Academic literature on the topic 'Sparton Oil Company Limited'
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Journal articles on the topic "Sparton Oil Company Limited"
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Ghosh, Mousumi. "Oil and Mineral Excavating Company Limited." Vikalpa: The Journal for Decision Makers 22, no. 1 (January 1997): 39–44. http://dx.doi.org/10.1177/0256090919970106.
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The case featured in this issue depicts a situation enmeshed in several organizational and systems problems with behaviourial manifestations. Mr Basak is addressing the problem of non-receipt of two vital equipments on time due to which drilling operations of an Oil Company in the public sector had to be suspended causing financial and non-financial losses. While familiarizing the readers with the organizational reality where pinpointing of a problem situation is often difficult, the case raises a few important issues: Is it possible for an individual to tide over multiple organizational constraints with innovation, patience and tact and is advancement always through questioning the existing way of doing things? Readers are invited to send their responses on the case to Vikalpa Office.
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Deo, Sarang, Sanjay Kumar Singh, G. Raghuram, and Sanjay Choudhari. "Adani Wilmar Limited (AWL)." Asian Case Research Journal 13, no. 01 (June 2009): 157–76. http://dx.doi.org/10.1142/s0218927509001200.
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The total size of the edible oils market in India was estimated to be 13 million tons (mt) out of which imports amounted to about 4 mt. This made India the largest importer of edible oils in the world. Various edible oils are consumed in the India depending on the regional tastes and preferences. A differential in the duties on oil seed and oils made it favorable to import edible oils instead of oilseeds. Similarly, a differential duty between the refined oil and the raw oil encouraged the import of raw oil in order to support the domestic refineries. Adani Wilmar Limited (AWL) was a part of the Adani group, which started as a trading company mainly into exports of commodities. The group had recently entered into the infrastructure sector with the building of the Mundra port. The group had formed a joint venture with Wilmar Trading of Singapore to enter into the edible oil business. The company was setting up a re.nery with capacity of 600 tons per day. It planned to sell half of the production as bulk oil and the rest as packed oil. The company viewed supply chain management as one of the important means to get a competitive edge. Approximately 70% of the total logistics cost was accounted for by transportation cost. Some of the key decisions the company faced was the location of the warehouses, mode choice and routing.
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Frodey, Carol, Amar Singh, Seini Fiu, and Sonal Singh. "Case Study: Pacific Green Industries (Fiji) Limited: Pacific Palmwood Furnitures Green Approach." Journal of Business Case Studies (JBCS) 4, no. 5 (May 1, 2008): 45–56. http://dx.doi.org/10.19030/jbcs.v4i5.4783.
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Pacific Green is a green furniture company producing up-market furniture made from senile coconut trees. This paper explores the unique characteristics of this company and its success in world markets. Originally operating only in Fiji, the company now sources finished wood from Fiji and carries out its manufacturing assembly operations in China. It has showrooms across the world. The paper also highlights issues which need to be further explored, including concerns from the fast growing coconut oil skin care industry in Fiji about continued availability of high quality coconut oil, since senile trees still produce at a reduced but reasonable rate and no formal replanting program is in place. Coconut oil is also being considered as a viable source of biofuel, placing further pressure on future coconut availability.
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Amoako, George, Bernard Okpattah, Daniel Gameti, and Mayqueen Attatsitsey. "Re-branding and performance at Ghana Oil Company Limited : an empirical study." African Journal of Business and Economic Research 12, no. 2/3 (August 16, 2017): 91–111. http://dx.doi.org/10.31920/1750-4562/2017/v12n2_3a3.
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Khonji, Najla Abdulaziz, and Saad M. A. Suliman. "Product Mix Optimization for an Oil Field Operating Company." Modern Applied Science 14, no. 10 (September 24, 2020): 20. http://dx.doi.org/10.5539/mas.v14n10p20.
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In this study, a mathematical model is formulated to select the optimal product mix of wells in terms of numbers and types of wells that helps to maximize profit. The optimization model comprises two main components, the first component is revenue which includes forecasting of production and oil price, and the second component is cost which includes capital and operating costs. In addition, the model considers all related constraints such as budget, production targets, surface facility limitations, drilling rigs availability and others. Time has influence on the model, since its output is not limited only to the types and numbers of wells to be drilled during the planned period, but also when each well to be drilled for the same plan. Actual planning data for three consecutive years is used for model testing. The results show that 42% to 47% cost saving can be achieved by using the model. The analysis shows that with every 10% increase in oil price, the profit increases by about 6%. Also, it shows that the number of rigs and the rig daily cost affect the profit tremendously, where by reducing these two parameters by 50% an increase of 66% in oil profit can be achieved. The study confirms that oil field operating companies can stand a better chance of maximizing their profit by using product mix optimization model to define the optimum schedule for the number of wells, type of wells and time of drilling.
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Fatmasari, Endah, and Bambang Sugeng Dwiyanto. "Analisis Kinerja Keuangan dengan Metode Economic Value-Added pada Studi Kasus Perusahaan Subsektor Pertambangan Minyak dan Gas Bumi yang Terdaftar di Indeks Saham Syariah Indonesia (ISSI)." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 9, no. 1 (November 7, 2019): 17. http://dx.doi.org/10.30588/jmp.v9i1.435.
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<em>Oil and gas are non-renewable natural resources, whick means they can be exhausted within a certain periode of time, if no new reserves of oil and natural gas resources are found. Energy, especially oil and gas, is very limited amount, but the world’s needs for oil and gas are currently increasing, so making investments in the oil and gas mining subsector will be an attractive choice for investors. World demand of oil and gas increases, while the limited its availability in each country has caused fluctuations in its exports and imports. They face a difficult assessment of the company performance in this subsector. Therefore, we need an analysis of the financial performance in oil and gas mining subsector companies as a tool to assess how the performance of the in this area. Economic value-added (EVA) method is one of the right measurement tools to assess the performance of companies in the mining sector. The aim of this study is to determine the financial performance of companies by using the EVA (economic value-added) method in the oil and gas subsector companies listed on the ISSI (Indonesian Sharia Stock Index) in period 2013-2017. The calculation of EVA value of a company is preceded by determining the value of Net Operating Profit After Tax (NOPAT), Weighted Average Cost of Capital (WACC), capital charges (CC), and invested capital (IC) from data that has been collected in the secondary sources. Four companies in oil and gas mining subsector listed on the Indonesia Sharia Stock Index (ISSI) were analyzed in this research. The results showed that two companies have positive EVA, while rest of two companies have positive and negatif EVA in certain years. A positive EVA means that there is an economic added-value to the company.</em>
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Fedosov, A. V., N. Kh Abdrakhmanov, A. S. Tikhonova, I. R. Danieva, and R. R. Valeeva. "Ensuring safety during operation of a loading and unloading railway overpass at an oil depot." SAFETY OF TECHNOGENIC AND NATURAL SYSTEMS, no. 1 (2021): 51–57. http://dx.doi.org/10.23947/2541-9129-2021-1-51-57.
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Introduction. The analysis shows that one of the main causes of accidents at refineries is the low reliability of process equipment and technological discipline violation. Problem Statement. The objective of this research is to study theoretical foundations of loading and unloading railway overpass operation, to identify hazardous factors and to suggest measures to improve safety during operation of this overpass at the oil depot of Bashneft-roznitsa ООО (limited liability company). Theoretical Part. During loading and unloading operations, many accidents occur annually that pose some risk to workers life and health and cause damage to the ecology and economy of the country. The features of the process are: high pressure, high temperature, the use of dangerous and harmful, toxic chemicals that have a harmful effect on humans. Technical causes of accidents are wear and unreliability of equipment, violation of production discipline. However, there are also organizational causes of accidents, such as poorly organized production control, as well as low level of industrial safety competence of employees. Therefore, it is necessary to carry out measures aimed at improving the reliability of the equipment. The study has also revealed that one of the main technical causes of accidents at oil refining enterprises is the low reliability of technological equipment and violations of production discipline. Conclusion. The paper presents the study on operation of the loading-unloading railway overpass at the oil depot of Bashneft-roznitsa ООО (limited liability company). There have been developed and proposed measures to improve safety during operation of the loading-unloading railway overpass at the oil depot of Bashneft-roznitsa ООО (limited liability company).
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Yuan, Zhi Yang. "Comprehensive Utilization of Oil Shale with Analysis of Material Properties." Advanced Materials Research 625 (December 2012): 247–50. http://dx.doi.org/10.4028/www.scientific.net/amr.625.247.
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Comprehensive utilization of oil shale with analysis of material properties is introduced in this paper, including power generation and waste rock production of oil shale, cement raw materials production of oil shale and burned rock, and road repairing. Dry distillation oil refining technology of fluid oil shale, which has reached the international advanced level, is mainly described in this paper. With this technology, a project of fluid distillation oil refining with 600000 tons of oil shale per year is going to be started in Harbin Coal Chemical Limited Company, as well as an energy saving project of producing light shale oil.
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Zakaria, Khairul Mizan, Anuar Nawawi, and Ahmad Saiful Azlin Puteh Salin. "Internal controls and fraud – empirical evidence from oil and gas company." Journal of Financial Crime 23, no. 4 (October 3, 2016): 1154–68. http://dx.doi.org/10.1108/jfc-04-2016-0021.
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Purpose The purpose of this study is to examine the type of internal control weaknesses and its impact that leads to fraud activities in an oil and gas company, which is rarely found in empirical research. Design/methodology/approach A case study approach was taken to investigate and analyse the fraud incidents to the deepest understanding. A mixed method of data collection, specifically document analysis and interviews, was used. Findings The study found that internal control weaknesses can be major contributing factors for fraud to be committed. Poor supervision and improper documentation process provide opportunity to misappropriate the assets, worst off if it includes several people that cooperate to conduct those illegal malpractices. Research limitations/implications The results provide further confirmation of the fraud triangle theory on the causes of the fraud, i.e. opportunity because of weak internal control. It also validates with many prior studies conducted by global professional firms such as KPMG, PricewaterhouseCoopers and Association of Certified Fraud Examiners on fraud and its related causes and implications. This study, however, was conducted on only one company with limited number of interviews. Practical implications This study provides some recommendations to improve weak internal control, which in turn will reduce opportunities of fraud committed in the company. Originality/value This study is original, as it focuses on a company that operates in the highly specialized industry, i.e. oil and gas, which is rare in fraud literature, particularly in developing markets such as Malaysia. It has examined various documents and reports of employee fraud that are generally difficult to be accessed by researchers to be finally published in an academic journal. The findings of this study are inferred from direct access of company documents that are private and confidential.
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Van der Weshuizen, Johannes P., and Martin West. "Cross-Functional Maintenance And Logistics Business Process Integration: Lessons From A Large Oil And Gas Company." Journal of Applied Business Research (JABR) 32, no. 2 (March 1, 2016): 401. http://dx.doi.org/10.19030/jabr.v32i2.9585.
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The purpose of this research focused on integration and alignment of maintenance and logistics functions in a large ERP system in an oil and gas company to demonstrate how cross-functional integration can improve operations. A design science approach has been used based on a case study of a large oil and gas company. The study found that limited cross-functional integration involving the logistics function exists. Proposed process redesign involves activities include improved storage and picking strategies, information exchange, notification of fully received components at the warehouse and an improved shipping strategy. These improvement strategies have been tested through random questionnaires and most respondents support the improvements. This study shows that business process improvement facilitated by cross-functional process integration should realise substantial financial benefits. We have shown that warehouse operation strategies do have an impact on the work order performance through the on-time delivery of its components. In addition, regular communication and utilisation of the available information can also improve the scheduling of work order execution. These benefits are not limited to the company in question but the results show that if companies in general give more attention to cross-functional integration, substantial benefits are possible. The focus of this study is uncommon as it is the integration of logistics and maintenance functions within an organisation. We show substantial process improvements are possible. It therefore provides another opportunity for business process improvement experts to better align various systems and processes.
Dissertations / Theses on the topic "Sparton Oil Company Limited"
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Teng, Chen-Ho, and 鄧振囷. "Valuation of Oil Exploration & Production Company: A Case Study on CNOOC Limited." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/16297829078091131660.
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碩士國立交通大學
管理學院碩士在職專班財務金融組
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With the increasing demands from emerging countries like China and India, the commodity markets have been on the focal point of investment again. Valuation of commodity companies is very different from valuation of other companies-mostly because the value of commodity companies is heavily affected by an external factor i.e. the commodity prices. Other internal factors have relatively lower impacts on the value of commodity companies. Two methods were suggested by Damodaran to proceed for the valuation of commodity companies. The first one is to estimate the normalize price of the commodity and normalized earnings of that company. Based on the normalized figures, we can estimate the value of the commodity company. The second method is to use the futures prices of the commodity as the forecast prices of the commodity. In this study, we follow the methods suggested by Damodaran and use the discount cash flow method to value the fast-growing oil exploration and production company, CNOOC Limited with the purpose of demonstrating the valuation of fast-growing commodity companies. The findings and conclusions are: 1. The net incomes of CNOOC Ltd. are highly related to the oil prices. Based on this relationship, we can estimate the future net incomes from our forecast of future oil prices. 2. The 1-stage FCFF method provides a quick solution but it ignores the growth value of the fast-growing commodity company. 3. The 2-stage FCFF method provides a better estimation of the firm value. However, using the futures prices may bring in the embedded volatility to the valuation. It is recommended to hedge this risk in the futures market. In our discount cash flow valuation, we estimated the value of the operating assets and the value of the proved reserves was not considered. For an even better valuation, we suggest to include the real option valuation of the proved reserves.
Books on the topic "Sparton Oil Company Limited"
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Company, Stokes-Stephens Oil. Prospectus of the Stokes-Stephens Oil Company, Limited. [Calgary?: s.n., 1996.
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National Oil & Gas Company. Prospectus of the National Oil & Gas Company Limited. [Calgary?: s.n., 1996.
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Western Oil and Coal Company. The Western Oil and Coal Company, Limited (non-personal liability). Vancouver: [The Company?], 1995.
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Company, Amoco Canada Petroleum. Application for an exploratory well, Amoco Canada Petroleum Company Limited - Whaleback Ridge area. Calgary, Alta: Energy Resources Conservation Board, 1994.
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Report of the Auditor-General on the review of the operations of the Zambia National Oil Company Limited. Lusaka]: Republic of Zambia, 2002.
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Zambia. Office of the Auditor General. Report of the Auditor-General on the review of the operations of the Zambia National Oil Company Limited. Lusaka]: Auditor-General, 2002.
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Canada. Parliament. House of Commons. Bill: An act respecting the Northern Commercial Telegraph Company (Limited). Ottawa: S.E. Dawson, 2003.
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Commons, Canada Parliament House of. Bill: An act respecting the Dominion Cotton Mills Company (Limited). Ottawa: S.E. Dawson, 2003.
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Canada. Parliament. House of Commons. Bill: An act respecting the Nova Scotia Steel Company, Limited. Ottawa: S.E. Dawson, 2002.
Find full textBook chapters on the topic "Sparton Oil Company Limited"
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Dhodapkar, Prashant, Anup Gogoi, and Medhi Agadh. "Innovation System Linkages in Indian Hydrocarbon Sector." In Innovation in Business and Enterprise, 260–79. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-643-8.ch017.
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With the liberalization of Indian hydrocarbon sector, the various organizations that comprise this sector face the challenge of becoming globally competitive. This chapter elaborates the concept of innovation system, that is, the formal or informal linkages between the policy makers, industry, academic and research institutions, etc. and its relevance for organizational effectiveness. Using creative and visual thinking tools, authors explore the reasons for the fragmentation of innovation system of Oil India Limited (OIL), a national oil company operating mainly in the northeast India. This fragmentation is evident from several issues such as stagnating oil production, technological obsolescence, continued impact of natural calamities and conflicts in the region and prolonged dependence on central government funding. The authors suggest a high impact solution consisting of policy-making directed at promoting entrepreneurship, strengthening the innovation system through improved stakeholder communication and prioritizing the science and technology investments to address the regional problems.
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Akhavan, Mina. "Gateway." In The New Arab Urban, 175–93. NYU Press, 2019. http://dx.doi.org/10.18574/nyu/9781479880010.003.0008.
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Dubai has evolved from fishing village into a transportation and logistics world hub with the largest man-made harbor in the world. From the Dubai base, DP World – as the overall operating company is now known – encompasses a total of 77 marine and inland terminals across the world. As a global operator, DP World now is third in world ranking for container throughput. Under the Dubai regimen, ports push inland to organize or reorganize urban territory at increasingly distant locations, utilizing rail, highway, and air facilities for intermodal logistics systems. The deliberate instituting of multi-modality thus goes beyond the limited physical infrastructure of what is needed for shipping per se and includes free trade zones and other distinctive governance arrangements. Hardware and software aligns to coordinate across global sites. DP World represents success in fostering UAE diversification away from oil and gas and reaching far beyond its borders.
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Gaines, Susan M., Geoffrey Eglinton, and Jürgen Rullkötter. "Deep Sea Mud: Biomarker Clues to Ancient Climates." In Echoes of Life. Oxford University Press, 2008. http://dx.doi.org/10.1093/oso/9780195176193.003.0011.
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Though the concept of the biomarker emerged from attempts to infer the provenance of petroleum and the incidence of life on the young earth—for all the successes and disappointments of the early studies on Precambrian rocks, lunar dust, and oil shales—it was in the sediments of the deep sea that biomarkers really came into their own. The Deep Sea Drilling Project (DSDP) was initiated in the 1960s by a consortium of American oceanographic research institutions, but institutions in Russia, the United Kingdom, France, and Germany were quick to sign on. In what began as an effort to understand the makeup and dynamics of the earth’s crust and mantle, the DSDP’s special research ship traveled the world’s oceans, drilling thousands of meters into the seafloor to retrieve sediment cores that soon became coveted objects of study for geologists, oceanographers, biologists, paleontologists, and geochemists around the world. When Geoff’s group started analyzing the DSDP sediments in the early 1970s, most of the organic chemists involved with the program were from the oil industry and formed part of the drill ship’s safety program, monitoring the cores as they were brought on deck to ensure that dangerous accumulations of gas or liquid hydrocarbons weren’t being penetrated. But Geoff saw the DSDP as the perfect opportunity to wean his Bristol lab of its dependence on NASA’s Apollo program—a chance to bring his full attention back to Earth and its still largely unexplored realm of fossil molecules. The British Natural Environment Research Council had earmarked a large pot of funding for work on the cores, which would be unencumbered by the narrow commercial goals and secrecy that surrounded the limited offerings from oil-company bore holes. Geoff’s budding Organic Geochemistry Unit would be aligned with a multidisciplinary community of scientists who were all studying the same cores, working cooperatively, and publishing freely. And, unlike the lunar samples, ocean sediments were rife with interesting organic compounds, including many entirely unforeseen structures. Most of the cores consisted of sediments that had been laid down and buried sequentially without ever being subjected to the tectonic turmoil of stretching and subsidence, and the overlying kilometers of cold water had kept their temperatures relatively low.
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Onyeme, Chinedu, and Kapila Liyanage. "A Critical Review of Smart Manufacturing & Industry 4.0 Maturity Models: Applicability in the O&G Upstream Industry." In Advances in Transdisciplinary Engineering. IOS Press, 2021. http://dx.doi.org/10.3233/atde210060.
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The shift towards Industry 4.0 is a fundamental driver of improved changes observed in today’s business organizations. The difficulties in adapting to this new approach pose challenges for many companies especially in the oil and gas (O&G) upstream sector. To make this path much feasible for companies in this industry, Maturity Models (MMs) are very useful tools in achieving this following their use in evaluation of the initial state of a company for planned development journey towards Industry 4.0 (I4.0) readiness and implementation. Study shows that only a limited number of O&G specific roadmaps, MMs, frameworks and readiness assessments are available today. This paper aims to review the currently available Industry 4.0 MMs for manufacturing industries and analyze their applicability in the O&G upstream sector using the systematic literature review (SLR) methodology, recognizing the specific requirements of this industry. The study looks at the key characteristic for O&G sector in relation to the manufacturing sector and identifies research gaps needed to be addressed to successfully support the O&G sector in readiness for Industry 4.0 implementation. An Industry 4.0 maturity model that reflects the industrial realities for the O&G upstream sector more accurately from insights drawn from the reviews of existing MMs is proposed. This reduces the challenges of the transition process towards Industry 4.0 and provides support for the critical change desired for improved efficiency in the sector.
Conference papers on the topic "Sparton Oil Company Limited"
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Chaudhary, Sushant K., and Amit Kumar Deb. "City Gas Distribution Challenges to Indraprastha Gas Limited (IGL) From Electrical Aspects." In ASME 2019 India Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/iogpc2019-4583.
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Indraprastha Gas Limited (IGL) is India’s biggest organization in the field of City Gas Distribution (CGD) and this has happened by overcoming the several challenges from the electrical aspect also. Following are some of the initiatives taken from the electrical aspects to contribute in the growth of the company: 1. Installation and commissioning of the CNG set-up at Retail Outlets (RO) of the Oil Marketing Companies (OMCs) and Dealer Owned Dealer Operated (DODO) sites. 2. In-house installation and commissioning of the UPS with redundancy scheme at CNG re-fueling stations. 3. In-house installation and commissioning of the LED lights in place of the conventional lights (MH/HPMV). 4. In-house installation and commissioning of the Gas Generators in place of Diesel Generators. 5. In-house installation and commissioning of the 15HP VFDs in place of conventional motor starters for running the air compressors and specific engine driven gas compressors (1200 SCMH) through Gas Generators. 6. In-house installation and commissioning of the 11KV/0.4KV Package Sub-Station (PSS) of different ratings.
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Sunkara, Nageswara, and Sankar Dayal Theenadhayalan. "Conceptual Design of Dahej-Nagothane Ethane Pipeline in India." In ASME 2019 India Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/iogpc2019-4512.
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Reliance Industries Limited (RIL) planned to import liquid Ethane from North American market for use as feedstock in Gas Crackers at Dahej Manufacturing Division (DMD), Hazira Manufacturing Division (HMD) in the state of Gujarat and Nagothane Manufacturing Division (NMD) in the state of Maharashtra. Liquid Ethane was planned to be unloaded at GCPTCL (Gujarat Chemical Port Terminal Company Limited) Jetty and stored in cryogenic tank in DMD. For use in NMD and HMD, it was proposed to transport Ethane via a dedicated pipeline traversing through the states of Gujarat and Maharashtra and deliver at respective gas crackers of HMD and NMD in a direct usage mode as no storage facilities for Ethane were envisaged at delivery locations. Reliance Gas Pipelines Limited (RGPL), a wholly owned subsidiary of RIL implemented the Asia’s 1st liquid Ethane Pipeline project as “Dahej - Nagothane Ethane Pipeline Project” (DNEPL) and successfully commissioned the pipeline in September, 2018. This paper presents the Conceptual Design of the project including selection of phase of transportation, pipeline configuration in terms of pipeline size, no. of pump stations, spacing of main line valves (MLV’s), operating conditions, material of construction and emergency evacuation requirements of Ethane during long haul transportation.
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Yufei, Xia, Wai Tse, Xinyan Qin, Sheng Liu, and Sen Zhang. "First Chinese SCADA System for Long Distance Oil and Gas Pipelines." In 2008 7th International Pipeline Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/ipc2008-64511.
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Up until 2007, China has been relying on foreign SCADA vendors to provide SCADA systems for the controlling and monitoring of long distance oil and gas pipelines. While foreign SCADA systems satisfy most requirements, there are still issues such as high cost, limited localization, lack of experienced local representatives, and slow to respond to system changes, etc., remain to be solved and improved in the future. In Jan 2006, Sinopec, one of the major oil and gas corporations in China, initiated a joint venture with a local IT company, Beijing East Mainstay Technology Company Ltd. (East MS), to develop a SCADA system for oil and gas pipelines. The first prototype was finished in Aug 2006. It then went through 4 months of rigorous system testing and refinement and finally it was applied to 5 refined products pipelines in China. This paper unfolds the architecture of the system and discusses the system features in detail to give the audience an insight into the first Chinese SCADA system for long distance oil and gas pipelines.
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Maharaj, Priya S., Shyam Dyal, and Kelvin Ramnath. "Health, Safety and Environmental Management Systems Auditing for an Integrated Oil and Gas Company in Trinidad and Tobago." In ASME 2002 Engineering Technology Conference on Energy. ASMEDC, 2002. http://dx.doi.org/10.1115/etce2002/ee-29144.
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The Petroleum Company of Trinidad and Tobago Limited (Petrotrin) has developed and implemented a Health, Safety and Environmental (HSE) Management Audit System of its Exploration and Production, and Refining and Marketing Strategic Business Units. The main objective of this internal company audit was to determine the missing ‘gaps’ or elements from the current HSE Management System and to recommend alternate HSE Management System elements to create a more efficient Management System. The audit checklists and results effectively listed the observations, problems, and compliance issues, as well as corrective actions for improvement in accordance with the ISO 14001 and HSE Guidelines of the Exploration and Production Forum and 29CFR 1910.119 - Process Safety Management of Highly Hazardous Chemicals, Standards as well as the Company HSE key strategic directions including: • 100% compliance with local Environmental and Safety Regulations; • Targets of zero accidents and oil spills; and • Certification HSE Management Systems, for all Company operations. Senior personnel or drivers of the management systems within the Company were interviewed using this structured approach. The results from this company wide internal audit revealed that generally the overall HSE Management Strategies have been developed, but are not fully implemented, although they are formalized in the Environmental and Occupational Health and Safety Policies of the Company. HSE is undoubtedly regarded as a priority issue within Petrotrin’s operations, however there is the need to improve the documentation of formalized HSE Management System Procedures, thereby improving the enforcement and maintenance of the management system.
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Ransome, Cherise M., and Randell T. Jackman. "Applying Front End Loading FEL Approach to Rationalizing Heritage Petroleum Company Limited Forward Development Strategy." In SPE Trinidad and Tobago Section Energy Resources Conference. SPE, 2021. http://dx.doi.org/10.2118/200891-ms.
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Abstract This paper presents the methodology used by the Offshore Business Unit of Heritage Petroleum Company Limited (HPCL), to reorganize its future development portfolio. This methodology enabled us to re-organize and rank future projects in order of 1) Developability, 2) Subsurface, Drilling, Flow Assurance and HSSE risks, 3) Financial indicators such as CAPEX and $/BOE, as an approach to maximizing return on investment whilst maintaining the stated goals of the company of monetizing our oil reserves and resources. Following the incorporation of HPCL, the organization attempted to embark on a production stabilization and growth strategy but faced challenges regarding financial and human resource allocation as well as understanding project development best suited for the mature 70 year kit it currently operates. There was a sizable Forward Drilling Campaign (FDP) that remained to be executed from the Legacy company, but there was a need to determine how best to proceed with it. The question was how can we optimize this FDP to attain Heritage’s goals in the short and near term. The answer resided in holding a Pre-Appraisal workshop. A Pre-Appraise Level-1 workshop was held analyzing risk and uncertainty for all future drilling projects. Key to understanding and quantifying inherent risks and opportunities was the presence of a full multidisciplinary team, which included subsurface, facilities, drilling, finance, planning and HSSE personnel. This approach yielded a list of future opportunities that best fit HPCL’s debt-to-capital ratio or debt service coverage position. It also helped to identify projects better suited for joint venture or external capital expenditure options. This workshop resulted in upper management having clear line-of sight regarding the project portfolio, and resource assignment. Once the projects were ranked and grouped, the process of calculating the associated investment to capitalize production across the entire lifecycle was undertaken. A matrix showing Dollar/BOE vs. Project Risk was then built for the new growth strategy. This tool allowed HPCL to select those opportunities that required minimum investment coupled with low HSSE risks. The Pre-Appraise Level-1 workshop guided HPCL to initiate the Shallow Forest Main Field re-development and the East Field drilling development projects as developments to undertake with least risk. The Main Field Shallow Forest Development requires the lowest CAPEX (Drilling and Facilities) and is capital efficient. The proved to non-proven reserves ratio is small (0.05) indicating a high developable remaining resource which will be accessible through secondary or tertiary methods. This approach to understanding development portfolios is new within HPCL; although it has been tried and tested by many operators worldwide when reviewing their capital projects. The Shallow Forest Main Field development carries a low risk profile and is being managed using the Capital Value Process. This project is now in the appraise stage.
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Short, Gordon, and Dave Flett. "New Approach to Pipeline Condition Monitoring of the Beatrice 16” Oil Export Line." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27317.
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The ability to detect corrosion within oil and gas pipelines has long been the preserve of the Intelligent or Smart Pig. These tools have evolved over the past 30 years into very sophisticated, but often expensive inspection options. Since 1994 RST Projects Limited, a Scottish based pipeline inspection company, has been pioneering the development of passive inspection tools that can be retrofitted to standard Cleaning or Utility Pigs. These tools are fundamentally different to traditional inspection pigs. Passive instruments (instruments which do not contain an active source or emitor, such as ultrasonic or magnetic flux leakage sensors), fitted to a Utility Pig are used to monitor its passage through a pipeline. Changes in the behaviour of the Utility Pig measured by these instruments have been demonstrated to reflect the condition of the pipeline. To date more than 40 projects, involving surveying some 4,000 km+ of operational pipelines have been completed. This paper presents the results of work undertaken to develop the first stages of a basic corrosion detection capability of the Smart Utility Pig tool. It does so by presenting findings from surveys of the 16” Beatrice Oil Export Pipeline, operated by Talisman Energy UK Limited. It also draws upon surveys carried out in other assets operated by Talisman in the UK. It explores how this technology when combined with other inspection methods offers the potential for a more integrated approach to routine pipeline condition monitoring.
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Maharaj, Priya S., Shyam Dyal, and Kelvin Ramnath. "Development and Implementation of an Environmental Management System for an Oil Company in South Trinidad, in Accordance With the ISO 14001 Standard." In ASME 2001 Engineering Technology Conference on Energy. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/etce2001-17081.
Full textAbstract:
Abstract Trinidad and Tobago has the oldest petroleum industry in the world. The activities of this industry have historically impacted the environment and newly drafted environmental rules and regulations of Trinidad and Tobago will require sound environmental management systems by all operating companies in the industry. In order to meet the challenges of these new regulations, the Petroleum Company of Trinidad and Tobago Limited (Petrotrin) is currently pursuing the development and implementation of an Environmental Management System within its Exploration and Production operations in accordance with the ISO 14001 Standard. This project was initiated in October 1999, and is expected to terminate in December 2001 with international certification. Petrotrin, realizing the competitive advantages that can result from the integration of an Environmental Management System into its operating systems, has placed the implementation of the EMS as a company strategic goal. The project was categorized into three main stages: Development, Implementation and Audit/Certification. To date, the Development Stage has been completed and the implementation stage initiated, with the following successes: • Allocation of manpower resources in the formation of the Steering and Executive Management Committees, and an EMS Project Team; • Training of project personnel in ISO 14001/10/11/12 Standards; • Revision of the company Environmental Policy statement; • Conducting the Gap Analysis Study; • Development of the Implementation Plan based on the results of the Gap Analysis; • Initiated the development of the EMS manual and drafted initial procedures as outlined in the Implementation Plan; • Collection and analysis of data for identification of Significant Environmental Aspects and impacts for Exploration and Production activities. The Development and Implementation of an Environmental Management System in accordance with the world renowned ISO 14001 is expected to derive many benefits to Petrotrin such as reduced operating costs, improved financial performance, increased access to markets, improved environmental performance, improved community relations, improved customer relations and employee involvement and education.
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Oruwari, Humphrey Otombosoba, and Samuel Chinedum Okolo. "The Impact of Outsourcing on Marginal Field Project Delivery in Nigeria." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/207103-ms.
Full textAbstract:
Abstract The oil and gas industry in Nigeria is undergoing rapid change and explosive growth especially for marginal oil fields. Marginal oil fields operators are indigenous companies with limited profitability and some operators embrace outsourcing in their operations. Furthermore, outsourcing is process in which a company contract with another company to manage service that it does not want to provide by itself. The study examined the effect of outsourcing on marginal field operations. Using literature review and case study in India, Egypt and Malaysia by marginal field operators it is observed that outsourcing has positively contributed to delivery of marginal field project. Outsourcing is beneficial because it allows companies to reduce their fixed asset costs. Outsourcing in form of alliance between indigenous and foreign companies would enhance the credibility of the indigenous companies and stimulate capacity building in terms of knowledge and technology transfer. It is recommended that for effective outsourcing there should be a clear legal frame work.
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Sharma, Alok. "Challenges and Best Safety Practices in CGD Industry." In ASME 2015 India International Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/iogpc2015-7917.
Full textAbstract:
Indraprastha Gas Limited — the largest CGD Company in the country serving more than 11 Lakh customers with uninterrupted gas supply round the clock with largest pipeline network (more than 9200 kms) in the National Capital Region of the Country. IGL has adopted best safety practices and always strives to ensure safety of employees, workers, consumers, stake holders and general public at large. However IGL’s City Gas Distribution network operations in National Capital Region pose its own very typical challenges in CNG (Compressed Natural Gas – Vehicle Refueling) & PNG (Piped Natural Gas) operations. There are various challenges during Laying of Pipeline as per relevant codes & statutes as obtaining permissions, clearances, NoCs, approvals, etc., availability & retaining of trained & experienced manpower, constraints in laying of pipeline in highly populated area, presence of other utilities, etc. Similarly during the O&M of Pipeline, the organization faces challenges like third party damages leading to gas leak & fire, massive expansion projects of other companies in Delhi/NCR like Delhi Metro/Delhi Jal Board/MTNL, etc. Same is the case with CNG Operations where we are handling incidents/emergencies due to the customers’ negligence like an important issue of CNG cylinder validation, Poor Maintenance of CNG Vehicles and their CNG Kits, Untested and unsafe cylinders is a matter of serious concern, Installation of unauthorized spare parts in CNG Kits of vehicles, leading to serious consequences at our CNG stations. Based on scientific analysis of the incidents happening on day to day basis, various initiatives are taken to control and avoid their recurrence.
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Lie, Rolf Gunnar, and Natthasart Muangsuankwan. "Remote-Controlled Plugging Technology Minimizes Platform Downtime: Valve Replacement Through SmartPlug® Isolation." In ASME 2015 India International Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/iogpc2015-7910.
Full textAbstract:
Following a planned inline inspection pigging program of its 32-inch gas export pipeline (GEP) on the Bongkot platform in the Gulf of Thailand, PTT Exploration and Production Public Company Limited (PTTEP) discovered that the line’s primary shutdown valve (SDV), last manual isolation valve, and one of the two isolation valves for the line’s pig trap were defective. The issues were creating unacceptable internal passing rates and external leakage to the atmosphere. In addition, the line had severe corrosion at the surface of a 5D bend underneath the deck sealing block. The situation mandated valve repair, removal and replacement operations, while the corroded bend necessitated treatment with composite fiber wrap. PTTEP planned for their shutdown and maintenance for over a year and it was to take place in April 2014. Faced with two options for safe and reliable isolation of its gas export line, PTTEP could either bleed down the entire line — a protracted and very costly option, or it could pressure isolate the line downstream of the valves and just bleed down the section back to the pig launcher. PTTEP chose SmartPlug pressure isolation with the remote-controlled plugging technology engineered by T.D. Williamson (TDW). With the export line securely isolated, the SDV and manually operated valves were replaced. Following the replacement of the valves, a hydrotest was carried out against the SmartPlug tool’s third plugging module to verify the integrity of the repair work. This paper describes the challenges of such an offshore pressure isolation, as well as the steps taken from planning, to site visit and engineering, to safely and successfully executing the isolation.