved by providing: • A “second set of eyes” to drive the necessary process and quality assurance • Access to a trusted advisor that will back up remote resources during the critical junctures of the job By leveraging the latest in situational awareness and real-time technologies, offshore cementing will usher in a new age where the cementing specialist can access the knowledge and live assistance of experts across the world. This paper will discuss the approach and benefits of enabling real-time remote advisory services for remote cementing operations. Methods, Procedures, Process:Approach: • Provide real-time video and audio surveillance and collaboration to remote experts • Configure proposed cementing job procedures and synchronize it to relevant video feeds to enable remote expert response and process validation as required • Record and report against relevant data, real-time and post job analysis Results, Observations, Conclusions:Benefits: • Process Assurance - Validation and verification that key steps are being performed as planned • Operational Efficiency - Remote experts are available on-demand regardless of geographical location • Traceability - Record of operational activities to support compliance, knowledge transfer and process improvement • Reduced Project NPT - With technology leveraged surveillance to improve quality assurance Novel/Additive Information: n/a

During operations, critical events occur where action must be taken or a decision made that can influence an event outcome. Owning these decisive moments involve actively reducing risk exposure, avoiding potential events and quickly minimizing the impact of a realized event. Process safety analysis documents such decisive safety moments using models such as "bow-tie" diagrams. The oil and gas industry is taking positive steps to analyze the critical safety processes, develop the associated bow-tie frameworks and adopt a multi-barrier policy. The steps are in the right direction, but stop short of providing the measurable assurance that delivers true ownership of safety moments. Bow-tie models articulate the "what" of process safety management. Owning the decisive safety moment involves taking the paper-based processes and barriers and bringing them to life in a real-time managed environment. Therefore, processes and barrers must be tracked and controlled using a real-time management environment. This paper presents how to transform paper-based risk management tools into a real-time environment to increase performance, lower risks, and reduce incidents.

Industry reports identify human and organizational factors as contributors to operational incidents. These include lack of standardization, enablement, and compliance with operating procedures at the well site or by the broader (local or remote) support personnel. There is consensus among practitioners and regulators about the need to pro-actively reduce our exposure to these factors, both to avoid potential incidents and to reliably contain the impact of realized incidents. In this paper we argue that we should improve operations assurance by building trust into our operations and we discuss how to combine existing principles, methods and information technology to achieve this in practice. The approach we will describe takes advantage of a framework developed by the HS&E profession--the "bow tie"-- to analyze what contributes to incidents, what barriers could be put in place to prevent them and how to contain them. The diagram shows an abstraction of the bow tie model. The left side of the diagram (top event prevention) makes explicit the various threats we face during an operation, the precursor that signal the presence of a threat, and the preventive barriers--people, process, technology--that we should activate to avoid the propagation of the threat to become a top event(at the center of the bow tie). The right side of the diagram (top event response) makes explicit the response workflows that may follow an incident, the escalation barriers that we should activate to contain the impact of the incident, and the consequences that we would face if the barriers fail.