Transcript Медицинские требования к

Industrial Safety in TNK-BP as a Prime
Factor for Development of
Hydrocarbon Resources
TNK-BP AT A GLANCE
Russia’s top 3 largest oil company*
A truly international player
• 1H 2012 production 1,824 mboe/d (2,035 mboe/d with
affiliates)
• Ranking in the world’s top 10 non-state-owned oil producers*
• Brownfield assets in West Siberia and Orenburg
• Vietnam: stakes in offshore gas, pipeline and power plant**
• Producing greenfields in Uvat and Verkhnechonskoye
• Brazil: stake in exploration project
• Yamal: a new generation of greenfield projects
• Ukraine and Belarus: downstream business
• Venezuela: stakes in heavy and light oil projects
• Growing gas business
Belarus
Russia
Ukraine
World-class reserve base
• 39 bn boe of PRMS 3P reserves
Vietnam
Venezuela
• Reserve life of 21 years of 1P and
59 years of PRMS 3P reserves
• Industry-leading F&D costs and
exploration success rate
Brazil
Strong financial profile
Fully integrated business
• Five refineries (incl. one in Ukraine***) and 50% stake in YANOS refinery
• Refining capacity of 769 mb/d, refining cover of 39.2% in 1H 2012
• Extensive retail network with 1,274 retail sites in Russia, Ukraine and
Belarus
• Investment grade credit ratings
• Strong credit metrics
• Robust financial performance
* - based on total oil production
** - acquisition of power plant planned to be completed in 2012
*** - currently refinery in Ukraine is under mothballing
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OUR STRONG COMPETITIVE POSITION
Among top 10 oil producers globally
2.3
2.2
2.2
PetroChina**
1.3
2.4
Shell
1.0
1.7
Chevron
1.5
1.8
Petrobras
0.8
2.2
Rosneft
0.5
2.4
Total
1.2
1.8
TNK-BP
1.7
0.8
Statoil
0.9
0.7
ENI
0.8
0.9
0
ExxonMobil
Oil
0.1
Gas
0.2
Source: company reports.
ConocoPhillips
100%
Chevron
50%
BP
0%
0
5
10
15
20
25
Best capital efficiency among Russian peers
0.7
1
TNK-BP
150%
3Y average F&D costs (2009-2011), USD/boe
0.2
0.9
Sinopec
R&D Shell
Rosneft
200%
0.3
ConocoPhilips
1.0
Gazprom
Neft
250%
1.1
Lukoil
Gazprom Neft
0.2
300%
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3
4
*PetroChina production as of 2010
1H12 CAPEX/ boe, USD
BP
3Y average SEC LOF RRR (2009-2011)
2011 oil and gas production (incl. equity affiliates), mmboe per day
ExxonMobil
World class reserve replacement
and F&D costs
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RRR - reserve replacement ratio; F&D – finding and development
Source: Consolidated Financial Statement, MD&A reports of companies
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BROWNFIELD ASSET BASE HIGHLIGHTS
• 3P reserves of 24.7 bn boe
• Currently deliver 83% of total liquids output:1,291 mb/d
Samotlor field
3P Reserves: 7.7 bn boe
1H 2012 liquids production:
520 mb/d
West Siberia
• Focus on application of innovative technology and processes
Other West
Siberia fields
3P Reserves: 5.7 bn boe
1H 2012 liquids production:
193 mb/d
• Production decline lowered by 0.9% in 1H12 v 1H11
• >90% water cut
Samotlor
Samotlor
Moscow
• Giant field, 5th largest ever discovered
• More than 40 years in production
Nyagan
• Delivers 32% of TNK-BP’s total liquids production
• Will remain a reliable producer going forward
Orenburg
Orenburg fields
Orenburg
• 60-70 years in production
Nizhnevartovsk
3P Reserves: 3.4 bn boe
1H 2012 liquids production:
420 mb/d
Nyagan fields
3P Reserves: 7.8 bn boe
1H 2012 liquids production:
142 mb/d
• Delivers 27% of TNK-BP’s total liquids production
• Impressive oil & gas production growth:
up 20.9% in 2007 -2011
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GREENFIELDS:
BUILDING FOR THE FUTURE
Significant resource potential
Yamal projects
• 3P reserves of 14.6 bn boe
3P reserves:
4.9 bn boe
Potential start-up:
2016-2019
Uvat
Increasing share in production
3P Reserves: 1.4 bn boe
Start-up: 2009
1H 2012 liquids production:
126 mb/d
• From 17% currently up to
20-25% by 2015
Messoyakha*
Suzunskoye
Tagulskoye
Russkoye
Yamal projects and Rospan
Rospan
• Major new production province
• Could potentially account for over
30% of TNK-BP’s total production
by 2020
Verkhnechonskoye
3P Reserves: 2.4 bn boe
Start-up: 2008
1H 2012 liquids production:
139 mb/d
Uvat
Rospan
3P Reserves: 5.9 bn boe (liquids + gas)
Potential FFD start-up: 2015
1H 2012 gas production: 1.7 bcm (59 mboe/d)
1H 2012 condensate production: 15 mb/d
Verkhnechonskoye
Legend:
Greenfield projects under development
Greenfield projects at phase of
commercial production
Gas project
* Messoyakha is owned by a 50/50 JV between TNK-BP and Gazprom Neft, reserves data include 50% share of Messoyakha
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BASIC INDICATORS IN TNK-BP
OCCUPATIONAL SAFETY AND HEALTH
Производственный
травматизм
TRIFR
Comments
•
Since 2007 the TRIFR is registered to be reduced by 84%
•
TNK-BP Company realizes a Single Labour Concept, not dividing the
employees into ins and outs (Contractor employees)
•
The Company HSE report includes indicators of Contractors, the
transparency meets the best world practice *
Total number of fatalities and lost time injuries
Company’s employees
Subcontractors
Total Recordable Injury Frequency Rate
(12-month Rolling Average)
•The reduction of Total Recordable Injury Frequency Rate (TRIFR)*
by 20%
•The reduction of Days Away From Work Cases (DAFWC) by 10%
* Total Recordable Injury Frequency Rate (TRIFR) comprises the total number of fatalities, lost time injuries, restricted work cases and medical treatment
cases as per OSHA definitions.
** The International Association of Oil and Gas Producers
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HSE: THE LEADING COMPANY IN RUSSIA
Comments
•
Information on accidents and incidents is presented as per
classification of the Federal Law No. «On Industrial Safety of
Hazardous Industrial Facilities»
•
In the period from 2006 through 2011 average number of
accidents at Company’s facilities reduced by 36.4%
Spills Frequency (12-month Rolling Average)
Environment Safety
•
The spill frequency index is improving :
– The number of spills per thousand tons produced
down 13%
– Spilt tons per thousand tons produced down 45%
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EFFECTIVE PRODUCTION SAFETY MANAGEMENT
SYSTEM – A TICKET TO SUCCESS
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Major Projects Risk Assessment
Production facilities Integrity Risk Management.
Multilevel Control of applicable requirements compliance.
Managerial Leadership at all management levels. Direct function
subordination to top managers.
Unsafe Action Intervention culture.
Single Labour Concept – the Company statistics include Contractor
indicators
Reporting Disclosure and Transparency – Report on the Company
sustainable development with disclosure of information on А+ (report
auditors – PWC)
HSE Management Systems of several Subsidiaries are certified for
compliance with ISO 14001 and OHSAS 18001 standards
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“BARRIERS” SYSTEM – AN INSTRUMENT
TO PREVENT INDUSTRIAL INCIDENTS
RISK
=
PROBABILITY
x CONCEQUENCES
Hazardous
factors
Barrier 2
HAZARD
AWARENESS
Barrier 1
WARNING
Probable
hazardous
factors
determined
and assessed
Prevent
Accidents
REDUCE PROBABILITY
Barrier 4
Barrier 3
DETECTION
AND
MONITORING
MITIGATION
Detect accidents
and monitor
situation if
event is evolving
Various accident
aspects to be
mitigated as the
accident develops,
escalation shall not
be allowed
ESCAPE AND
EVACUATION
Move people to
safe location
MITIGATE
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RISK IDENTIFICATION AND ASSESSMENT ON
SITE FACILITIES
Barrier 2
Barrier 3
DETECTION
AND MONITORING
MITIGATION
Detect accidents
and monitor
situation if
event is evolving
Various accident
aspects to be
mitigated as the
accident develops,
escalation shall not
be allowed
Risk matrix
WARNING
Prevent
accidents
Probability
Barrier 1
Frequently
Will occur 100%
Probably
1time per year
Eventually
1 time per 2 years
Rare
1time per 3 years
Unlikely
L/Н
H/В
HH / ОВ
HH / ОВ
HH / ОВ
L/Н
M/С
H/В
HH / ОВ
HH / ОВ
L/Н
M/С
M/С
H/В
HH / ОВ
L/Н
L/Н
M/С
H/В
H/В
L/Н
L/Н
L/Н
M/С
M/С
to 1M$
to 2 М$
to 3 М$
to 4 М$ More
than 4 М$
Implications, М$
R
Tank
Evaluation criteria of equipment condition and associated systems
PROBABILITY
RISK
CONSEQUENCE
Distribution of “VST" over risk values
600
503
500
400
Hazardous
factors
300
200
100
6
25
10
0
НН/ОВ
Н/В
М/С
L/Н
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PROJECT MANAGEMENT – DECISION MAKING
POINTS
Procedures / Stages
Appraise
Select
Define
ПРП
DMP
ПРП
DMP
DMP
ПРП
Implement
Operate
ПРП
DMP
Project Categorisation
Appraisal
clarification
HSE risk assesment
(HAZID+ENVID)
Appraisal
clarification
Appraisal
clarification
Appraisal
clarification
HSE risk mitigation
PHSER (as approved)
HAZOP (as approved)
ПРП
DMP
Decision to move to next stage
The company internally reviews HSE project solutions at all stages of project
development and implementation in order to generate efficient and timely
measures to mitigate possible negative impact
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DEVELOPMENT STRATEGY – TRANSITION TO
SINGLE OPERATING MANAGEMENT
SYSTEM(OMS)
OMS
Performance
Improvement
Cycle
•
OMS – management system with clearly
formalized elements and minimal set of
requirements for it.
•
OMS has a formal management system
improvement cycle (OMS Performance
Improvement Cycle), which is similar to PDCA
cycle (Plan-Do-Control-Act).
Monitor
PURPOSE OF OMS:
Integrate HSE requirements into daily corporate operation in order to
continuously mitigate HSE risks
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