TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractThe use of coiled tubing to clean sand from well bores remains one of the industries major areas of activity in well intervention. Recent research work programs have focused on sand transport and cuttings bed modeling with both Newtonian

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractThe use of coiled tubing to clean sand from well bores remains one of the industries major areas of activity in well intervention. Recent research work programs have focused on sand transport and cuttings bed modeling with both Newtonian

Safety performance, safety awareness, and safety reporting are becoming more and more prevalent in the industry today, with progressively more operators paying greater attention to contractor Quality Health Safety and Environment (QHSE) Management. Contractor effectiveness in QHSE management is being used as means to eliminate a contractor who does not meet minimum established standards. Consequently, more resources now being placed upon preventative measures which reduce accidents and incidents, some of which are described in this paper. Many QHSE Management programs fail due to a "Top Down" only approach. If the entire workforce, from bottom to top, is not convinced, an organization will just be going through the motions. They will not realize any real benefit and more importantly, will not be instilling the safety habits that make an HSE program successful. As managers supervisors and engineers, we recognize the importance and value added to an operation by implementing safety systems and by setting safety targets that continuously challenge us to improve safety. The question then becomes how to build safety compliance by engraining a safety culture into everyday activities and into each individual employee, using cost effective resources and with a synergy that compliments, not compromises, service delivery to the customer. This paper outlines how to move from a "Top Down" safety management approach to one balanced by both employee and management feed back. The balanced approach to safety, through an example of the efforts made in one Oilfield Service Company operating location will be demonstrated. It explains how the message is passed on to and ingrained into the workforce to solicit their understanding, participation and "Buy-In". Once the workforce buys in, it is demonstrated that QHSE becomes second nature to all personnel. As everyone becomes involved, the number of days without a Lost Time Accident (LTA) starts to become a part of his or her daily life, rather than an abstract figure reported monthly by the manager. The importance of visible closure of action plans with continual feedback, has been shown to play a very important role in convincing the workforce that the system is real and that the company is serious about QHSE. This, together with a consistent zero tolerance policy and a no blame culture, will reinforce the most important factor - commitment. This paper will also demonstrate that with the use of available management tools such as communication, management visibility, standard practices, employee empowerment, leadership by example, training, delegation, quality control, recognition & reward, and the setting of challenging and achievable objectives, a sustainable, successful QHSE program can be developed. Introduction Lack of employee safety awareness should not be viewed as an anomaly or as antipathy towards safety. Employees must frequently use their own imagination or common sense to protect themselves. They must think beyond their immediate work procedures to act safely. Most hazardous conditions, unsafe acts and property losses can be anticipated. A program to improve safety awareness is one that has all employees identifying situations as a potential safety issue, before they occur. Therefore, the ultimate objective of a program to improve safety awareness is to involve employees in preventing accidents. A well-planned program can result in employees becoming committed to safety. The resulting safety system will have each employee:contribute to developing safe work habits and attitudes.focus attention on specific causes of accident.provided with supplementary safety training.given a chance to participate in accident prevention team activities.given a channel for communication to management regarding safety-related issues.

Geothermal reservoirs differ significantly from their hydrocarbon counterparts and so do their remedial treatments. Typically these reservoirs are naturally fractured volcanic sandstones with varying mineralogy found over a wide temperature range. Often the zones of low permeability limit the efficient recovery of heat from these reservoirs. The low permeability could either be inherent or induced by damages occurred while drilling and/or production phases. The drilling phase often experience significant fluid losses, which cool the well and near wellbore zone from the high bottom hole static temperature to the moderate levels that make drilling, cementing and completion of these wells possible. The loss of cuttings and drilling mud to permeable formations and/ or fractures is a major source of damage. Other potential damages occur when the well is put on production. As such it is common for these wells to experience a decline in production owing to such formation impairments. Permeability in these zones may be enhanced through methods of well stimulation such as acidizing and high-rate injection. Such practices usually employing mixtures of hydrochloric and hydrofluoric acids in various concentrations, have widely been used worldwide but performance has been somewhat spotty and unpredictable. Also owing to the typical difficult locations of geothermal sites, there have been concerns about the logistical and QHSE aspects while planning conventional treatments. A successful application of a unique acidizing system & other techniques into geothermal wells in Indonesia is presented in this paper. This acid system involves controlled in-situ generation of HF acids based on organo phosphonic acid chemistry. It provides unique advantages in geothermal application in terms of both the enhanced well performance and rightly addressing all the logistics/QHSE issues discussed above. The last treatment with this system resulted in almost 3 folds increase in productivity of well. 1. Introduction Make up steam supply production wells are now being drilled in the Salak geothermal field, a liquid dominated geothermal resource operated by Chevron in Indonesia. Well Awi 8–7, Awi 10–3 and Awi 8–8 are production wells drilled in the 2004 make up steam supply drilling program. After completion, those wells delivered steam at sub commercial steam flow rates at system operating pressures. A comprehensive well stimulation program was planned and executed. The scope of the program included the diagnostic work to identify the causes, stimulation design to determine the most effective stimulation techniques, stimulation execution to carry out the stimulation job efficiently and safely, followed by evaluation to assess the result. Well Awi 8–7 was expected to produce 200 kph of low-gas- content steam. Despite promising indications, the initial steam flow rate from this well was below expectations. A completion test, consisting of pressure-temperature-spinner (PTS) survey, injectivity test, and pressure fall off (PFO) test was conducted to diagnose the problem. These tests were used to characterize the initial state of individual permeable zones to base a stimulation decision on. Injectivity and pressure fall-off (PFO) tests indicated that Awi 8–7 well had low injectivity index (II) and a positive skin. This data supported the fact that the well lost about 94,500 bbls of water-based mud from the drilling process has suggested the presence of the near-wellbore formation damage. Acid stimulation was designed and performed to recover the well. The acid was placed to the target zones via a 2″ coiled tubing. Post-acidizing well test analysis suggested the acid stimulation has successfully improved overall well characteristic. Total II increased from 2.56 to 6.55 kph/psi, permeability-thickness (kh) product increased from 252,000 to 403,000 md-ft, and the skin decreased from +2.2 to -1.2 Flow performance test after the acid job has confirmed a significant improvement of Awi 8–7 deliverability. This test confirmed the increase of maximum discharge pressure from 211 to 297 psig. The production output at stabilized flowing wellhead pressure increased from 51 to 160 kilo pounds per hour (kph) of steam.