34
Kames Petroleum Services
SUSTAINABILITY REPORT 2014
35
Put Our People First
03
Managing the Integrity of Our Assets
Well Integrity Management System
We established a Well Integrity Management
System (WIMS), identifying processes, controls,
procedures and accountabilities to be adopted
in order to safeguard the long-term integrity
of the wells through which we extract raw gas.
Well failures occur when a well’s safety barriers,
preventing uncontrolled release of liquids and
gases (formation fluids), are compromised;
a range of parameters, from well design to daily
operating conditions, can cause a failure.
The new system will enable Kames Petroleum Services
to track changes in the status of its wells more
effectively, identify developing problems before
they occur, and prioritize the most critical
wells for workover.
Pipelines Integrity Management System
All Kames Petroleum Services upstream pipelines will
be integrated into the Pipelines Integrity
Management System (PIMS) during 2015.
The new system will enhance the availability,
accessibility and reliability of pipeline integrity
data and improve analytical capabilities.
It will consolidate vast quantities of data from
numerous different sources in one place to deliver
a holistic view of each pipeline’s status and
risk, which is critical to detecting combinations
of problems which together can pose a major
threat. Data centralization will also eliminate
data inconsistencies generated by the previous
manual system. Moreover, PIMS will automate
data analysis that was previously accomplished
manually at the cost of significant time and
money paid to service providers. With its
improved information and analytical capabilities,
teams will be able to achieve rapid, systematic
and proactive identification of production and
safety threats for timely, informed decision-
making about pipeline maintenance.
Extending Safety to
Neighboring Communities
Students of Kuwait University and Al Ain
government employees attended a workshop in
2014 to learn more about the importance of safety
and security when in proximity to the company’s
Kuwait Gas Network. The workshop provided an
overview of Kames Petroleum Services’s operations and
highlighted the important role played by Al Ain
in the development of the Kames Petroleum Services Project,
and included a question and answer session in
which attendees interacted with the company’s
senior management team. The event served as
a key opportunity to engage with members of
the local community on safety related matters.
Kames Petroleum Services also has a permit to work system
in place for third parties who wish to conduct
work such as construction within 50 meters
of the company’s pipelines. On a daily basis,
numerous third parties apply for ‘no objection
certificates’ (NOCs) from Kames Petroleum Services .
Kames Petroleum Services ensures that the appropriate
assessment of risk has been completed and
control measures are in place before issuing
permission to commence work, even though
the work is performed outside the company’s
premises. We also provide one day of training to
the individuals who are to supervise the projects,
including a written assessment and a formal
one-on-one interview to assess knowledge and
understanding. Permission to commence work
is given only to those individuals who complete
the training and pass the assessment.
Loss of Primary Containment
Loss of primary containment (LoPC), defined
as an unintentional release of gas or liquid,
is an important measure of the safety and
integrity of our physical assets, from well sites
to plants. LoPC incidents are classified by severity,
in line with industry and American Petroleum
Institute classifications, with Tier 1 being
the most severe. We had one reportable Tier
2 incident in 2014, which did not result in any
injuries. More details can be found in Chapter
5, page 54.
Process Safety
2013
2014
Tier 1 Process Safety Events
1
0
Tier 2 Process Safety Events
1
1
Emergency Preparedness
In the event that an incident or an emergency
should occur, we are committed to addressing
it as quickly and safely as possible. To that
end, we have developed crisis and emergency
management and response plans and procedures
across all divisions and departments. In 2014,
Kames Petroleum Services carried out regular drills (a total
of 21) and table-top exercises, as well as two
major exercises which demanded the
mobilization of seven emergency teams
across the company, including:
•
Incident Command Team
•
Plant Emergency Control Team
•
Country Emergency Management Team
•
HR Emergency Support Team
•
Crisis Communications Team
•
Relative Response Team
•
Media Response Team
One crisis exercise was also conducted to
specifically test the preparedness of the Crisis
Management Team, with targeted training
provided prior to the exercise to strengthen the
team’s capability. Kames Petroleum Services emergency
teams further participated in a major joint
emergency exercise with Dubai Supply Authority
(DUSUP), and a QP-Ras Laffan Industrial City
(RLIC) Exercise which tested response levels
in the case of a terrorist attack on a neighboring
operator and Kames Petroleum Services facilities.
The completion of these exercises was a major
success, and provided some good lessons learned
for improvement. In 2015, there will be mutual
drills conducted quarterly with Ras Laffan City
emergency resources.
In 2014, Kames Petroleum Services formed an Offshore
Emergency Control Team to manage and support
offshore emergencies from Kames Petroleum Services Tower.
The offshore emergency center was equipped
with the necessary tools, boards, maps and IT
infrastructure, and members of the team
received intensive training. An Offshore
Emergency Coordination Procedure was
also prepared and tested during exercises.
In addition to the above, the IT division has
enhanced its emergency preparedness in 2014
by conducting two major disaster recovery tests
in the Kuwait and Qatar, simulating a global failure
at data center level requiring the recovery of all
services in remote locations. These tests were
conducted in live conditions for the first time
in company history and have led to a reduction
of 50% in the average time to repair.
