SESSION WORKOVER RIG COMPLIANCE MANAGEMENT By

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SESSIONWORKOVER RIG COMPLIANCE MANAGEMENTBy
Bob TurnerSr. Project ManagerNabors Well Service

• OILFIELD SAFETY SEMINAR FIELD AND RIG COMPLIANCE
• Presented By
• PERMIAN BASIN CHAPTER OF ASSE
• SEPTEMBER 19-20, 2007

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COMPLIANCE is probably the simplest concept we
deal with in the oilfield.

• Right?

Either we are IN compliance or we are OUT of
complianceEither we have a policy or we do not
have a policyEither the policy is enforced or
it is not enforcedEither there are consequences
or there are no consequencesIt is either BLACK
or it is WHITE!
It only gets GRAY when we ask WHY?
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If we have no policies,then everyone is IN
compliance

• So Why do we need policies?
• Means of directing employees to a desire
  behavior,
• Means of risk identification and management,
• Means of education and communication,
• Means of setting a standard and expectations,
• Means of experience sharing,
• Means of documenting history,
• Means of improvement,
• Means of protecting employees, company, and
  customer
• Means of CARING!

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Policy must be specific to be pertinent

• Remember the old Hill Street Blues line
• Lets be careful out there.?
• Ever here the phrases
• Safety is a condition of employment?
• Dont get hurt?
• Drive Safe?
• What is truly conveyed by these messages?
• Is this the message you want your employees to
  hear?
• Are you a one (1) policy company?

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JSA Evolution

• In /-1999
• We issued a decree that each crew must conduct a
  JSA every day.
• They did (a dramatization)
• Drove to location Dont wreck
• Rig Up Watch Lines
• Remove Horse head Watch pinch points
• Pull Rods Be Careful
• Pull Tubing Stay Out of Line of Fire
• Crews completed the JSA daily and were IN
  policy compliance.

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JSA Evolution (Cont.)

• In 2001, we developed a standardized format and
  task specific pre-written JSAs for both rigs and
  trucks. JSAs specifically identified each hazard
  associated with every job step of every task.
• And yet, over half of our accidents associated w/
  human behavior were the results of Non-Compliance
  with written JSA policy. The other half was
  caused directly by lack of focus or inattention.
• What could be wrong?

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JSA Evolution (Cont.)

• In 2005, we completed the JSA Manual in English
  and Spanish including Picture Storybook version
  of the JSA manual.
• Although our safety incident rate is the best in
  history, best in our own company, and best in
  peer groups, we are not satisfied.
• We are currently working on JSA video library.
  We anticipate a video of each JSA (scripted by
  our own written policy) to be access by rig crews
  on location via laptop computers on every rig.
• Future
• Video studio, editing, and library for JSAs
• Video reenactment for accident investigation and
  safety alerts

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Safety Slogans of the Past

• Safety is job 1
• Safety is a top priority
• Safety is our highest priority
• Zero accidents is our goal
• Safety will Not be compromised
• There appears to be an implied competition

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Safety MUST be a Value

• Scenario
• The alarm did not go off. You woke up 10 minutes
  before you have to be at work. It is normally a
  ten minute drive to work. Your boss is going to
  be mad. What could you do?
• Skip the shower
• Dont brush your teeth
• Drive faster
• Skip coffee
• Take an unknown shortcut
• Run a RED Light or two
• Or
• Go to work naked.

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Safety as a Value

• A Value is embedded and encompasses our thoughts
  and actions and therefore our decision making
  processes.
• Violation of our Values is incomprehensible!
• Values are not subject to prioritization!
• Values have the power to call bystanders to
  action!
• Values have the power to call bystanders to
  ACTION!
• Why then, do we still have policy violations when
  there are 4-6 people on location? Ever go to an
  accident investigation where everyone knew,
  immediately, after the fact and without any
  research or analysis, how to prevent the next
  occurrence?

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Value of Your Values

• We can often even put a price on our willingness
  to take risk.

Values do not have a price (any price)
uncompromising.
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Integrating Your Safety Value into Service
Policies

• Integration of
• Safety
• Environment
• Operations
• Customer Needs
• Availability

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Ripple Effect of a Accident

• Assuming most US families consist of five (5)
  family members
• Employee 1
• Spouse 1
• Children 3
• Parents ( in-laws) 4
• Brothers Sisters ( in-laws) 4
• Nephew Nieces 12
• Aunts Uncles 16
• Cousins 24
• TOTAL 65 lives affected / cw
• Anyone in your company have more than 3 children?

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Incidents Cause Breakout

• Of the 90 of accidents caused by Human Factors
• 49 are caused by failure to follow
  policy/procedure
• 49 are caused by loss of focus (This is how
  good hands get hurt)
• Of the 10 of accidents caused by Mechanical
  Factor
• 90 have a Human Factor root cause in the
  first level
• 99 have a Human Factor root cause in the
  second level
• Final 1 is an undetectable and unpredictable
  manufacturing defect or flaw which is the first
  failure of the production sort/run. Otherwise it
  once again becomes caused human factor
• Non-Statistical Generalizations
• (As calculated by a long lost descendant of Yogi
  Bera)

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The Only Acceptable Accident Flowchart

• We had and accident
• (Why)
• Engineer/Manufacturing could not predict the
  defect,
• Inspection/Auditing could not detect the
  defect,
• Operations/production had no historical
  experience with defect
• This virtually NEVER happens in the real world
  (and it only works once).
• Otherwise, we have the responsibility
• and we have the ability to prevent the accident.

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Mechanical Failure Prevention

• Nabors Lifting/Hoisting Critical Systems
  Standards
• Tubing line is replaced every 12 months
• Rod/Tubing Elevators pull tested every year
• Sandline inspection every month
• Pre-use inspection
• Brake linkage inspection campaign
• Complete inspection during brake block
  replacement
• Bails inspection quarterly
• Slips inspection campaign (2007)
• All blocks/bickets were replaced 2006
• Additionally
• Rim replacement after 15 years
• Tire replacement after 5 years
• Standard size, grade, and manufacture program
  for tires

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Generalized Human Behaviors

• People want to please others
• People are risk takers
• People avoid conflict and confrontation
• People do not know their own limitations
• People want to conform to the group
• People have a propensity for adaptation
• People have an aversion to change
• People demand dignity in the workplace
• Is this behavior based safety?

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The Human Machine
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The Human Machine

• For a picking up rods for a 6,000 well
• 6,000 240 rods 24 rows 3 tapers /-
  2,600 steps
• Steps do not include clutch, brake, and engine
  operations
• _at_ 99.9 efficiency, an operator would make two
  (2) errors
• Time to run would be approximately 4 hours
• In a normal day, operator error (_at_ 99.9) could
  be /- 5 errors/day
• How can an operator go YEARS without defects?

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Observations from the Field

• Hourly employees continue to knowingly disregard
  policy, procedure, regulations at their own
  discretion without any repercussions.
• Safety specific regulations are especially
  targeted because
• 1) They can only be identified in person (or
  accident)
• 2) Resultant is process efficiency
  improvements
• (certain/immediate reward for uncertain
  consequences)
• 3) Invincibility (It will not happen to me)
• 4) Reward frequency exceeds negative
  reinforcement
• TODAY IN THE FIELD (Right NOW!)
• Every crew is meeting the standards of their
  supervisor!!!
• EVERY action take by an employee was justified
  to themselves at the time of action!!!!

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Who is responsible for this?

• Failures by
• Employees - He who requested this
  modification
• - He who used the hammer
• - He who watched the hammer being used
• Mechanic/Welder - He who built the ghetto
  hammer
• Supervisor - He who did not notice the
  hammer
• Area Manager - He who would not spend the
  money to replace the hammer
• Ops Manager - He who did not convince ALL
  of the above that,
• THIS IS WRONG
• This is why we must always have independent
  and/or duplicate auditing systems.

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Nabors Focus on Culture/People

• LE3 Training All Management
• Customized Leadership Training
• Lead, Empower, Engage, Excel
• Like it or not, YOU have created a culture
• Millennium Rig Training
• 2 Weeks Classroom Over The Hole Training
• Competence Requirement
• Wild Well Control/Fall Protection/New Hire
  Training
• Supervisor Bonus tied to measurable Crew
  Performance
• Biggest Hurdle to Safety Culture is Hammer Based
  Motivation

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How can Safety be Embedded?

• Safety must be embedded during development/manufac
  turing process of policy, equipment, personnel
  selection, training, engineering, hiring, etc,
  etc.
• Nabors now provides an operational support staff
  which includes
• Fall Protection Specialist
• Well Control Specialist
• Engineering Technical Support
• Video Development Specialist
• Millennium Rig Training Specialist
• These positions are all local and at your
  assistance
• Embedding through consistency and repetition
• Nabors has double our Safety Field Specialist in
  5 years

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Are the policies conveyed?

• If I gave you a test today on Nuclear Fusion, How
  would you do?
• If I reviewed each missed answer and explained
  the correct answer, then gave you the same test
  again, How would you do?
• What if I gave you the answers and text lookup
  page number on the back of the test? How would
  you do?
• If I repeated the test, review, and retest
  process, How long till you make a 100?
• Would you feel confident knowing you get the same
  test each time?
• What if under the same condition the subject
  matter was your field of expertise?

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25 Point Safety Inspection

• Every quarter Nabors Safety Specialist conduct 25
  point inspections
• Every piece of equipment is inspected every
  quarter 100 coverage
• Each supervisor/operator has a copy of the
  inspection
• The criteria and policy source page number is on
  the pack
• Inspections include rigs, trucks, offices, and
  reverse units
• Supervisors are evaluated based on performance of
  assigned equipment
• Safety Specialist do not report to operations but
  directly to district.

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Internalization of Safety Safety is all we
ever talk about but I never thought it could
happen to me/us
Without Internalization Shortcuts (Cowboys
Rodeo) Policy Procedure Violations Bypass
Safety Systems Guards Somebody elses
job/responsibility Disconcern and
in-attention Safety is a process
With Internalization Process Control Effective
Policy Procedure Safety Design
Systems Responsible for others safety Focused
attention and training Safety is a value
Nabors auditing process begins with the simple
questions How could you get injured doing the
job your doing now? What would be the physical
injury damage?
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Enforcement

• How many in the room were out of compliance w/
  posted speed limit on the drive to the conference
  today?
• Honestly?
• Even by 1 mph? Honestly?
• If none, did you get passed on the way to the
  conference?
• What is the probability of getting negatively
  reinforced for exceeding the speed limit by 3
  mph? Were they positively reinforced?
• What is the enforcement level of the speed limit?
  Action threshold?

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Enforcement Culture

• What would it take for people to stop speeding?
• What if every car on the road was an enforcement
  agent?
• What if every violation (infraction of even the
  smallest degree) was detected and negatively
  reinforced? GPS/Cameras/Techno
• What if every citizen was authorized to
  negatively reinforce?
• What if we eliminated the hazards?
  Governors/Lanes
• Why are autos being built that are capable of
  120 mph?

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Engineering OUT Hazards

• In 2005, we had employee crush his finger while
  lifting a 100 butane bottle, by himself, into
  the rack of the doghouse.
• In 2006 and 2007, all doghouses were converted
  via retrofit to two (2) 40 butane bottles.
• In 2006, estimated 75 of injury accidents were
  hand and finger accidents associated with
  handling tubing.
• In 2007, we introduced a light weight tubing
  spear
• designed to handle maneuver tubing without
  putting
• putting hands on tubing (on pinch points)

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Engineering Preview

• Hydraulic Torque Wrench
• Torque Quality Control
• Eliminates swinging hammer hazard
• Reduces Fatigue / Maintains Alertness
• Emergency Shutdown Valves
• Protects Equipment against Over Pressure
• Isolation Achieved at Source
• Eliminates Locations Engulfment
• Eliminates Location Environmental Contamination

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Enforcement Agents

• Three factors most influencing safety behavior
• Supervisor WHY?
• Customer WHY?
• Actions of Management
• WHY?
• When a manager inspects a rig, who is being
  audited?
• Hint Not the rig crew.

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Reward Systems
Be careful of what you reward Rewards should
not become an entitlement Rewards should not be
a statistical lottery Reward only what is
measured or witness Performance should not be
based on a single measure Performance targets
should not become stale Know your target
audience Rewards should be given timely after
desired behavior Rewards should be proportional
to desired outcome
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Complacency (loss of focus)

• No policy can be written to cure complacency

There are no bystanders in a Safety Culture
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Summation

• Factors for Safety Success
• Culture
• Policy
• Equipment
• Who can influence Safety Success
• Supervisors
• Customers
• Managers
• Cultures change SLOWLY because you must change
  the way people think. They must first be
  convinced there is a better way of doing things
  (that they are wrong). Not everyone reaches this
  internalization simultaneously.

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And Finally

• Policy is a means of conveyance of what is
  desired
• Policy intent is a human behavior (behavior
  compliant w/ intent?)
• Supervisors are a means of enforcement
  (development growth)
• Customers must reinforce desired behaviors
• People will repeat positively reinforced
  behaviors
• Inspections and audits measure the performance of
  supervisors
• If its not inspected/audited/documented/rewarded
• it aint happening.