Professional Documents
Culture Documents
ENGINEERING
& LOGISTICS
DIRECTORATE
BUSINESS
IMPROVEMENT
PLAN
2018
PetroleumDevelopmentOman @PDO_OM
LIFE SAVING RULES...
DO SAVE LIVES
Message from the Director 2
1 Introduction 5
CONTENTS
2 Purpose 5
3 Target Audience 5
4 Document Owner 5
5.1 HSE 6
HSE Initiatives 7
5.3 People 11
5.5 Enablers 13
2 Purpose
The purpose of this document is to cascade the annual business targets of the Well Engineering and Logistics
Directorate. It highlights the key activities required to deliver the business targets. It also serves as a communication,
collaboration and alignment tool for the various teams and work units.
3 Target Audience
This Business Improvement Plan is intended for all Well Engineering and Logistics staff, contractors, services
providers and corporate planners.
4 Document Owner
UWB is the owner of this document and coordinates the business plan construction, with support from designated
focal points from the various UWD teams.
4.50 45,000,000
12m Rolling LTIF 12m Rolling T RCF
12m Rolling HiPoF 12m Rolling HRS
4.00 40,000,000
3.10
3.04
3.50 35,000,000
3.01
2.98
2.60
3.00 30,000,000
2.50
2.37
2.34
2.13
2.50 25,000,000
1.81
1.62
1.55
2.00 20,000,000
1.33
1.16
1.15
1.50 15,000,000
0.92
0.94
0.85
1.00 10,000,000
0.99
0.98
0.86
0.50 5,000,000
0.80
0.71
0.68
0.68
0.63
0.58
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Simplify get morehowever, the number of significant incidents has not
WPS incident reporting
do leSS has increased;; 6
changed. 2017 resulted in 5 Level 2 Well Control Incidents (WCI), which were dealt with at
the site, without the requirement to escalate. Only 2 of these incidents were classified as Tier
1 for release.
busses for the shorter sectors between the commuting hubs and key villages.
Achievements in numbers: 60% of rigs, 50% of hoists and 95% of all CWI units achieved “Goal
Zero”, 38% of our rigs and 45% of our hoists were more than 3 years LTI-free, out of which
8 hoists since the start of operations and 4 of them being owned and operated by Super
Local Community Contractors (Super LCCs). Since the start of monitoring, the number
of violations per vehicle per month decreased by 97% and the total number of Motor
Vehicle Incidents (MVIs) resulting in a roll-over reduced by 50%.
Another important milestone in 2017 was the achievement of two years LTI-free in
our CWI operation and one year LTI-free in our Logistics operation. The milestone
we are most proud of is the completion of more than 94 days without an LTI
across our operations; the previous best was 75 days achieved in 2013. This
translates into 10.5 million man-hours without LTI.
HSE Initiatives
In 2018 we will build upon the initiatives we launched in 2017, in an effort
to bring about a step-change in HSE performance with focus on frontline
supervisors’ safety leadership, the safety behaviours of people working
in or associated with our operation, the risk management in relation to
personal and process safety and the assurance processes.
We launched the “Frontline Supervisors Safety Leadership Training
Academy” (FLS Academy) in 2017, consisting of FLS-1 and FLS-2.
The FLS-2 content was developed in-house with case studies
covering high-potential incidents in Wells with the aim of
instilling “Chronic Unease” and a “Management of Change”
mindset. We have trained 1,000 people in the FLS Academy,
including the frontline supervisors of four major contractors. In
2018 we will focus on completing FLS-2 training for the remaining
PDO supervisors and on developing a programme to enhance safety
leadership of middle and senior management.
In 2017 we successfully piloted the corporate Behaviour Based Safety (BBS)
Implement actions to address common gaps from 2017 frontline supervisors HSE
UWH
competency assessment
Improve competency
assessment framework
HSE Competency
Develop and certify additional HSE Lead Assessors for UWD UWZ/UWH
and Leadership
Improve management
Develop “Let’s Talk HSE” SOP and implement in scheduled GEMBA Walks UWZ/UWDLT
visibility
Continue rollout of Safety Leadership for Frontline Supervisors (FLS) Phase1 / Phase 2
UWH / UWZ
programme to cover the remaining WE supervisors
Drive the implementation of the actions from the 3 streams, identified in the 2017 HSE UWA/ UWB / UWC
Review, conducted by PDO’s Internal Audit Team / UWO / UWI
Contracts HSE Improve contractual
Management compliance
Conduct quarterly reviews of the CEO HSE Plan with focus on competency and leadership, UWC / UWO
risk management, learning from incidents and assurance / UWZ
Compliance to WDP
Develop and implement WDP for hoists and CWI UWO
activities and timings
Contracts Management Improve assurance Improve contract management assurance/ verification framework UWC
Standardize WWI Sustain SWWI for key well types and replicate for hoist and CWI activities UWO, UWN, UWI
Operation Efficiency
UWO, UWN, UWI,
Reduce invisible lost time Develop and implement G2P for hoists, CWI and Logistics
UWL
Operating Model
Business Sustainability Establish Wells 2025 strategy and implementation road map UWB
optimization
Target
Areas of Value
Realization Through Action Action Party
creation
Q1 Q2 Q3 Q4
As built well quality Perform study on cemented completion accessibility issues and implement
Completion accessibility UWB, UWO
assurance recommendations
Lifecycle well quality Customize EDM to cover well quality requirements for the entire well lifecycle
EDM UWBI
assurance (from spud to abandonment)
Review and enhance the current IDP model UWH / UWZ / UWO
Improve Efficiency Minimize ad-hoc activities Develop and implement LSW for all support departments All Managers
Improve CI ideas implementation Enhance the CI Tool to visualise the cross functional CI implementation UWDL
Culture
Improve ratio of CI practitioners CI practitioners to run their 2nd and 3rd projects utilising different CI
All
actively working on CI projects tools
WRM: Activity/ String Months (total hoist including PDO hoists) No. 7.8 9.8
Reduction in Cost & Time by 25
% & (50% for Exploration Oil)
US$ PDO rigs / US$ current rigs % 81.08 77
Nimr In-sourcing
US$ PDO hoists / US$ current hoists % 97.83 92.9
Achieve 100% Well Quality Index Well Quality Average WQI % (new wells) % 80 100
Achieve Lean Maturity Lean Maturity % of qualified managers to conduct GEMBA walks No. 0 100
IMPROVING
Potential Impact - Financial US$
STABLE
Data ACCEPTABLE
Y 3- Summer
Management
Operations
NEED
IMPROVEMENT
NEED MAJOR
IMPROVEMENT
CHANGE
Low
SHOWS CHANGE
NEW RISK
RISK REMOVED
$1 mln
Low Medium High
LIKELIHOOD