Over the last 10 years, Oil & Gas operations have come under tremendous pressures due to increasing production demands and economic conditions, demanding higher performance and venturing into technically challenging operating conditions. Operating with aging facilities in harsh environmental conditions and higher crew turnaround, have resulted in higher number of serious incidents. Prevention of incidents remains high on the agenda of oil & gas companies and focus is placed on incident investigations to identify root causes of incidents and development of corrective actions. However, repetition of incidents with similar findings and causes have been observed, raising concerns if right root causes were identified and focused corrective actions were identified and/or implemented. An extended analysis of over one thousand (1000) incidents was conducted to assess degree of repetition of causes and regrouping of causes to assess linkage of human factors with organizational behaviours. It was found that 31% of incidents were triggered by human errors & mistakes whilst 27% were attributed to violations. All violations were deemed as intentional & routine and further investigation was not undertaken. Management Supervion & Employees Leadership was identified a leading root cause category of incidents and this category contributed 20% of incidents followed by Work Planning (18%) and behaviour (12%). 55 % of incidents were caused by human factors and hauman factors were triggered by errors and mistakes rather than violations. Often efforts are exerted to to influence individual's behaviour however human attitude (cognitive, emotional and commitment) is overlooked as linkage between attitude change leading to behavior change, not fully explored. However, linkage from behavior change to attitude change is much stronger. If worker consciously change their behavior, it requires re adjustment of associated attitudes to align with the new behavior. Positive reinforcement is an effective tool to influence individual's behaviour. If discipline and punishment are used to discourage unsafe behavior, the intended results are not achieved (e.g., incident or near miss are not reported for fear of sanctions). Assessment of non-compliant behaviors (Violations, mistakes and errors) & conditions and factors influencing such behaviors are often not evaluated and focused action plans to address abilities and motivations with due consideration to isolated or systemic conditions are instrumental in preventing incicidents.

HSE & Sustainability is being a prime concern across ADNOC Operational footprint. ADNOC onshore Drilling division counts transportation of fresh water into cluster operation as major risk to overall well operation. Cluster is considered as same as offshore in terms of transportation risk, cost of fresh water. Fresh water transported to the well site using local contractor tankers which is posing high road safety risk & affecting budget of the well. Recent advancement of Reverse osmosis technology utilization for island operation, where sea water will be directly routed through reverse osmosis pump in which desalination process is being embedded to demineralizing by flowing under pressure through semi permeable membrane. Filtered water is passed into reverse osmosis system through high pressure pump. Feed Total dissolved solid 2000 PPM is pumped through the fine membranes, where ions present in water gets trapped in membrane surfaces. The membranes used for reverse osmosis have a dense layer in the polymer matrix where the separation occurs & get collected in collection tank. Approximately 940,737 Barrels of freshwater water were consumed for operating artificial island rig operation to meet freshwater requirement for domestic purposes in both rig and camp for last 3 years. Approximately 9400 Haulage trips were depended on to run the rig operation in islands. Haulage transports were generating heavy road safety risk. Cost of the water haulage were same as offshore freshwater contract. Hence cost optimization benefits were not feasible due to contractual obligation. Having implemented Reverse osmosis Haulage traffic risk were eliminated very likely & eventually road traffic accident were reduced drastically due to haulage. Additional high discharge pump to the same system to the sea water resources resolved Nonproductive time caused by waiting for water is being carried through haulage. Approximately 19 M$ expenditure were incurred over last 3 years for well cost to drill wells in island rigs & cost expected to bring down to 4M$ for 5 years eventually it will save about 15 M$ for 5 years due to sea water utilization in Reverse osmosis technology in artificial islands. As Gulf standard no 149/2014 lab report were conducted & its fully meeting the freshwater requirement for domestic purpose at rig & camp. HSE &Cost optimization of drilling the wells are priceless concerns in well drilling operation that needs dynamic solution based on operational geography. Reverse osmosis is trying to support Safety, Sustainability & cost reduction though one technology turning the salt water into usable water that will support rig domestic requirements. This paper illustrates the smart use of resources in supporting the sustainability of water well resources. A great number of incidents associated with tanker rollover in island will be resolved as there would be no water transport required by then the implementation of the RO technology. RO plant is designed in such a way that very minimal people will be operated with least minimum maintenance.

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Well planning is one of the most demanding aspects of drilling engineering requiring integration of engineering principles, HSE philosophies and learnings from incidents. Although well planning methods and practices may vary but the key objective is a safely drilled well meeting operational requirements. As per Drilling HSE requirements, well development is subjected to Site Specific Safety Plan (SSSP) and the purpose of this Site Specific Safety Plan (SSSP) is manage risks associated with release of well bore gases or fluids and to ensure a quick and effective response to emergencies that can be implemented. A web based Electronic Well Delivery Process (e-WDP) was developed to facilitate generation of SSSP using QRA data base for efficient and fit for the purpose SSSP.

Prevention of workplace accidents remains a challenge to the Oil and Gas industry to avoid interruptions to business, safeguarding their employees and maintaining their reputation. The Oil and Gas Industry is challenged by repetition of incidents, despite addressing root causes of incidents. Typically incident investigations highlight gaps in the implementation of an HSE Management System and often corrective actions include revision of procedures, more training, enhancements in work planning, design review and procurement of new tools. Analysis of over 500 Oil & Gas incidents investigation was carried and the repetition of incidents was noted despite addressing the identified gaps and further linkage of human factors with causes and corrective actions was further analysed. An analysis of findings and causes of incidents was carried out and human factors such as incorrect decision, improperly performed action, improper lack of action and presence of error inducing precursors were re-mapped to assess effectives of the investigations. It indicated that over 80% of drilling incidents were due to human factors and the following were the repetitive human factors issues leading to majority of incidents: Work load and task decisionMotivation and attentionCompetence and learningCommunication Remapping of conventional causes with human factors guidelines, highlighted consistent patterns of causation of incidents where multiple human factors criteria were formerly overlooked, led to these losses. Based on the analysis, the incident investigation training curriculum was revised to include human factors and error recovery, which was often, if not totally overlooked, was identified as a theme for corrective actions. It was noted that corrective actions (75%) were ineffective, as those actions were not directed toward human factors. It has prompted organizations to change the way incidents were investigated and the need of linking system causes with specific human factors deficiencies. It was found that 80% of drilling related incidents within ADNOC were triggered by unsafe actions and 62% of unsafe actions were due to human error & mistakes and 40% of drilling incidents were triggered by inattention/lack of awareness/unintentional human errors and violations by individuals, supervisors and by the group amounted to 15% of all immediate causes; and ack of knowledge of hazards present accounted for 14% of all immediate causes. Inadequate Identification of Worksite/Job Hazards accounted for 13% of overall drilling incident root causes and root causes associated with Human Factors contributed to 50% of all drilling incidents. This approach has led to changes in incident investigation curriculum in areas such as interviewing witnesses, identification of errors and identification of corrective actions. List of incident causes has been disintegrated to focus on type of error and error inducing factors. This novel approach focused on causes and provided efficient corrective actions to avoid recurrence of incidents. Analysis indicated that employee's low risk perception was due to lack identification of work site/job hazards followed by lack of leadership were the predominant root causes of incidents.